Human Resources is considered to be the most valuable asset in any organization. It is the sum total of inherent, acquired knowledge and skills represented by the talents and aptitudes of the employed persons who comprise executives, supervisors and the rank and file employees.
Performance evaluations are prepared by company management on a periodic basis to determine if employees are working up to, or beyond, the minimum standards of their job description. Critical areas are graded by supervisors or department managers in either a written or checklist format, or a combination of both. Decisions ranging from salary increases to possible termination can result from performance evaluations.
The advantage of using a dual rating system is that it can more accurately reflect the actual performance contributions of the individual being rated. Case in point: the highly competent employee who accomplishes all of their job responsibilities yet treats their colleagues like second class citizens. In other words, the work gets done but their behavior towards co-workers is deplorable. On a rating scale of 1 -5, five being the highest, the manager might be apt to give the employee a 4. Discounting the rating by one point to account for the employee's lousy treatment of colleagues. In reality the Job Competence really is a 5, the highest rating and the Behavior rating should be a 1 or 2 at most. However, the employee performance is to large extent influenced by motivation and job satisfaction and promotion.
Promotion, turnover, performance evaluation
