Performance Appraisal

---

"Performance review: the job nobody likes…."
The point is, the annual performance evaluation does not need to be, nor should it be, "a periodic agony thrust upon bosses and subordinates alike."
Berkeley Rice

"Conducting performance appraisals is often an unpopular human resource management task. Commonly cited reasons for the frustration include, among others, not really knowing how to complete them (lack of training leading to faulty administration), not believing that they really accomplish anything (i.e., motivation, further development), and of course, their potential for creating conflict between the supervisor and the employee or volunteer (Mondy & Noe, 2005). According to David Butcher's (2002) article, one in eight managers would rather go to the dentist than complete performance appraisals.

Studies suggest employees suffer anxiety over performance appraisals as well. One reason may be because in many organizations employment decision issues (promotion, prized work assignments, and salary increase, etc.) are highly influenced by performance appraisals. Another reason may be that a lack of trust in the appraisal process and its administration causes employees to devalue it and perhaps lose further respect for the administration. "One opinion is that if you surveyed typical employees, they would tell you performance appraisal is management's way of highlighting all the bad things they did all year" (Waugh, 2002).

The above is sad commentary regarding a process that could and should be helpful, motivational, valued, and valid.

So why do performance evaluations? And why do interviews?

Assuming we have a reasonable instrument and it is properly administered, the performance appraisal can be of value to the individual and to the organization. It is an integral part of the performance management process. The ultimate benefit ideally is to improve the overall quality of performance of the individual AND the organization.

Benefits to the employee are numerous. Among them, it provides management feedback to the employee regarding how his/her performance is viewed, a citation of recognized strengths, and identification of what areas may need improvement. The end product of the performance appraisal should be the development of a personal growth agreement plan.

As Mondy and Noe (2005) state for the organization, the results of the performance appraisal are important in regard to virtually all of the primary human resource functions including human resource planning, recruitment and selection, training and development, career planning and development compensation programs, and internal employee relations. The results of performance appraisals provide management with a realistic picture of individual and organizational performance, including departmental strengths and possible weaknesses.

While performance evaluations and systems are open to legal challenges, for the organization, performance appraisal is a critical component of risk management. The presence of an evaluation system and its regular use can help to protect the organization in civil suits against the department (and potentially, departmental personnel) by disgruntled citizens who allege incompetence by agency personnel in an emergency situation and by disgruntled employees and ex-employees who allege favoritism, discrimination, and/or harassment

The most important benefit for both the individual and the organization: supervisor and subordinate communication. While hopefully there has been performance feedback -- both positive and constructive as needed—throughout the evaluation period as well as informal conversation, sometimes there is not. At other times communication is sporadic, casual, and/or vague. The performance evaluation and subsequent interview allow for open, candid, and full communication between the supervisor and the employee (or volunteer) in a structured environment, free from extraneous distractions.

Edwards (2005) discusses the need for performance appraisal systems in the text.

Reading Assignment: Please read Chapter 8, pages 146-148, from the Fire Service Personnel Management textbook by Steven Edwards.

Edwards (2005) also discusses the elements of a performance appraisal system from the development of performance criteria through the preparation for the performance appraisal interview. We will address the appraisal interview itself a bit later. The elements of this system essentially reflect those associated with performance management.

Reading Assignment: Please read Chapter 8, pages 154-157, from the Fire Service Personnel Management textbook by Steven Edwards.

Performance Assessment Techniques and Formats

There are a wide variety of appraisal systems and assessment techniques available.

Generally speaking, the instruments used in administering the appraisal focus on employee attributes, behaviors, or results ---- or some combination thereof. As you read Edwards's (2005) discussion of the different assessment techniques give some thought to their potential advantages and disadvantages and how they might be used in your department or agency.

Keep in mind that regardless of which technique (or combination of techniques) is used, the ratings must be given in relation to the heretofore defined performance expectations in order to be valid.

Reading Assignment: Please read Chapter 8, pages 148-151, from the Fire Service Personnel Management textbook by Steven Edwards.

The Appraisal Form

In emergency services, particularly those at the city or county level, it is not uncommon for the fire, police, and EMS personnel to be evaluated using a rather generic city or county form. While I would like to see more forms created specifically for use by the relevant emergency service groups (i.e., fire, police, EMS) by the respective groups, the generic city forms are usable. I might add that I am impressed with the progress I've seen in this regard over the years. But, let's talk about the "city" form.

If you are using one of these forms, your managers and supervisors along with a representative group of the "rank and file" must sit down and collaboratively determine what expectations (or groups of expectations) should be evaluated for each category appearing on the form. Theoretically, the various ratings have already been addressed in spelling out what is satisfactory, unsatisfactory, exceeds expectations outstanding, etc. (or whatever other terms are associated with the form) for each group of expectations. This then needs to be publicized within the agency so all members know how these forms will be used and what expectations will be covered in each of the categories. This is the only way to make certain the evaluations are completed consistently among the evaluators.

Whatever form is utilized (be it customized or generic), the evaluation form should include a number of important organizational components that are summarized as follows:

• Name, position, date of evaluation.
• Performance factor description and measurement criteria. Each factor should be followed by space for evaluator comments (a notation on the evaluation form for extra comments on a separate evaluation comments sheet is recommended).
• The evaluation form should include an opportunity to give a summary of employee performance.
• A section of the evaluation form should include an opportunity for the employee to comment.
• Signature blocks should be included to show who performed the evaluation and who received the evaluation.
• A section stating that the employee has met with the supervisor to review the performance evaluation document for the employee's signature. Note: This statement does not imply that the employee is in agreement with the evaluation. A section stating that the employee refused to sign may be provided if the evaluation procedure allows the employee that choice.
• The evaluation form definitely should include a section for next level (or next two levels) of management personnel to acknowledge and approve the evaluation. This gives management the opportunity to correct evaluator error and understand the strengths and weaknesses of the team.

References

Butcher, D. "It Takes Two to Review." Management Today. November, 2002.

Edwards, S. Fire Service Personnel Management. 2nd ed. Upper Saddle River, N.J: Pearson Education, 2005.

Hollenbeck, J. R., et al. Human Resource Management: Gaining a Competitive Edge.NY: McGraw Hill, 1997 as cited in Edwards.

Mondy, W. & Noe, R. Human Resource Management. 9th Edition. Upper Saddle River: Pearson, 2005.

Rice, B. "Performance review: The job nobody likes."Psychology Today, Sept, 1985.

Waugh, S. " Delivering Solid Performance Reviews." Supervision. August, 2002.

---