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Quality Performance Appraisal for Library Staff. Teresa To Run Run Shaw Library City University of Hong Kong 11 April 2007. Definition. “T he process of evaluating the performance and assessing the development and training needs of an employee” J udgmental

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quality performance appraisal for library staff
Quality Performance Appraisalfor Library Staff

Teresa To

Run Run Shaw Library

City University of Hong Kong

11 April 2007

definition
Definition

“The process of evaluating the performance and assessing the development and training needs of an employee”

  • Judgmental
    • Staff’s performance is evaluated by measuring against certain pre-set standards
  • Developmental
    • To identify staff’s training needs
    • To find out what can be done for the staff to improve
purposes
Purposes
  • Furnishes recognition for the meritorious aspects of the staff member’s performance
  • Alerts the staff member to the degrees of improvement needed in any weaker aspect of his/her performance
  • Prioritizes the aspects of performance in which improvement is needed
benefits
Benefits
  • Helps identify systematically the roles, tasks, targets and training plans for individuals
  • Reinforce staff learning and development
  • Encourage two-way communication
  • Improve mutual understanding
benefits5
Benefits

From an organizational point of view

  • Goal setting and future plans are involved
  • Convey and support departmental and institutional goals
  • Appraisal can be a tool to identify individual staff needs and how they can be linked to the organizational management and future planning for training and development
  • Specific actions and plans can be suggested as to how individuals could improve
benefits6
Benefits

From the individual’s point of view

  • Learning needs can be identified
  • Appraisal can also be an opportunity to reflect on their accomplishments and achievements.
  • Hearing encouragement instead of judgment
  • The motivation to improve can be enhanced and job satisfaction can be increased
common problems
Common Problems
  • What was said what was written
    • Avoid argument
    • Keep good relationship
  • Embarrassing
    • to evaluate colleagues
    • to be evaluated
  • Appraisal form
    • Lack of integration with actual job duties
    • One-for-all, too general
  • Rating scale
  • Nothing happen whatever is recorded in the appraisal
rating errors
Rating Errors
  • Leniency
    • give appraisees higher ratings than they deserve
  • Severity
    • give appraisees lower ratings than what they should get
  • Central tendency
    • choose the middle point in any range of rating scale to play safe
  • Halo effect
    • judge the appraisee’s performance by only one particular aspect
  • Similarity or contrast error
    • give people who are more similar to the appraiser a higher ranking or vice versa
  • Stereotyping
    • pre-judge a person’s performance on the basis of general beliefs about characteristics such as gender, age and race
example
Example

Performance Planning, Appraisal & Development (PPAD)

of the

City University of Hong Kong

planning and implementation
Planning and Implementation
  • Objectivesset together long before the interview and reviewed when necessary
  • Interview session arranged in advance
  • Allow substantial length of time for interview
  • Full concentration required
  • Convey institutional goals and how they are related to the staff’s job duties
  • Communicate expectations
  • In-depth discussion on the tasks performed
  • Encourage participation, interaction, sharing
impact
Impact
  • Important reference for reinforcement and disciplinary activities
  • An on-going and continuous exercise
  • Action recommended should be followed up
  • Should be compared with the previous year
developmental staff performance appraisal
Developmental Staff Performance Appraisal

INSTITUTIONAL SUPPORT

Communicate Expectations

Recommend Training & Development

Follow up

Training

and

Development

Needs

Evaluate Progress

Identify Objectives

For the

Next Exercise

STAFF PARTICIPATION

INTERACTION

FEEDBACK

Revise and Adjust

Training and Development Plan

staff development
Staff Development
  • Not just focus on learning practical knowledge and skills
  • Stimulate staff to strive for better performance
  • Encourage a change in working attitude
  • Understand limitations and barriers
  • Identify motivation and facilitators
  • Find out how staff can learn more effectively
effective staff appraisal
Effective Staff Appraisal
  • From evaluative approach human relations approach
  • Strengthen communication and interaction between appraiser and appraisee
  • Focus on training and development
  • Assessment for learning

NOT assessment of learning