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Performance appraisal source book a collection of practical samples - Performance Appraisal - Meaning, Objectives and Advantages


  • employment termination, dismissal, redundancy, letters templates
  • ethical management and leadership
  • exit interviews, questions examples, tips
  • free diagrams, tools, tests, and working files
  • job interviews - tips, techniques, questions, answers
  • job descriptions, writing, templates and examples
  • meetings - how to plan and run meetings
  • the psychological contract
  • team building games training ideas and tips
  • people performance potential model

Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning

Ensure your systems, training and materials for appraisals reflect current employment/equality laws. For example it is unlawful to discriminate against anyone on the grounds of age. This has several implications for performance appraisals, documents used, and the training of people who conduct staff appraisals. For example, while not unlawful, the inclusion of age and date-of-birth sections on appraisal forms is not recommended (as for all other documentation used in assessing people). For further guidance about the effects of Age/Equality/Discrimination on performance appraisals, and other aspects of equality, see the  Equality  information.

  • employment termination, dismissal, redundancy, letters templates
  • ethical management and leadership
  • exit interviews, questions examples, tips
  • free diagrams, tools, tests, and working files
  • job interviews - tips, techniques, questions, answers
  • job descriptions, writing, templates and examples
  • meetings - how to plan and run meetings
  • the psychological contract
  • team building games training ideas and tips
  • people performance potential model

Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning

Ensure your systems, training and materials for appraisals reflect current employment/equality laws. For example it is unlawful to discriminate against anyone on the grounds of age. This has several implications for performance appraisals, documents used, and the training of people who conduct staff appraisals. For example, while not unlawful, the inclusion of age and date-of-birth sections on appraisal forms is not recommended (as for all other documentation used in assessing people). For further guidance about the effects of Age/Equality/Discrimination on performance appraisals, and other aspects of equality, see the  Equality  information.

While the term performance appraisal has meaning for most small business owners, it might be helpful to consider the goals of an appraisal system. They are as follows:

All of these goals can be more easily realized if the employer makes an effort to establish the performance appraisal process as a dialogue in which the ultimate purpose is the betterment of all parties. To create and maintain this framework, employers need to inform workers of their value, praise them for their accomplishments, establish a track record of fair and honest feedback, be consistent in their treatment of all employees, and canvass workers for their own insights into the company's processes and operations.

Employees working alternative work schedules—working at home, working part-time, job-sharing, etc.—will most likely need to have their performance appraised differently than regular full-time staffs in order to be fairly evaluated. An alternative work schedule may require different duties to perform a job and these new responsibilities should be incorporated into the appraisal. A small business owner should also be careful to ensure that these employees are treated fairly with regard to both the appraisal and resulting promotions.

  • employment termination, dismissal, redundancy, letters templates
  • ethical management and leadership
  • exit interviews, questions examples, tips
  • free diagrams, tools, tests, and working files
  • job interviews - tips, techniques, questions, answers
  • job descriptions, writing, templates and examples
  • meetings - how to plan and run meetings
  • the psychological contract
  • team building games training ideas and tips
  • people performance potential model

Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning

Ensure your systems, training and materials for appraisals reflect current employment/equality laws. For example it is unlawful to discriminate against anyone on the grounds of age. This has several implications for performance appraisals, documents used, and the training of people who conduct staff appraisals. For example, while not unlawful, the inclusion of age and date-of-birth sections on appraisal forms is not recommended (as for all other documentation used in assessing people). For further guidance about the effects of Age/Equality/Discrimination on performance appraisals, and other aspects of equality, see the  Equality  information.

While the term performance appraisal has meaning for most small business owners, it might be helpful to consider the goals of an appraisal system. They are as follows:

All of these goals can be more easily realized if the employer makes an effort to establish the performance appraisal process as a dialogue in which the ultimate purpose is the betterment of all parties. To create and maintain this framework, employers need to inform workers of their value, praise them for their accomplishments, establish a track record of fair and honest feedback, be consistent in their treatment of all employees, and canvass workers for their own insights into the company's processes and operations.

Employees working alternative work schedules—working at home, working part-time, job-sharing, etc.—will most likely need to have their performance appraised differently than regular full-time staffs in order to be fairly evaluated. An alternative work schedule may require different duties to perform a job and these new responsibilities should be incorporated into the appraisal. A small business owner should also be careful to ensure that these employees are treated fairly with regard to both the appraisal and resulting promotions.

The ability to provide timely and well-reasoned feedback to employees is critical in the development of a quality workforce that supports the goals and mission of the University of Louisville. Supervisors have a unique opportunity to directly impact the work of the unit, the success of its employees, and ultimately, their own success. This is both a privilege and a responsibility.

The Performance Management Program is comprised of several different components, including the performance evaluation. The performance evaluation cycle includes four components: establish, plan, monitor and evaluate.

Once employee expectations have been established, it is the supervisor’s responsibility to appropriately monitor and coach the employee. Feedback, for both successes and opportunities for improvement, should be documented and provided to employees throughout the year. It may also be necessary to clarify expectations at various times throughout the evaluation year. Effective feedback is essential so that employees will not be surprised during the evaluation review.

All content on this website, including dictionary, thesaurus, literature, geography, and other reference data is for informational purposes only. This information should not be considered complete, up to date, and is not intended to be used in place of a visit, consultation, or advice of a legal, medical, or any other professional.

  • employment termination, dismissal, redundancy, letters templates
  • ethical management and leadership
  • exit interviews, questions examples, tips
  • free diagrams, tools, tests, and working files
  • job interviews - tips, techniques, questions, answers
  • job descriptions, writing, templates and examples
  • meetings - how to plan and run meetings
  • the psychological contract
  • team building games training ideas and tips
  • people performance potential model

Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning

Ensure your systems, training and materials for appraisals reflect current employment/equality laws. For example it is unlawful to discriminate against anyone on the grounds of age. This has several implications for performance appraisals, documents used, and the training of people who conduct staff appraisals. For example, while not unlawful, the inclusion of age and date-of-birth sections on appraisal forms is not recommended (as for all other documentation used in assessing people). For further guidance about the effects of Age/Equality/Discrimination on performance appraisals, and other aspects of equality, see the  Equality  information.

While the term performance appraisal has meaning for most small business owners, it might be helpful to consider the goals of an appraisal system. They are as follows:

All of these goals can be more easily realized if the employer makes an effort to establish the performance appraisal process as a dialogue in which the ultimate purpose is the betterment of all parties. To create and maintain this framework, employers need to inform workers of their value, praise them for their accomplishments, establish a track record of fair and honest feedback, be consistent in their treatment of all employees, and canvass workers for their own insights into the company's processes and operations.

Employees working alternative work schedules—working at home, working part-time, job-sharing, etc.—will most likely need to have their performance appraised differently than regular full-time staffs in order to be fairly evaluated. An alternative work schedule may require different duties to perform a job and these new responsibilities should be incorporated into the appraisal. A small business owner should also be careful to ensure that these employees are treated fairly with regard to both the appraisal and resulting promotions.

The ability to provide timely and well-reasoned feedback to employees is critical in the development of a quality workforce that supports the goals and mission of the University of Louisville. Supervisors have a unique opportunity to directly impact the work of the unit, the success of its employees, and ultimately, their own success. This is both a privilege and a responsibility.

The Performance Management Program is comprised of several different components, including the performance evaluation. The performance evaluation cycle includes four components: establish, plan, monitor and evaluate.

Once employee expectations have been established, it is the supervisor’s responsibility to appropriately monitor and coach the employee. Feedback, for both successes and opportunities for improvement, should be documented and provided to employees throughout the year. It may also be necessary to clarify expectations at various times throughout the evaluation year. Effective feedback is essential so that employees will not be surprised during the evaluation review.




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