Introduction
Communication is the basis for almost all activities which occur within an organization. Effective communication can increase productivity, reduce error, and contribute significantly to improving morale.
Performance Appraisal is one method of communication which, when used properly, enhances the efforts of both supervisors and employees. Performance Appraisal allows a supervisor to communicate to an employee what the job duties are, what level of effort is needed for satisfactory results, and what rewards are available for proper performance. It provides a vehicle for the supervisor to communicate to the employee whether or not the supervisor's expectations are being met and allows the employee to provide input on job duties, make suggestions for improvements, and identify goals.
A performance appraisal system should provide an objective method for recognizing the importance of an employee's contribution, reward good performance, and correct poor performance. Appraisal is a continuing process and one of the main responsibilities of a supervisor.
Weber County's performance appraisal system is designed to provide maximum flexibility for a supervisor to address the needs of the department. With flexibility comes an increased need to follow sound appraisal procedures. Supervisors are expected to adequately document the performance which generates appraisal ratings, to communicate openly and frankly with employees, and to ensure that ratings accurately reflect the quality and quantity of an employee's work within the period of time covered by the appraisal.
Employees are expected to provide supervisors with documentation of performance and bring to the supervisor's attention any questions they have regarding what is expected of them. Employees are encouraged to communicate openly and frankly with supervisors.
Supervisors and employees must realize that a rating represents the performance during a specific appraisal period. Ratings must accurately reflect the current year's performance without undue influence of past performance ratings. A current rating does not provide a basis for similar ratings in the future or establish an expectation of future ratings.
This manual is designed to provide supervisors in Weber County with information and guidelines for use in setting performance objectives and appraising the performance of subordinate personnel. Supervisors are encouraged to study this manual before meeting with employees.
Every supervisor who will be evaluating an employee's performance should have a copy of this manual to use for reference as questions concerning procedures arise.
Objectives of Employee Performance Appraisal
The Performance Appraisal Plan is of importance to the County, the supervisor, and the employee. Objectives of the Weber County Employee Appraisal Plan are:
- To provide an objective, job-related appraisal of performance against specific objectives, in consultation with the employee.
- To recognize employees who are performing at or above expected levels.
- To promote job satisfaction and morale by letting employees know through periodic written and verbal feedback that their supervisor is interested in their performance and development.
- To be simple and straightforward so that employees can understand clearly the areas in which they meet, surpass, or fail to meet, supervisor expectations.
- To determine salary increases.
- To motivate both supervisors and employees to greater productivity.
- To improve communication by providing the employee an opportunity to talk to the supervisor about job problems, interests, training needs and other concerns and to provide an opportunity to plan and implement assignments consistent with those goals.
- To serve as a systematic guide to the supervisor in planning the employee's future training.
- To assist management in reduction-in-force situations.
- To determine progress at the end of probationary periods.
- To supply information for use in grievance interviews.
- To assist in planning personnel moves and placements which will best utilize each employee's capabilities.
- To be flexible enough to allow room for special appraisals as well as regular appraisals.
- To furnish inputs to other personnel programs.
A performance appraisal system that recognizes and rewards expected performance and corrects poor performance can contribute significantly to improving morale and productivity. Likewise, if supervisors show favoritism toward certain employees, the system will contribute to poor morale and low productivity.
Applicability
Weber County's Performance Planning and Appraisal Plan will apply to all Merit employees. A performance appraisal must be completed before an employee receives an anniversary increase.
Definitions of Performance Appraisal Terms
The supervisor should first study the terms below and learn their meaning before proceeding to the next section of this manual. This will enable the supervisor to better understand the Performance Planning and Appraisal Plan.
- Appraisal period
- the time period specifying the length of time that the Performance Plan is in effect.
- Appraisal Session
- a meeting between an employee and supervisor during which time the supervisor rates employee performance against the Performance Plan, and both parties discuss the appraisal, performance, needs and strengths of the employee.
- Performance Appraisal
- a process whereby the work efforts of an employee are reviewed by a supervisor against job-related work objectives.
- Performance Plan
- a document prepared by the supervisor and employee indicating those performance objectives that will be evaluated by the supervisor during the next appraisal period. The document has two parts: Performance Planning and Performance Appraisal.
- Performance Rating
- the sum total of each performance score divided by 100.
- Performance Score
- the weight of the performance objective multiplied by the performance value.
- Performance Value
- a number from "1" to "5" indicating the performance level by an employee of a particular performance objective.
- Planning Session
- a meeting between an employee and supervisor during which performance objectives are selected and written for the next appraisal period.
- Weight
- a numeric indicator of the relative importance of a performance objective.
- Work Performance
- the carrying out by an employee of their job duties and responsibilities.
Overview of the Performance Appraisal Process
Performance Appraisal is a continuous cycle composed of two main events called Performance Planning and Performance Appraisal. Performance Planning entails identifying the major duties of the job and developing objective standards against which work performance can be measured. Performance Appraisal consists of reviewing the employee's work performance against the work standards and rating the employee on the work performance.
| PERFORMANCE PLANNING |
PERFORMANCE APPRAISAL |
| Identify major job duties |
Review performance |
| Develop performance objectives |
Rate performance |
The Performance Appraisal Plan Document
The Performance Appraisal Plan Document is designed to facilitate this continuous cycle of planning and appraisal. The document has two sections: Performance Planning and Performance Appraisal.
Performance Planning: The performance objectives are written and weights recorded for each objective. One of the first two pages is then given to the employee for reference on what is expected during the appraisal period. A photocopy of the first page should also be sent to the Human Resources Department. The rest of the form is filed until the time comes to appraise the employee's performance.
Performance Appraisal: This is where comments are written about the employee's performance, where ratings are given for each performance objective, and where the employee can record comments concerning their appraisal and work performance.
The proper use of the Weber County Employee Planning and Appraisal Plan is to set performance objectives, evaluate achievements at the end of the appraisal period, and obtain a new plan so that objectives for the next appraisal period may be set.
Performance Planning
| Step 1 |
In preparation for establishing a "Performance Plan," the supervisor and the employee jointly review the employee's class specification (job description) and discuss and identify the most important job duties which the employee performs. |
| Step 2 |
A "performance objective" may be written for each duty identified in Step 1. Performance objectives should be words or phrases which will give a clear, concise, and specific description of those phpects of the employee's job which relate to each duty. Levels of performance should be developed for each objective. This will allow the employee to understand what is the minimum performance acceptable for the duty and what is the ideal performance for the duty. Definitions of performance levels should contain sufficient description to give employees a clear understanding, so they will usually be several sentences in length. They should be recorded and attached to the Performance Plan. Effort should be made to make performance objectives as quantitative and measurable as possible. Performance objectives must be realistic and achievable. (See section on Development of Performance Objectives for further explanation.) |
| Step 3 |
The use of weights to reflect major job duties and departmental priorities is encouraged but not mandatory unless an employee is in the initial probationary period. A weight is assigned to each performance objective. The weight communicates the relative importance of each duty to the employee. The weight is also used to convey the emphasis the supervisor wishes to place on a specific task for a period of time. A larger weight communicates to the employee that extra focus is required on the task for this appraisal period. If weights are used, their values are entered. The weights must total 100. |
| Step 4 |
The supervisor and the employee discuss the five Performance Values and the Standards of Conduct. |
| Step 5 |
Both the employee and the supervisor sign the Performance Plan. A copy is given to the employee and any attachments are filed in the employee's personnel file located in the department until the Performance Appraisal is conducted. |
Where possible, it is desirable that the employee and the supervisor agree on what objectives are established, what the objectives state, how performance will be measured and how the objectives will be rated. This can usually be achieved through open communication. In cases where agreement is not reached, it shall be the supervisor's duty to establish the objectives.
Supervisors are encouraged to develop performance objectives which identify several levels of performance. Supervisors are encouraged to use the following list of performance levels or other performance levels approved by the Human Resources Director.
Performance Values
The following paragraphs define the appropriate level of performance for each performance value.
| 5 points |
OUTSTANDING: Performance is definitely superior and consistently well above the performance objectives set for the position. Employee is always receptive and responsive to instructions from supervisor. Employee's level of work significantly advances the work flow of the department. In addition, employee makes major contributions or had major achievements in the areas of quality service, initiative, efficiency, mastery of knowledge and skills. The employee serves as a good example to other employees. |
| 4 points |
PROFICIENT AND SUCCEEDING: Employee consistently performs at a level significantly beyond that required to get the job done. Employee's level of work helped push the work flow of the department beyond the adequate level. Performance objectives are completed on time, successfully, and proficiently. Employee is consistently receptive and responsive to the instructions of the supervisor. Employee performance demonstrates efforts and abilities well above the minimum acceptable for the position. This is the performance which is expected of a fully trained, qualified, and motivated employee, and goes beyond adequate or satisfactory performance. |
| 3 points |
PASSABLE OR PROGRESSING: Employee achieves the performance objectives set for the position. This performance is passable, however, some opportunity for improvement remains. This level of performance may be expected of employees who are fully trained. |
| 2 points |
NEEDS IMPROVEMENT: Employee performance is inconsistent. Performance is below the minimum acceptable for this position. The employee's acceptance and response to instruction from the supervisor is inconsistent and/or incomplete. Significant effort is needed to improve performance. The supervisor must articulate how and why the employee's performance must improve. New employees may still be learning job duties and responsibilities; employees who have passed an initial probationary period have been on the job a sufficient time to learn the job and to perform at an acceptable level. |
| 1 point |
UNSATISFACTORY AND UNACCEPTABLE: Employee does not perform or make reasonable efforts to achieve performance objectives. Employee performance has not shown sufficient improvements. Employee repeatedly makes errors, doesn't respond to instructions and fails to get the job done. Employee performance does not meet minimum performance levels and disciplinary action should be taken. |
Standards of Conduct
In addition to performance objectives established by the supervisor, employees shall be rated against standards of conduct expected of all employees, (see Chapter 2 Page 12). Every employee is expected to comply with these standards at all times. The rating given to an employee for these Required Standards shall be: "Meets Expectations" or "Needs Improvement." If an employee demonstrates the need for improvement in one or more of these standards, points can be deducted from the overall appraisal rating. The amount to be deducted will be determined by the supervisor. If an employee complies with each of these standards, no adjustment will be made to the overall appraisal rating.
#1 Policies: Employee complies with the Code of Conduct and all County and department policies. Employee behavior and job performance complies with the intent or spirit of the policy and not just the "letter of the law" so that County goals can be met in a courteous, efficient, timely, and effective manner.
#2 Attendance: Employee arrives for work as scheduled and remains on the job throughout scheduled shift. Vacation leave is requested well in advance of need and sick leave usage is reported an hour before shift begins or in compliance with department policy. Sick leave usage is not excessive and does not burden department.
#3 Punctuality: Employee arrives at workplace in sufficient time to be prepared for work and begins work at scheduled times.
#4 Safety: Employee performs work in appropriate and prescribed manner. Equipment, materials, and supplies are handled with care and used only in the manner intended. Personal protective equipment is used in appropriate manner.
#5 License/Certification: Employee keeps current all licenses or certifications required to function in job.
#6 Appearance: Employee appearance is appropriate to the position. Clothes are clean and pressed. Hair, jewelry and clothes do not impede job performance, any dress standards comply with the need for business necessity, cause safety concerns or reflect in a negative manner upon the County. Employee complies with department policies regarding appearance. If a uniform is required, all requirements related to the uniform are met.
Performance Appraisal
| Step 1 |
At the conclusion of the appraisal period, the supervisor appraises the performance in a meeting with the employee and determines how well the performance objectives were completed. The area entitled "Supervisor's Comments" should be used for recording performance levels and/or areas of needed improvement for each performance objective. This area can also be used for recording other comments concerning the employee's job performance for the appraisal period. The supervisor's comments provide the basis for meaningful discussion between the supervisor and the employee on employee strengths, weaknesses, and planning for improvement and employee development. Problems with work performance should be documented here also. |
| Step 2 |
The supervisor selects the performance value which best describes each previously selected performance objective. If weights are used, the supervisor then multiplies the weighted performance objective by the performance value. This figure is placed in the score column. The score column is summed and the figure placed in the subtotal box. |
| Step 3 |
The supervisor discusses the employee's compliance with the Standards of Conduct. If the employee satisfactorily complies with these standards, no adjustment is made to the overall rating. If the employee has not complied with these standards to the satisfaction of the supervisor, an adjustment may be made to the overall appraisal rating. The adjustment is placed in the "Adjustment" box. This adjustment is subtracted from the subtotal and the remaining number is the employee's overall performance appraisal rating. The employee's performance is categorized according to the following table. |
| EMPLOYEE PERFORMANCE RATING SCALE |
| 4.75 - 5.00 |
Outstanding |
| 3.50 - 4.74 |
Proficient and Succeeding |
| 3.00 - 3.49 |
Passable or Progressing |
| 1.00 - 2.99 |
Unacceptable |
|
| Step 4 |
Following discussion of the Final Employee Performance Rating, the employee should comment in writing on the appraisal and be given an opportunity for further continued discussion of their remarks. |
| Step 5 |
The employee and the supervisor should sign and date the appraisal and forward it to the Administrative Officer for review and signature. A copy should be sent to the Human Resources Department and placed in the Permanent Personnel File. |
| Step 6 |
A new Employee Performance Appraisal Plan is obtained and performance objectives are established for the next appraisal period. |
Development of Performance Objectives
Performance objectives are measurable goals and result-oriented statements developed by the supervisor and the employee against which the performance of the employee will be judged during the appraisal period. The purposes of Performance Objectives are:
- To establish a common set of expectations of what tasks need to be accomplished, including the priority of these tasks.
- To provide a forum of discussion between the supervisor and employee on job duties.
- To clarify roles and responsibilities in accomplishing job duties.
- To link individual position duties to organizational goals.
Performance objectives should describe how the task is to be performed, how often it is to be performed, and how well it is to be performed. In developing performance objectives, the following guidelines should be used:
- Performance objectives should be realistic and achievable within the appraisal period.
- Performance objectives should be relevant and directly related to the job.
- Performance objectives should be well defined so as not to create confusion as to what should be achieved.
- Performance objectives should be measurable in terms of time required, quality expected, and amount of output expected.
- Performance objectives can require increased effort or performance, or maintain an existing level of performance.
- Finally, performance objectives should be mutually agreed upon by both employee and supervisor.
Methods of Measuring Performance
| Accuracy |
Average |
Absence |
Completion |
Cost |
| Damage |
Deviation |
Deadlines |
Downtime |
Efficiency |
| Error |
Improvement |
Maximum |
Minimum |
Number |
| Overtime |
Percent |
Placement |
Quality |
Ratio |
| Reliability |
Response |
Scheduling |
Savings |
Timeliness |
Weighting and Rating
The weighting of performance objectives is intended to facilitate the establishment of priorities. Giving a performance objective a higher weight indicates that it is more important than others with lower weights. Listing the most important phpects of the job or the phpects which take up the most time on the job may help in deciding what weight to assign objectives.
If weights are used, they must be assigned as whole numbers. The sum of the weights must total 100. Multiply the performance value by its weight, sum the scores and enter the result in the Subtotal box.
If weights are not used, a Performance Value box is checked for each objective but no score is assigned in the Performance Score box. The overall Performance Rating should be a reasonable reflection of the individual Performance Values.
Planning and Appraisal Session
The performance planning and appraisal sessions between supervisor and employee can be the most valuable time spent together during the entire year. The first session should be held immediately after the employee has been hired, oriented with department and County policies and procedures, and initial job duties have been explained. This is a "Performance Planning" session where job duties are reviewed with the employee and performance objectives are developed for the first month of the six month probation period which new employees serve. (See Performance Appraisal for further details)
The second session is a review of how well the employee performed, based on the Performance Plan for the previous appraisal period. This is called the "Performance Appraisal Session." When this session is concluded, the employee should clearly know how the supervisor feels about performance during the appraisal period, including where the employee excelled and where performance did not meet the objectives previously established. After the employee's performance has been appraised, performance objectives are set for the next appraisal period.
Preparing for Planning and Appraisal Sessions
Advance notice is essential. Both parties need ample time to prepare for the summing up of the previous appraisal period's work plan and for planning for the year to come. Therefore, the supervisor should notify the employee several days in advance so that each can have time to prepare for the sessions.
The setting for these meetings has an important impact on their effectiveness. They should be private and free from distracting noise, activities, and interruptions. If physical facilities of this type are limited, it is the supervisor's responsibility to do the necessary advance planning and coordination to obtain the best possible environment.
Sufficient time should be allowed so that the discussions can be unhurried. There is no set rule as to how long each session should last. The time required will depend largely on the frequency, breadth, and depth of earlier discussions with the employee. In general, new employees, or those with substantial work performance problems will need more time than "seasoned" employees who are performing in a fully satisfactory manner. The employee may have a number of items to discuss and there should be adequate time for the major concerns of both parties to be explored in detail.
The Planning Session
The Planning Session for new employees is held at the start of their employment with the County. Planning sessions for employees who have completed their probationary period take place immediately after the appraisal of past performance is concluded. The purpose of the Planning Session is to determine priorities, to examine more effective ways of doing the assigned tasks, to assist the employee and the supervisor in reaching a common understanding as to what needs to be done and to give the supervisor the opportunity to determine if the work is being distributed properly.
As duties are discussed, the supervisor and employee should jointly explore ways of improving procedures and methods. They will want to discuss specific objectives which might cause the employee to "stretch" to attain higher levels of performance. This is where the supervisor can provide valuable advice to the employee as to how the employee might perform duties more effectively by changing methods or procedures. Once again appropriate performance objectives and weights need to be selected.
The Appraisal Session
The appraisal session takes place immediately after the supervisor completes the rating. This session is probably the keenest test of a supervisor's skill in managing people because each person is different and each is shaped by past work relationships. This presents an opportunity for the supervisor to recognize individual differences and to vary the approach accordingly. Suggestions for supervisors are:
- Put the employee at ease. Do not be afraid to exchange a few pleasantries at first. The employee should be made to feel that this is a positive experience.
- Listen. Determine what is important to the employee.
- Do not interrupt. The employee may be just about to say something really significant.
- Take a positive approach. Do not be afraid to praise good performance.
- Keep the focus on job performance. Criticism of the employee only results in defensiveness.
- Avoid argument. State your view of the employee's performance, but give the employee a chance to express opinions.
- Be constructive. Focus on what can be done to improve performance. Jointly develop plans for the future.
- Allow the employee to realize performance deficiencies.
- Try to lead the employee to work out solutions for problems. An employee who has input on courses of action is much more likely to follow them.
- Never dwell on a problem that has no solution.
- Gear your praise and criticism to suit the personality of the employee. Some employees are upset by frank discussions while others prefer tough discussions.
- Be honest and realistic in your comments and your ratings.
- Be mindful of common rating errors.
- Remember that no amount of talk can change the past; all that can be changed is the future.
- Identify supervisory actions which will support the employee.
- Identify employee actions aimed directly at improving performance on work tasks and assignments.
- End the interview on a positive note and thank the employee for meeting with you and taking an interest in the work place.
- Keep the content and the results of the sessions confidential.
While an appraisal deals with the past, its value is its influence upon future performance and work relationships. Every employee in the County's system has the right to expect honest appreciation for things done well. The appraisal session is the place to recognize achievement, contributions and improvement made by the employee. This is the best way to assure these will continue.
Performance Appraisal Agenda
- Welcome. Put employee at ease.
- Determine what employee wants to discuss.
- Discuss points that supervisor wants to discuss.
- Give specific oral and written feedback.
- Fill out the Employee Performance Plan.
- Summarize the interview by reviewing points of improvement, points of agreement, and praising good performance.
- Thank employee.
Performance Plan Administration
Supervisor Documentation
Adequate written documentation is a key component of effective performance appraisals. Proper documentation is written and contains specific information such as: the date the documented performance occurred, what happened, what actions were taken because of performance, what events occurred because of the performance, and what was expected or should have been done by the employee. Good documentation does not merely state a conclusion or an opinion. A good rule to follow is "Document, don't diagnose" which means to record what occurred not why it occurred. Both good and bad performance should be documented.
Employee Documentation
Employees are encouraged to document performance achievements. Documentation should contain dates and a specific description of what was accomplished and should not be a general statement of what occurred. The responsibility to document performance increases as the employee's tenure increases.
Interim Appraisals
Employees may be evaluated at any time during the year at the discretion of the supervisor and the concurrence of the Administrative Officer. Interim appraisals of this kind may be prompted by a change of performance where previous poor performance has improved or where previous good performance has deteriorated. Interim appraisals should also be conducted upon the employee's request.
Responsibilities of the Supervisor
The supervisor has the responsibility of making the best possible appraisal of an employee's performance based on the facts. The supervisor has the responsibility of monitoring performance and reviewing progress or lack of progress with the employee during the appraisal period. This is where the supervisor provides on-the-job coaching and training, and develops the employee's skills. Feedback should be given to the employee during this period. The supervisor is responsible to ensure the appraisal is conducted in a timely manner so that the employee receives feedback on recent performance and so that raises and other actions are not delayed.
Who Conducts the Appraisal?
An employee is to be appraised by the person in the best position to do so. This will be the designated supervisor who assigns and reviews work, grants leave time, permits overtime, and initiates recommendations for merit increases.
Two-Tier Review
Supervisors are encouraged to discuss an upcoming appraisal with their own supervisor or Administrative Officer before they conduct the appraisal. This provides an opportunity for those "up-the-ladder" to provide input before a rating is determined eliminating the need to revise ratings and objectives. The Administrative Officer has the final say on all ratings within the department.
More Than One Supervisor
An employee should have no doubt as to whom he/she reports or who is accountable for their work performance at any given time. If, because of rotating assignments or for other reasons, the employee will be working short periods for more than one supervisor, the department will designate - in advance - an appraiser to whom the employee is responsible for work performance. The appraiser will consult with other supervisors and document their evaluations as a basis for informal interim work reviews and the periodic formal evaluation.
If the employee moves within the same department to a different position and becomes responsible to a different supervisor, the original appraiser will complete the performance plan in effect at that time and the new supervisor will start a new performance plan addressing performance objectives in the new position.
Transfers
If a transfer places the employee in a different department, the original appraiser will complete the performance plan in effect at that time and the new supervisor will start a new performance plan addressing performance objectives in the new position.
Promotions
Promotions, within or between departments, constitute a new trial service period and require the establishment of a new work plan.
Administrative Officer Responsibilities
Each Administrative Officer shall be responsible for ensuring that the performance appraisal program is implemented properly throughout the department. The Administrative Officer will review each performance appraisal performed by subordinate supervisors. The Administrative Officer should discuss the performance objectives, weights, and ratings with the supervisor and should agree with what has taken place before signing the Performance Appraisal Plan. Any disagreement should be resolved before distributing the copies of the plan to the appropriate location or person. The Administrative Officer has the authority to cause the contents of the plan to remain the same or to be changed.
Responsibilities of the Director of Human Resources
The Director of Human Resources has the responsibility of seeing that the appraiser does not make some of the errors which are common to performance appraisal. The Director of Human Resources is in a position to look at the situation from a different perspective and can bring inconsistencies to the attention of the supervisor. The Director of Human Resources is responsible for the review of both the performance plan and the performance appraisal.
The Director of Human Resources has the responsibility of asking the supervisor to re-examine the employee's plan or appraisal if there are questions concerning proper procedure, documentation, validity of performance objectives, and weighting and rating assignments.
Problems Associated With Appraising Performance
Excessive Leniency/Strictness Error
Some supervisors are too lenient while others are too strict. Usually though, most supervisors are too lenient because it is easier to give an inflated rating than to inform the employee of substandard work performance. While an honest opinion may produce some resentment on the part of the employee, the employee and the County have a right to know and see documented evidence of work performance. Excessive strictness also inhibits employee work performance. If an employee is doing a good job, let him/her know it.
Halo/Horn Error
Some supervisors tend to evaluate high on all performance objectives if they judge the person high on a single performance objective which the appraiser considers to be important, especially if the objective appears first on the appraisal plan. This is known as "Halo" effect. "Horn" effect is when an appraiser rates an employee low on all performance objectives based on a single performance objective which the appraiser considers to be important. Extra effort should be used in rating each performance objective independently of all others.
Central Tendency Error
This occurs when a supervisor rates an employee as average when they should be appraised as notably above or below average. This may be done in order to avoid anger on the part of the employee, or to avoid documenting poor or outstanding performance. While it may be easier to rate employees as average, it ignores the differences in performance of all employees in the department.
Relevancy Error
Performance appraisal techniques sometimes include dimensions or qualities that have no relevance to performance of a job. These have no place on the performance plan and should not be considered when appraising an employee. Only relevant performance objectives should be developed and these are the items on which the employee must be appraised.
Recency Error
It is sometimes easier to remember and recognize recent performance than performance that occurred seven or eleven months ago. But, in order to give the appraisal validity, the employee's performance must be appraised over the entire appraisal period. The inability to remember what occurred seven or eight months ago also helps contribute to the central tendency and leniency errors. Some employees are also aware of the recency error, and actually improve work performance or attitudes in the month before the appraisal takes place. This should be discussed with the employee, and performance objectives and weights for the next appraisal period can be developed which emphasizes this improved performance.
Like/Opposite Error
Employee ratings should not be given on the basis of whether attitudes, habits, or preferences are similar to or different from those of the appraiser. Personal biases about subordinate employees have no place in performance appraisal. Performance objectives must be directly linked to the job and must not reflect personal values at all.
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