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Human Relations and Perform Ace Evaluation

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Human Relations and Perform Ace Evaluation

Uploaded by

salas001
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© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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HUMAN RELATIONS AND

PERFORMACE EVALUATION

Aribisala Pelumi
Ogunmod International Investments Ltd
HUMAN
RELATIONS
AND
PERFORMACE
EVALUATION

Aribisala Pelumi
Ogunmod International
Investments Ltd
Introduction
Human interdependence

The discipline that studies behavior


and relationships is human relations
Human Relations defined

•The way in which two people, groups and countries


behave towards each other.

•An aggregation of all forms of interactions


between/among persons or groups in a particular
situation.

•Involves the content and quality of interactions among


people and is defined by both the observable behavior in
the interaction and the feelings that are associated with
it.
Human Relations (cont’d)
In the workplace, it is the aggregation of
all forms of interactions between an
individual worker and another, group of
workers and another, management and
worker(s) and vice-versa as well as
between an organization, its workers
and its stakeholders/beneficiaries.
Primacy of Relationship in the Workplace

People are the most important in organizations.

They are different and hold different views

Their cooperation or disagreement has effects on


organizational processes

Relationships are behavior based and there is a cause effect


factor in relationships building.

Good relationships promote mutual understanding in


organizations
Principles of Relationship

RESPECT: This is defined as the feeling of admiration for people and


polite behavior resulting from this.

APPRECIATION: Defined here as a full or sympathetic


understanding 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 person’s


feelings
(cont’d)
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 person’s


standpoint

TACT: Think before you speak.


Negative Impact Factors in
Relationships
Perception challenges -stereotypes, biases, generalizations and
assumptions

Confusing judgement for objective evaluation

Pretence and faking

Poorly defined objectives, role/goal conflicts and ambiguities

Transferred aggression

Territorial Defences –suspicion, resentment and distrust


Workplace relationship with Superiors
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 don’t bootlick

Cheerfully accept responsibilities


Workplace relationship with Peers

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

Be helpful and serviceable

Do not interfere unduly

Be tactful and sensitive

Communicate formally
Workplace relationship with
subordinates

Recognize the humanity in them

Set high but reasonably achievable standards

Be friendly and fair, yet firm

Deal promptly with grievances


(cont’d)
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


Stakeholder Relations

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 immediate appropriate steps


both to rectify and forestall future occurrences

Apologize, if necessary, in cases of disputes

At all times employ the principles of TQM


Performance Evaluation
A performance appraisal, is a method by which the
job performance of an employee is evaluated typically by the
corresponding manager or supervisor. A performance appraisal
is a part of guiding and managing career development. It is the
process 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 recent


successes 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 job


based on considerations other than productivity alone.
It doesn’t have to be this way…
Conducting Performance Evaluations
Why do performance evaluations?
They benefit everyone
Document performance issues
Communicate positive feedback
Recognize accomplishments and reward outstanding
performance
Correct deficiencies and improve performance
Satisfy legal requirements
Clearly communicate expectations
Help achieve UW’s goals and mission
Develop and motivate employees
Supervisor Responsibilities
Complete training on performance review and
recognition

Establish departmental goals and objectives

Seek input from employees

Provide employees with clear expectations, consistent


measures, and achievable standards of performance

Support and provide resources


Supervisor Responsibilities (cont.)
Engage in ongoing performance review

Identify performance deficiencies and provide assistance and


support for correction

Assist employees in identifying and participating in career


development and training programs

Recognize outstanding performance

Conduct an evaluation for each assigned employee


Employee Responsibilities
Provide input to their supervisor in the development of
individual goals that contribute to organizational goals.

Meet expectations and achieve performance standards

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


job description or performance review with their
supervisor

Identify and participate in career development and


training opportunities
Probationary Employees
Should be evaluated on the Probationary Staff
Performance Evaluation and Planning Record

Highly recommended that each probationary


employee receive one or more evaluations during their
probation period

Will join the normal annual cycle of evaluation after


successful completion of the probationary period
Employee Disagreement with Written Review
The employee may:
Attach a written response to the review
Request consideration by the next level
supervisor/appointing authority

Final decision is made by the appointing authority


Presidential Directive 4-2002-2

Performance Ratings (cont.)


Presidential Directive 4-2002-2

Performance Ratings (cont.)


SMART Objectives
Specific
Measurable
Achievable
Results-focused
Time-bound
Objectives – Continued
S.M.A.R.T. objectives, can be written based on:
The general title of the objective

The standards
 Standards are the specific measures by which the objective is
defined, and by which it is measured.

 Standards, whenever possible, should be measures of results


rather than behaviors.
Objective Example - #1
Objective:
“Attend computer training to improve office efficiency.”

Standards:
“Attend two 5 hour classes on using Microsoft Access to
create databases and developing queries for efficient data
storage and retrieval by Dec 1, 2010. Develop new database,
implement into office procedures, and train all staff on
proper use by March 1, 2011.”
Performance Standards
Every objective must have an associated standard

They are the criteria against which the results of an


employee’s work are assessed

There are two types of standards:


 Numeric or quantifiable
 Descriptive or qualitative
Numeric Performance Standards
Provide a quantifiable objective measure about which
no (or very little) interpretation is required

Examples:
Reduce expenses by 10%
No more than one complaint per month about services
Descriptive Performance Standards
Are difficult to measure

Communicate general expectations

Open to interpretation

Examples:
Responsibly manage the budget
Provide courteous service to customers
The Performance Evaluation Process
Step 1

Preparing for the Meeting


Involve the employee
 Agree on a time and place well in advance
 Ask the employee to prepare their ideas and objectives in writing
 Consider asking for a self-evaluation
Gather data
 Talk to the employee’s co-workers
 Job description
 Past performance data
 Training records
Step 2

Conducting the Evaluation Meeting


 Put the employee at ease
 State the purpose of the discussion and the advantages of the
evaluation system
 Build on the employee’s strengths
 Listen to the employee
 Compare performance to standards
 Assign performance ratings
 Develop an overall rating
 Agree on mutual objectives for the next year
 No surprises
 Close the discussion
 Avoid evaluator error
Evaluator Error
Varying standards
Recency/Primacy
Bias
Evaluation patterns
Halo/Horns effects
Contrast error
Step 3

Following Up
Evaluate employees in their environment
Communicate positive feedback regularly
Coaching is the key
conclusion
People are an important factor in
successful domestic and corporate lives.
In concluding, it will be nice for us to
bear in mind the following tips on
improving relationships generally:
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


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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