Article Abstract:
Conducting employee performance reviews is described as a three-step process: preparing for the review, interviewing the employee, and following up on agreements reached in the interview. Prior to the interview, managers should: (1) adopt a positive attitude about the process themselves, (2) promote the review process as a positive activity among their employees, (3) inform employees as to the upcoming interviews and what they will entail, and (4) schedule the interviews long in advance, at times convenient for employees. During the interview, managers must: (1) encourage a frank, open, two-way conversation with the employee, (2) discuss the employee's good points prior to addressing areas in need of improvement, and (3) elicit an agreement from the employee as to the overall rating and any follow-up actions required by points discussed. The follow-up after the interview is perhaps the most important stage in the process. Follow-up consists of periodic reviews with the employee as to the progress made toward goals established in the interview.
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Article Abstract:
Supervisors can improve the productivity of their departments by establishing task inventories for their subordinates. A task inventory is a list of tasks to be accomplished over a given period of time. Task inventories help supervisors to delegate work more effectively. Task inventories help supervisors get better control over the workload by: providing work to do during slack times; avoiding forgetting jobs that need to be done; and providing a record of the department's activities. Task inventories help to motivate both supervisors and subordinates by giving them a sense of accomplishment, and by helping them to perform tasks more economically. Task inventories are also helpful for postponing action, distributing workloads, and setting task priorities. They can also be used when conducting performance evaluations of subordinates.
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Article Abstract:
Suggestions for eliciting maximum performance from subordinates include: rewarding performance; stressing the importance of performance; providing performance feedback; measuring and publicizing performance results; making performance difficult but not painful; delegating authority and following up; rewarding suggestions for improved performance; comparing work, not workers; making performance satisfying; designing teamwork systems; basing rewards solely on performance; not emphasizing groups over individuals; using penalties when appropriate; reducing rewards when performance slips; and developing a performance-oriented climate or culture.
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