Putting their performance in writing

Article Abstract:

Documenting employee performance helps employees improve their productivity and attitudes, provides support for the supervisor's viewpoint should discrimination charges be filed by the employee, and discourages employees from accusing supervisors of arbitrary behavior or prejudice (especially if the documentation cites specific occurrences). When documenting employee performance, supervisors should: (1) include positive as well as negative comments; (2) cite facts, rather than opinions; (3) rely on their own observations (and minimize the inclusion of hearsay); (4) encourage employees to improve their behavior; and (5) achieve consistency among employees' ratings. Supervisors should also write themselves notes about employee behavior, rather than relying upon their memories. Documentation usually takes one of two forms: summary documentation of behavior patterns exhibited by employees over a period of time, or single-instance documentation. Supervisors should also be careful to ensure that their actions toward employees, their vocal comments to employees, and their written performance evaluations are consistent. A seven-question test lists examples of good and bad employee performance documentation in parallel.

Reports, Employee counseling

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Self-rating performance: how to reinforce the right job behavior

Article Abstract:

A case study is presented in which a textile rental firm implemented an employee self-rating performance program. Investigation into route driver training procedures revealed inconsistent training. Drivers lacked the skills to handle the amount of uncertainty and field decision-making required by the job. Communication between drivers and supervisors was usually negative and hostile. Drivers and supervisors were brought together to discuss what constitutes good performance. Discussions identified three areas of job performance: handling merchandise, customer service, and selling. After each stop, drivers rate their performance in each category. Drivers discuss scores with supervisors at the end of the day, at which time the supervisors praise the drivers for good performance and resolve problems.

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Developing an operational plan for better performance results

Article Abstract:

Operational plans for improving employee performance consist of five elements: (1) a statement of mission, defining the personnel group's purpose, (2) written definitions of organizational and group values, (3) a listing of specific aims and objectives, (4) job descriptions, and (5) organizational goals. Operational plans are effective at focusing the group on a common effort, organizing the group to achieve that effort, measuring progress toward defined goals and determining how successful the group is. Operational plans for employee performance should be developed each year and reviewed on a quarterly basis. Developing an operational plan usually requires three to five days' work, depending upon the number of people involved in the plan's development.

Analysis, Employee motivation, Production standards

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