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Performance Management

Essay by review  •  March 8, 2011  •  Research Paper  •  1,644 Words (7 Pages)  •  1,213 Views

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University of Phoenix Online is an institution of people. Human resources drive the processes that achieve the teaching, research, and outreach mission of the university. The university depends upon skilled, motivated, and informed employees to achieve the common goal of becoming the best online university. The university has adopted a Strategic Plan and one of its major strategies is to strengthen human resource management as well as professional development. For the university to be successful there must be a shared vision of excellence throughout the university.

The Provost, Vice President, Vice Provosts and Deans are responsible for knowing and approving the performance appraisals plans for their units; and are expected to review the plans in relations to the goals and objectives that have been set by the university. These senior officials are also responsible for ensuring that supervisors are appropriately trained to conduct performance appraisals.

The performance reviews of all supervisory personnel from senior administrators to first-line supervisors include a component focused on the quality, effectiveness, and results of the performance appraisal processes used by the supervisor in assessing the performance of those employees for whom he or she is directly responsible for.

In order to assist administrators carry out their performance appraisals responsibilities, Human Resource Services will provide the following support services:

* Opportunities for training supervisors including written materials, video courseware, and on-campus workshops.

* Periodic surveys in order to assess the overall effectiveness of performance appraisal processes and to identify opportunities for improvement.

* To maintain records of performance evaluations, the University requires annual certification that a performance appraisal was conducted for each employee. The Human Resource Services office will notify the responsible provost, vice president, dean or major administrator of any employees within their operating units who do not have on file an acknowledgment that a performance appraisal was received twice a year.

Framework for Performance Appraisal

Because of the diversity of functional units and jobs within our department and university wide, the university has not adopted a standardized appraisal system. Operating departments are encouraged to develop an on-going process of evaluation and a performance evaluation is given every six months with a review instruments that best fits the department and management culture. The basic components of the performance appraisal process that the University includes goals, objectives and criteria.

It is important that employees have a clear understanding about what part of their performance is appraised and how it will be measured. Performance can be measured according to previously established and mutually understood goals between the employee and the supervisor. These goals should be challenging but attainable. Goals must be related to the core responsibilities defined on the employee's Position Information Questionnaire (PIQ).

After the goals and objectives are established, criteria against which the employee's job performance can be evaluated are agreed upon. Criteria are the indicators of successful performance on the job. Good performance goals, objectives, and criteria that the university looks for are:

* job related

* challenging, but achievable

* clearly communicated and mutually understood

* specific and objective

* time-oriented

* written

* subject to revision, as needed


It is essential for the supervisor and employee to establish open, two-way communications relative to performance. With continuous communication, the performance review becomes a working tool for performance improvement, not just an exercise in listing good and bad performance. Both the manager and the employee benefit when performance is evaluated and discussed throughout the year. Employees receive the on-going support they need to perform their jobs well. Managers create the opportunity they need to influence their employees' performance. Although the University requires two formal reviews each year, more frequent reviews and informal feedback allows the manager to accomplish more effective development with employees in a shorter period of time.

Informal Feedback

Informal feedback is given by management and is usually unscheduled and immediate. It can take the form of casual conversation, a compliment, or an expression of concern. Managers are taught to get into the habit of providing and receiving informal feedback, it offers several benefits:

* It is a reminder of performance expectations.

* Informal feedback lessens the anxiety that often surrounds the appraisal process; there are no surprises as to how the employee is doing.

* The manager becomes more observant of the day to day quality of the employee's work.

* It helps build a good relationship between the manager and employee based on trust and respect.

* It increases trustworthiness and enhances empowerment.

Mid-point Reviews

Mid-point reviews are also given in our department. The mid-point review is a brief, but more formal review that is conducted every three months. Brief notes are recorded to remind the supervisor and employee of important performance factors to be referenced during the formal performance review. Comments regarding are written by manager are factual and specific and are directly related to the job.

Formal Performance Appraisal

The semi-annual performance review is based on careful preparation by the supervisor and employee. The formal performance appraisal process includes a written record of the appraisal of prior period and the planning session for future goals.

Elements of the Semi Annual Performance Review

In order to accomplish the expected outcomes of the performance appraisal process, at a minimum the following areas must be addressed.




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