2 systems and methods for evaluating job performance

Published on 26/04/2024

2 systems and methods for evaluating job performance

Published on 26/04/2024
Recibe nuestra newsletter mensual con todas las novedades del sector y los últimos artículos
Tabla de contenidos

2 systems and methods for evaluating job performance

It’s important to note that the evaluating job performance is a systematic and periodic process that requires, beforehand, determining the aspects to evaluate and the way to do it in each case and subscribing these actions to a limited time period which is usually annual or semi-annual.

Performance evaluation can be carried out using two methods

Objective method to evaluate job performance

This is chosen when evaluating job performance or results derived from performance are perfectly measurable by the organization. An example would be evaluating based on data as concrete and easily quantifiable data such as the number of calls made, packages delivered, contracts closed, visits made, pieces assembled, words written in an article, etc. The advantage of this method is that the collected data is accepted by both parties, who assume its objectivity and transparency. Some of the most used techniques to implement this method are:

  • Measurement units: Mainly used in factories, assembly lines, and generally in any job that can be measured by units or quantities. It is important to be fair in the evaluation, taking into account and correcting differences in the work environment and task difficulty that could affect the final result. For example, writing a simple text is not the same as writing one filled with technical terms and more unusual and complicated words.
  • Computer systems: This technique focuses on those who regularly work with a computer. It consists of a set of technological applications that analyze the activity carried out by the employees on the computer. The most common are: start and end time of activity, time dedicated to applications, monitoring of web pages, work pace, breaks taken, etc.
  • Job-related data: This method allows evaluating data such as absenteeism level, number of justified leaves, workplace accidents, salaries, and other variables, etc. These data may provide little information about the worker’s competence in performing their task, although they make it possible to distinguish the most responsible employees from the others.

Subjective method to evaluate job performance

The subjective method to evaluating job performace this applies to those jobs where employees do not produce something that can be counted and measured objectively, so they must be evaluated using somewhat more subjective techniques. Managers need to evaluate these workers, not in terms of quantity but by observing job behavior over a specific period of time, and then issuing a judgment about their quality. Some of the most used techniques to implement this method are:

  • Performance reports: These consist of brief reports that relate the employee’s job performance. Their main disadvantage is that they can be very ambiguous when describing the employee’s behavior and may even be far from reality, especially if the report writer is guided by personal preferences and relationships.
  • Merit assessment model: This technique was designed to try to minimize ambiguity and achieve greater objectivity.

We propose four systems to evaluating job performace:

  1. Rating scales: This involves making a list of the most important aspects of the job (teamwork, speed, communication, etc.) and rating them on a scale from 1 to 5, for example. In some cases, it may even allow the employee to include comments in their evaluation.
  2. Ranking alternation: Employees are sequentially ranked from best to worst around a particular characteristic common to the group. Due to its simplicity, it provides less information than other techniques.
  3. Forced choice: Managers have to choose between two positive or two negative statements, whichever best describes the employee or worst describes them. For example:

    Which describes the worker better?

    Is it unfriendly – Is it pleasant

    Which describes the worker as worse

    Is arrogant – Does not work in a team

  4. 360-degree evaluation: This method involves completing a form by people related to the employee being evaluated completing a form. The 360-degree evaluation aims to give employees a perspective on their performance as accurate and close to reality as possible since it obtains information from all angles and hierarchies of the company: bosses, colleagues, subordinates, executives, etc.
  • Goal management: Prior to agreement between managers and employees, realistic, clear, and specific objectives are established that the worker must meet within a set timeframe. After the period, the way in which the workers have met these objectives is evaluated. This technique provides data on the efficiency and effectiveness of the employee regarding their job position.

Performance Management Software - free trial

Tabla de contenidos

Artículos relacionados