Performance_Management

Running head: PERFORMANCE MANAGEMENT Performance Management on the State Government Level Kimberly Maze University of Phoenix Performance Management The office of human resources has become more than just the “employment office.” Over the last 60 years, the role of the human resource manager has changed to encompass many parts of the whole of the organization. The economic climate dictates the available men or women to fill a smaller job market. In an effort to keep good employees in a bad economy, human resource managers, department managers, and supervisors work together to assess the organization’s employees and make informed decisions concerning retaining, reprimanding or dismissing employees. “A tight labor market, a retiring workforce, and compliance concerns make talent management particularly challenging.” (Conrad, 2009) Employee evaluations or assessments are conducted by the department director or manager and are no longer a responsibility assumed by the human resource manager. Performance management is a vital tool, especially in the current economic climate, to determine where the exceptional employees are and cull the troublesome employees. Through a personal interview with the assistant Director, Stephen Andrews this paper will explore the process of employee evaluation in the Department of Environmental Health, Chatham County office. The Department of Environmental Health encompasses a vast array of services including: chemical hazards; provide public health assessments and health consultations; regular inspection of food service facilities; land use (on-site sewage); inspection of public swimming pools; reduce illnesses and injuries associated with unsanitary or hazardous conditions in Georgia’s tourist accommodations; and minimizing waterborne related illnesses related to contaminated well water at regulated facilities. (www.health.state.ga.us/programs/hazards/index.asp) Performance Measurement System The Georgia Department of Environmental Health employs a Performance Management Form (PMF) to assess an employee’s job performance. The PMF is a general form that is customized for the individual employee and begins as a seven page document. The process by which the document is completed is a face to face interview between the supervisor or manager and the employee and is done semi-annually. (personal communication) Assessing an employee’s ability regarding the requirements of his or her job is a critical tool in human resource management. In order for employees to maintain a certain skill level, evaluation is crucial. “In the future, all employees will receive a regular annual assessment of their skills against job requirements, so that training plans are automatically geared towards organizational needs.”(Taylor, 2008) The PMF has four headings: responsibility; performance expectations; actual performance; and performance rating. Responsibility is always categorized as a “critical” unless the employee does not supervise. Performance expectations explain what is expected of the employee. Actual performance explicates the employee’s accurate performance. The nine sections included in the PMF include: employee information; performance plan signatures, job and individual responsibilities; terms and conditions of employment; overall ratings; increase recommendation; employment status; evaluation signatures; and employee development plan. (personal communication) The PMF includes areas of employee performance to be evaluated, such as the following: * Performance Management Responsibility – Creates and maintains a high performance environment characterized by positive leadership and a strong orientation. * Teamwork – Encourages and facilitates cooperation, pride, trust, and group identity; promotes commitment and team spirit; works cooperatively with others to achieve a goal. Customer Service – “Works and communicates with the public, internal customers and external customers to provide information and quality services and products targeted to meet customer expectations.” (www.health.state.ga.us/programs/hazards/index.asp) * Organizational Commitment – Displays a high level of effort and commitment to performing work; operates effectively within the organizational structure; demonstrates trustworthiness and responsible behavior. Under the Terms and Conditions of Employment section of the PMF, the employee is assessed on points such as: works when scheduled; requests and uses leave appropriately; dresses appropriately; observes health, safety, and sanitation policies; follows all other rules and policies. (personal communication) Once sections one through four of the document have been completed, the supervisor or manager completes section five, which is divided into two sections: overall rating for job and individual responsibilities, and overall rating for terms and conditions of employment. Overall rating for job and individual responsibility determines whether the employee did not meet expectations, met expectations, exceeded expectations, or far exceeded expectations. Overall rating for terms and conditions determines whether the employee did not meet expectations, needs improvement, or met expectations. Any employee who does not meet expectations is not eligible for a performance based increase in salary. (personal communication) Improvement opportunities are discussed and agreed upon with the employee. Section six ascertains if the employee is eligible for performance based increase. Section seven, if checked off by the manager or supervisor, means the employee is on a permanent status if the employee has been probationary. This box may also be checked if this evaluation is for an existing employee to continue in working status. (personal communication) Section eight is the “signature section.” Both the employee and supervisor or manager must sign this section. The employee verifies that he or she has reviewed the document with the manager or supervisor, has been advised of his or her ratings and employment status, and has been advised of his or her increase eligibility. The employee also has the option to make comments in this section. The manager or supervisor also signs the document and makes any comments or recommendations in this section. (personal communication) Section nine is an employee development plan designed to help the good employee excel and the average employee become a good and responsible member of the organization. This section maps out goals or areas that need improvement, planned development or training activities, and actual progress. This section represents a partnership between the employee and management to assist the employee in becoming the best possible employee. (personal communication) The employee can see his or her improvement plan in writing and understands the importance of completing the plan. Advantages and Disadvantages According to Mr. Andrews, the advantages of this type of assessment are: the PMF is done through personal interview; the document is clear-cut; provides the supervisor with sufficient information to make or defend decisions concerning employees within the organization; and the PMF is employee interactive. Personal interview is a good way to go through the document with the employee, clarifying both areas in need of improvement as well as areas in which the employee excelled. The PMF is worded deliberately so neither the employee nor the supervisor may misunderstand the document. Employee evaluation should be in clear, easily understood language in order to assure comprehension. The interview gives the employee an active role in progressing in his or her job. (personal communication) According to Conrad (2009), “To retain highly skilled talent, organizations need to carefully manage each group of workers to ensure their needs are being met.” Effects on Employees Two advantages to use of the PMF are the employee knows where he or she stands in regard to his or her job and the better understands the work environment and the PMF process. The PMF process allows the employee to comprehend his or her strengths and weaknesses, understand management expectations, and make a plan for areas in need of improvement. (personal communication) A problem employee requires a particular management plan which includes setting down standards, monitoring improvements and moving towards dismissal only if all else fails. (Burnell, 2009) Managers and supervisors must have a definite strategy in place to handle a problematic employee. A difficult employee of many years seniority could be a challenge without a well thought out and executed plan. Effects on Departmental Performance The employee understands the PMF is for his or her betterment, which furthers the entire department and by extension, the organization. Through the PMF interview, the employee sees the quality of his or her work affects the department, and in most cases take improvement suggestions quite well. (personal communication) Suggestions for Improvement Is employee interaction in the PMF process necessary' Employee interaction may be a point to improve in the process. The interview would take less time if employee interaction were not a factor. Does the document have to be seven pages' Perhaps, the document could be condensed slightly to combine some questions and make the process somewhat less tedious. Reference Burnell, J.. (2009, May). How to deal with loyal but incapable employees. Third Sector,(570), 19.  Retrieved August 16, 2009, from ABI/INFORM Trade & Industry. (Document ID: 1744995541). Conrad, Sean.  (2009, February). Overcoming the Biggest Challenges in Talent Management. Workspan, 52(2), 36-40.  Retrieved August 16, 2009, from Accounting & Tax Periodicals. (Document ID: 1649672021). Taylor, D.. (2008, October). Skirting round evaluation erodes value of training. IT Training,14-16.  Retrieved August 16, 2009, from ProQuest Computing. (Document ID: 1581633201). Individual Performance Appraisal Paper Grading Criteria The purpose of this project is to evaluate a specific performance appraisal tool. Obtain a copy of your current or past employer’s performance appraisal tool for the evaluation, preferably from a health care organization. If you do not currently work in a health care environment, contact the HR department of a local health care facility or conduct an Internet search for a sample tool. Criteria | Points | Introduction and development of paper including conclusion                  | 3.0 | Logical development of subject matter. Obtain a copy of your organization’s performance appraisal document and identify the following: 1. Type of performance measurement system used 2. Advantages of the current model 3. Disadvantages of the current model 4. Effectiveness in improving employee performance 5. Provide suggestions for improvement | 3.03.03.03.03.0 | Adequate supporting documentation. References cited throughout body of paper. | 3.0 | Appropriate research. At least two references other than text and lecture material. | 3.0 | Adherence to UOP standards for written work :    APA format, written in third person Major points are organized in a logical fashion. Each paragraph is clear and contains one major idea.Rules of grammar and punctuation are followed.No spelling errorsWord count: 1,400-1750 words. | 3.0 | Conduct a grammar check using WritePoint (UOP Center for Writing Excellence)Submit copy of WritePoint documentMake corrections to final paper noted by WritePoint | 1.5 | Conduct a plagiarism check using the Plagiarism Check in the UOP Center for Writing ExcellenceSubmit copy of the originality report obtained through Plagiarism CheckNo more than 30% of paper is directly quoted from references/resources. | 1.5 | Total Points | 30.0 |