human relations and perform ace evaluation

8/8/2019 Human Relations and Perform Ace Evaluation

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Aribisala Pelumi

Ogunmod International Investments Ltd


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HUMAN

RELATIONS AND

PERFORMACE

EVALUATION

ARIBISALA

PELUMIOgunmod InternationalInvestments Ltd


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Human interdependence

The discipline that studies behaviorand relationships is human relations


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The way in which two people, groups and countriesbehave towards each other.

An aggregation of all forms of interactionsbetween/among persons or groups in a particularsituation.

Involves the content and quality of interactionsamong people and is defined by both the observablebehavior in the interaction and the feelings that areassociated with it.


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In the workplace, it is the aggregation ofall forms of interactions between anindividual worker and another, group of

workers and another, management andworker(s) and vice-versa as well asbetween an organization, its workersand its stakeholders/beneficiaries.


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People are the most important in organizations.

They are different and hold different views

Their cooperation or disagreement has effects onorganizational processes

Relationships are behavior based and there is a cause effectfactor in relationships building.

Good relationships promote mutual understanding inorganizations


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RESPECT: This is defined as the feeling of admiration for people andpolite behavior resulting from this.

APPRECIATION: Defined here as a full or sympatheticunderstanding of a person.

RECIPROCITY: This is the principle or practice of mutual exchange

in interactions.

EMPATHY: This is the ability to imagine and share another personsfeelings


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INTEGRITY: Always act in an honest and truthful way

MANNERS: Never being selfish, boorish or undisciplined

PERSONALITY: Always communicate your own values, attitudes

and opinions

APPEARANCE: Always present yourself to best advantage

CONSIDERATION: Always see yourself from the other personsstandpoint

TACT: Think before you speak.


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Perception challenges -stereotypes, biases, generalizations andassumptions

Confusing judgement for objective evaluation

Pretence and faking

Poorly defined objectives, role/goal conflicts and ambiguities

Transferred aggression

Territorial Defences suspicion, resentment and distrust


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Be humble to learn

Show faithfulness, loyalty & honesty

Be truly committed to achieving organizational goals

Be resolutely supportive of organizational ideals

Ask for rights in a respectful way (be assertive)

Be bold but not insolent

Be courteous, but dont bootlick

Cheerfully accept responsibilities


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In dealing with people who have horizontal (lateral) roles to play atwork with us we must:

Be helpful and serviceable

Do not interfere unduly

Be tactful and sensitive

Communicate formally


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Recognize the humanity in them

Set high but reasonably achievable standards

Be friendly and fair, yet firm

Deal promptly with grievances


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Discipline but do not destroy

Communicate clearly with empathy

Delegate but do not abdicate

Pay attention to their well being

Set good examples and exhibit personal diligence


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Be trustworthy and reliable

Be scrupulously ethical

Avoid deceitful and misleading information

Be conscious of safety (if we are in production)

Listen attentively to customer complaints and take immediateappropriate steps both to rectify and forestall future occurrences

Apologize, if necessary, in cases of disputes

At all times employ the principles of TQM


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Aperformance appraisal, is a method by which thejobperformance of an employee is evaluated typically by thecorresponding manager or supervisor. A performance appraisalis a part of guiding and managing career development. It is theprocess of obtaining, analyzing, and recording information

about the relative worth of an employee to the organization.

Performance appraisal is an analysis of an employee's recentsuccesses and failures, personal strengths and weaknesses, and

suitability for promotion or further training.

It is also the judgement of an employee's performance in a jobbased on considerations other than productivity alone.


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It doesnt have to be this way


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Conducting Performance Evaluations


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Why do performance evaluations?y They benefit everyoney Document performance issuesy Communicate positive feedbacky Recognize accomplishments and reward outstanding

performancey Correct deficiencies and improve performancey Satisfy legal requirementsy Clearly communicate expectationsy Help achieve UWs goals and missiony Develop and motivate employees


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Supervis r Responsi ilitiesy Complete training on performance review and

recognition

y Establish departmental goals and objectives

y Seek input from employees

y Provide employees with clear expectations, consistentmeasures, and achievable standards of performance

y Support and provide resources


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Supervisor esponsibilities (cont.)y Engage in ongoing performance review

y Identify performance deficiencies and provide assistanceand support for correction

y Assist employees in identifying and participating in careerdevelopment and training programs

y Recognize outstanding performance

y Conduct an evaluation for each assigned employee


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Employee esponsibilitiesy Provide input to their supervisor in the development of

individual goals that contribute to organizational goals.

y Meet expectations and achieve performance standards

y Discuss concerns and/or questions about any part of their

job description or performance review with theirsupervisor

y Identify and participate in career development and trainingopportunities


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Probationary E ployeesy Should be evaluated on the Probationary Staff

Performance Evaluation and Planning Record

y Highly recommended that each probationaryemployee receive one or more evaluations during theirprobation period

yWill join the normal annual cycle of evaluation aftersuccessful completion of the probationary period


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Employee Disagreement with Written eview

y The employee may:

y Attach a written response to the review

y

Request consideration by the next levelsupervisor/appointing authority

y Final decision is made by the appointing authority


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Presi ential irective 4-2002-2

Perfor ance Ratings (cont.)


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Presi ential irective 4-2002-2

Perfor ance Ratings (cont.)


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SMART ObjectivesSpecific

MeasurableAchievable

Results-focused

Time-bound


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Objectives Continuedy S.M.A.R.T. objectives, can be written based on:

y The general title of the objective

y The standards

y Standards are the specific measures by which the objective isdefined, and by which it is measured.

y Standards, whenever possible, should be measures of resultsrather than behaviors.


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Objective Example - #1Objective:

Attend computer training to improve office efficiency.

Standards:Attend two 5 hour classes on using Microsoft Access tocreate databases and developing queries for efficient datastorage and retrieval by Dec 1, 2010. Develop new database,implement into office procedures, and train all staff on

proper use by March 1, 2011.


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Performance Standardsy Every objective must have an associated standard

y They are the criteria against which the results of anemployees work are assessed

y There are two types of standards:y Numeric or quantifiable

y Descriptive or qualitative


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Numeric Performance Standardsy Provide a quantifiable objective measure about which

no (or very little) interpretation is required

y Examples:

y Reduce expenses by 10%

y No more than one complaint per month about services


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Descriptive Performance Standards

yAre difficult to measure

y Communicate general expectations

y Open to interpretation

y Examples:

y Responsibly manage the budget

y Provide courteous service to customers


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The Performance Evaluation Process


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Step 1

Preparing for the Meetingy Involve the employee

y Agree on a time and place well in advance

y Ask the employee to prepare their ideas and objectives in writing

y Consider asking for a self-evaluationy Gather data

y Talk to the employees co-workers

y Job description

y Past performance data

y Training records


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Step

Conducting the Evaluation Meetingy Put the employee at easey State the purpose of the discussion and the advantages of the

evaluation systemy Build on the employees strengthsy Listen to the employeey Compare performance to standardsy Assign performance ratingsy Develop an overall ratingy Agree on mutual objectives for the next yeary

No surprisesy Close the discussiony Avoid evaluator error


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Evaluator Errory Varying standards

y Recency/Primacy

y Biasy Evaluation patterns

y Halo/Horns effects

y Contrast error


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Step 3

Following Upy Evaluate employees in their environment

y Communicate positive feedback regularly

y Coaching is the key


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People are an important factor in

successful domestic and corporate lives.In concluding, it will be nice for us tobear in mind the following tips onimproving relationships generally:


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Appreciation

Acceptance and trust for people.

Be agreeable/approachable,

Learn to remember names.

Avoid argument.

Do good always.

Respect the ideas and viewpoint of others

Try to be polite even when stressed


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Be cheerful and accommodating

In all things, be upright

Be friendly but firm, fair and assertive

Communicate and listen empathically.

Be wary of non-verbal cues; i.e. be sure your actions support

your communication.

Plan all communication.

Above all, SMILE always. It is a tonic.


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human relations and perform ace evaluation

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