EXECUTIVE SUMMERY. INTRODUCTION.

What is Staff Appraisal?

OBJECTIVE OF THE STUDY. Performance Leadership beats Appraisals Recommendations Overview of the study
Delegating

Dealing of Problems CONCLUSION

SOURCE OF INFORMATION

The Brevard County has established a comprehensive Leadership Performance Appraisal System that is designed to be fair, equitable, and legally sound. This system appraises all levels of leadership within the district. A quality and effective appraisal system helps the library develop a more open and liberal culture. It would promote open discussions among all levels, leading to cooperation, and will encourage constructive comments without hard feelings. Libraries should, therefore, shift from an evaluative approach to the human relations and developmental approach when carrying out appraisal.

The concentration is to train the appraisers, strengthen the staff communication and interaction, focus on training and development, re-design the tool, improve the accuracy of the assessment, and ensure appropriate follow-up actions. It is only with such a paradigm shift that organizations may be able to facilitate a learning society for staff and successfully develop the right staff to cope with the changing environment.

Introduction:
The comprehensive Leadership Performance Appraisal System that is designed to be fair, equitable, and legally sound. This system appraises all levels of leadership within the district. These levels include administrative, professional, and supervisory positions which are identified in the Non-Bargaining Salary Administration Program as exempt employees. Exempt employees are not eligible for overtime or overtime pay. Three non-exempt positions, cafeteria manager, child care coordinator, and training custodian, are also evaluated under the Leadership Performance Appraisal System because their duties and responsibilities include evaluating the performance of other personnel under their supervision. The Leadership Performance Appraisal System has three distinct phases: 1. Employees who are in their first three years in a leadership position are evaluated under the guidelines established for the Developmental Phase. The Developmental Phase focuses on the nineteen leadership competencies which were identified through an in-depth job analysis of leadership positions in employee, regardless of years of experience in a position, may be put into the Developmental Phase at any time requests or when the supervisor suggests. Working in this phase, the employee focuses energy and attention on specific leadership competencies. 2. The Professional Phase is developed for employees who have been in their positions four years or more. This phase concentrates on the nine leadership dimensions under which the nineteen leadership competencies are grouped. 3. The Prescriptive Improvement Phase is used whenever any leadership dimension is rated below the professional level. Employees in this third phase must develop a professional development assistance form with the guidance of their supervisor to address identified concerns.

What is Staff Appraisal?

In the Dictionary of Human Resource Management appraisal is defined as the arcos of evaluating the performance and assessing the development/training needs of an employee. This definition entails two aspects. The first is judgmental. that is, the staffs performance is measured against certain standards. The second is developmental. that is, no positive or negative judgment will be involved, but to identify the training needs of the staff and to find out what can be done to improve related skills and knowledge. Partington and Stanton present three important purposes of performance appraisal. First, it furnishes recognition for the meritorious aspects of the staff members performance. Second, it alerts the staff member to the degrees of improvement needed in any weaker aspect of his/her performance. And third, it prioritizes the aspects of performance in which improvement is needed. Many benefits can be derived from development-oriented staff appraisal. Partington and Stanton suggest that, Staff appraisal provides the means by which enhanced communication between staff and senior colleagues can determine systematic identification of roles, tasks, targets and training plans for individuals, which support departmental and institutional goals.

The purpose of the Leadership Performance Appraisal System is to develop, improve, and enhance leadership competencies in administrative, professional, and supervisory personnel. The system promotes individual and organizational growth, is used for personnel decisions.

Orientation
Administrative, professional, and supervisory personnel shall be fully apprised of the Brevard County Leadership Performance Appraisal System. This orientation will be provided upon appointment to the position or whenever a change or modification is made to the appraisal system.

Planning Session
Each employee will participate with his or her supervisor in a performance assessment planning session to discuss the performance appraisal process during the planning session. The supervisor may tentatively schedule interim performance review(s). The number of reviews may depend on several factors including the nature of performance in the dimensions and competencies, previous performance experiences, and the employee's need and desire for constructive feedback.

Interim Reviews
The supervisor may conduct interim performance review(s). The schedule of progress in relation to performance expectations will be discussed. Particular deficiencies, if any, will be noted and a professional development assistance plan will be established for each leadership dimension that is in need of improvement.

Rating Scale Definitions

The district expects competent and professional work from its employees that should improve over time. The employee and supervisor should discuss the level of performance

that is expected for each dimension in the planning session. In determining the expected performance levels, the requirements of the position and employee experience are to be considered.

Performing at a professional level

Consistently demonstrates satisfactory performance based on the leadership competencies. Needs improvement in professional performance Demonstrates less that satisfactory performance in one or more of the leadership competencies. If this rating is used for any of the dimensions, a professional development assistance form a must be completed for each dimension rated as needing improvement.

Unsatisfactory level of performance

An overall rating used when an employee demonstrates less than professional performance in four or more of the dimensions. Professional development assistance forms for each dimension rated below the professional level must be completed.

Leadership Portfolio
Evaluates in their position three years or less will provide the supervisor with data regarding each of the nineteen leadership competencies. This data will be submitted in the form of a leadership portfolio. The format of the leadership portfolio is negotiated between the employees and the supervisor. The portfolio will reflect the current status and progress made in each competency.

It seems a small number of organisations have moved along a continuum of development, from 'Performance Appraisal' to Performance Management' and now appear to be taking a 'Leadership' approach.

It seems a small number of organizations have moved along a continuum of development, from 'Performance Appraisal' to Performance Management' and now appear to be taking a 'Leadership' approach. Performance appraisal has typically been the starting point for most organizations in working with individual performance. Appraisal alone however seems to primarily be a compliance exercise. It often becomes something to be endured once a year and has little to do with business or individual productivity. "It's something we have because it is a good thing

Performance appraisal in isolation becomes a drain on any organization and perhaps is best done away with. Yes, just get rid of it. The only time appraisal seems to work is when it is so embedded in the organization that individual performance becomes immersed in organizational practice. Then it becomes a business driver.

The evolution to this stage is through the establishment of an effective performance management system that:

Has clear goals linked to business outcomes, the performance management system itself has clear goals. This leads to identifiable outputs that in turn support

organizational outcomes, ultimately sustaining an organization in the marketplace.

Provides a clear line of sight between individual contribution and organizational outcomes. Employees want to know the contribution they make to the success and sustainability of a business. Without this understanding, employee performance will not come from commitment and productivity will reflect this.

Is simple to understand and administer. All research into successful performance appraisal/management confirms the importance of simple systems. These systems support performance discussions not replace them.

Is consistent in its application

and is also seen to

be consistent.

Focuses equally on not only what will be achieved, but how. Without the 'how' the performance discussion becomes a directive and is unlikely to result in the performance desired by either the individual or the organization.

Includes specific links to organizational values and the strategic direction. Organizational values if lived drive sustained performance in organizations. If addressed proactively a focus on organizational values builds and supports a performance culture. Few businesses however fully leverage this effect.

Performance Appraisal Tasks and Timelines The performance appraisal system is cyclical in nature, a process not an event. The philosophy behind this process is that there are no surprises during the evaluation process. Based on the timeline which requires summative evaluation instruments is sent to the Human Resources Services, the following should occur: A. Each evaluate will participate with his/her supervisor in an initial performance appraisal session to discuss and consider performance expectations for the specific position. B. The supervisor and evaluate may schedule interim performance appraisal review. C. During the formal and informal interim reviews, the supervisor may review the portfolio data regarding each dimension. The progress in reference to performance may be discussed. D. The formal interim review may be conducted at the midpoint of the yearly cycle or approximately August of each year. E. At any time in the performance appraisal cycle that performance is considered to be less than a professional level, a professional development assistance form complete with assistance and timeframe for correction will be established. F. The supervisor will provide coaching and assistance throughout the performance appraisal cycle. A mentor may also be suggested, if appropriate. G. The supervisor will conduct the summative performance review conference in which the incumbent receives the final ratings for the contents of his/her portfolio and for each leadership dimension.

When delegating few things to be kept in mind. * Delegate the whole job whenever possible this makes member to feel responsibility which increases motivation * Avoid upward delegation - that is, avoid having your team member turn to you to solve every problem that they encounter while performing the tasks that you delegated to them. * Always have progress check points Delegating is not just giving the work to someone and leaves it. This helps to find out whether the work progress in the right direction & gives more confidence on the timely delivery. * Dont delegate if you dont know about the task if you dont know what to do to complete the task then we cannot get it done from others. * Dont delegate task that requires confidentiality or sensitive issues there are few tasks like performance appraisal, interpersonal conflicts, sensitive matters (particularly lay-off) should not be delegated. They are exclusive duties of managers.

Understand & assess the task Basic step of delegation is understanding & assessing the task you want to delegate. Assessment should be based on delegation parameters complexity, level of skill, level

of commitment, and need for involvement. Without proper understanding one cannot delete a task to others.

Central to the success of an annual performance appraisal system is a reliable framework. The framework incorporates various elements, each of which plays an integral role. Absence of one or a number of these elements and the system can be derailed, negatively impact on the staff members and organizations performance The challenge that can exist for organizations is the discipline required to ensure the framework and underpinning processes are appropriately governed and adhered to.

Position descriptions (PDs) PDs are a tool used to assign specific accountabilities, responsibilities and functions to specific roles, and are a vital link in the performance appraisal process. The PD provides the foundations for measuring performance and monitoring accountability. Trained to Appraise Staff members in positions of authority need to be adequately equipped to appraise staff. Difficult discussions with staff are often avoided due to uncertainty on how to conduct

the discussion. Often staff members are promoted to new supervisor and manager positions based on their technical skills, but not provided with training on managing and appraising staff. Conducting training programs can support a consistent appraisal approach across the organization. Performance Appraisal Tool The appraisal tool incorporates sections for staff to be appraised. Sections include key performance indicators (Kepis) aligned to organizational goals, behavioral expectations aligned to organization values, along with leadership competencies Periodic Progress Review The annual appraisal should not contain any surprises. There should be a sound understanding by the staff member through informal and formal feedback as to ongoing progress and any performance issues should be identified and addressed on a regular basis. Annual Performance Appraisal & Rating A definitive rating is a critical aspect of the performance appraisal and it is the catalyst to link performance to salary adjustment. Moreover, staff members can be left in a state of uncertainty, disengagement or cynicism without a result. Organization Salary Pool The accumulated annual salary increases should be aligned to budgeted amounts prior to allocation to staff. Financial problems can occur when divisional and departmental increases exceed budgeted allocation. Staff Salary Increase Once individual salary increases are determined from the salary pool, increases are then assigned and communicated to staff members. This final stage closes the annual appraisal loop for staff. Planning then begins for the next period.

How motivational leaders get the most out of their Employee Appraisals?
You will find everything you need to know about your employee performance reviews. Download free professionally designed templates, view content rich how to guides or get it all in a MS Word document.

 Rater Problems Performance appraisals require the rater to objectively reach a conclusion about performance. The use of ratings assumes that the rater is reasonably objective and accurate. However, in reality, raters memories are quite fallible, and raters subscribe to their own sets of likes, dislikes, and expectations about people, which may or may not be valid. Some of the most common types of rater biases are:-

Halo effect. Halo error occurs when the rater perceives one factor as having paramount
importance and gives a good rating to an employee based on this one factor. The rater fails to discriminate between the employee's strong points and weak points. and the halo is carried over from one dimension to the other.

Horns effect. This is the exact opposite of the halo effect, whereby the appraiser gives an
unfavorable rating to overall job performance essentially because the appraise has performed poorly in one particular aspect of the job which the appraiser considers all-important.

Central tendency. This occurs when a rater avoids using high or low ratings and assign
average ratings. The rater may believe that all the employees are equal, and do not want to rock the boat. The

Standards of evaluation. Problems with evaluation standards arise because of perceptual

differences in the meaning of the words used to evaluate employees. Thus, good, satisfactory, and excellent may mean different things to different raters. Some raters are easy As, while others almost never give an A.

Leniency effect. Giving undeserved high ratings is referred to as leniency. This behaviour is often motivated by a desire to avoid controversy over the appraisal. The downside of this error is that even poor performers may get good ratings and this could create resentment among the good performers. strictness. Some managers apply an evaluation more rigorously than the companys standards.

Strictness effect. Being unduly critical of an employees work performance is referred to as

Contrast effect. This occurs when another employees performance influences the ratings that
are given to someone else. For example, when performance of an average employee is evaluated immediately after the performance of an outstanding employee, the rater might end up rating the average person as below average or poor.

 Similar-to-me error. This error reflects a tendency on the part of raters to judge employees
more favorably who they perceive as similar to themselves. It has been shown that the more closely an employee resembles the supervisor in attitude or background, the stronger the tendency of the supervisor to judge that person positively.

Personal bias. Consciously or unconsciously, a rater may systematically rate certain

employees lower or higher than others on the basis of race, origin, gender, age, or other factors.

This performance appraisal system is based on the nineteen competencies of leadership. These competencies are grouped under the eight dimensions on the performance appraisal form. A ninth leadership dimension assesses professional growth. Documentation of performance at the professional level is accomplished through a leadership portfolio. Leadership portfolio components may vary depending upon the duties and responsibilities of each position. Improving any performance appraisal system is a complex proposition that requires developing sound appraisal procedures and motivated as well as skilled raters. Appraisal training is important to the success of an appraisal system. There is no substitute for training, which can minimize the occurrence of rating errors and improve reliability and validity. In the end, the reasons for not properly training managers to conduct effective appraisals do not hold water in our ever-changing work environment. If performance is important to an organization, So the appraisal of that performance. No matter how well designed a performance appraisal system is, its effectiveness is largely determined by the understanding, commitment and skills of the managers who must actually implement the system.

References Armstrong, M. 1988. A handbook of personnel management practice. 3 Ed. London: Kogan Page Ltd. Athey, T.R. & McIntyre, R.M. 1987. Effect of rater training on rater accuracy:
rd

levels of processing theory and social facilitation theory perspectives. Journal of Applied Psychology, 72 (4), 567-572. Bacal, R. 1999. Performance management. New York: McGraw-Hill. Bohlander, G., Snell, S. & Sherman, A. 2001. Managing human resources. Ohio: South-Western College Publishing. Boice, D.F. & Kleiner, B.H. 1997. Designing effective performance appraisal systems. Work Study 46 (6): 197-201. Coutts, L.M. & Schneider, F.W. 2004. Police officer performance appraisal systems: how good are they? Policing: An International Journal of Police Strategies & Management 27 (1): 67-81. De Cenzo, D.A. & Robbins, S.P. 1996. Human resource management: concepts & practices. 4th Ed. New York: John Wiley & Sons Inc. Dev Kumar. 2005. Laporan penilaian prestasi pegawai kanan polis: kajian pelaksanaan sasaran kerja tahunan, DPS Project Paper, Universiti Kebangsaan Malaysia. Duncan, W.J. 1983. Management. New York: Random House. Edmonstone, J. 1996. Appraising the state of performance appraisal, Health Manpower Management 22 (6): 9-13.

Broadfoot, P. (1998). Quality standards and control in higher education: What price life-long learning?, International Studies in Sociology of Education, Vol 8 No 2, pp. 155-180.