Performance Evaluation
Introduction
It is important to note that firms face a number of challenges during the evaluation of performance. As the manager of a healthcare team who has been requested by the Division Vice President to avail a report on how the healthcare team has been performing for the past eighteen months, I come up with challenges I might encounter while measuring how the team performed.
Challenges associated with measuring how the team performed
According to John et al. (2006), one of the main challenges organizations face while measuring the performance of teams is the evaluation criteria determination. Here, as a manager, I may encounter challenges identifying the best appraisal criteria to use. This is essentially because the evaluation criteria I identify must have a number of characteristics including but not limited to measurability. Hence it can be noted that the performance data to be taken into consideration for purposes of evaluation must be subjected to a careful selection criteria.
Secondly, apart from challenges in identifying the evaluation criteria, I might also encounter challenges as far as the rating instrument creation is concerned. Martin et al. (2000) is of the opinion that in the measurement of performance, managers fail to ensure that the system is focused on employee development. In that regard, I could face challenges creating a rating instrument that concerns itself or limits itself to employee development as far as my team is concerned.
Next, I could face challenges finding evaluators or raters who are qualified for the specific issue at hand. According to John et al. (2006), evaluators and raters must possess the necessary experience so as to accurately decide on the criteria to be used. It is hence important to note that the experience of evaluators to help me in this task cannot be overestimated. Hence, it may prove challenging for me to find evaluators with the equated training necessary to objectively carry out the process of evaluation.
Next, as far as evaluation is concerned, possibilities of rating errors in the evaluation process cannot be assumed. It is important to note that there are a wide range of errors which can go a long way to affect the evaluation process. These errors which could have a personal bias basis include but are not in any way limited to the hallo effect as well as stereotyping. To avert the possibility of occurrence for these errors, it may be prudent for the evaluator to bring into the picture a number of things including fairness and objectivity so as to correctly evaluate employee performance.
Last but not least, I could face resistance from the employees themselves as far as the evaluation process is concerned. This resistance could be informed by a number of things including unwillingness of employees to participate and fear of ratings that may be negative. It is also possible that I may face resistance from other quarters like trade unions other than employees. However, as Martin et al. (2000) notes, resistance to the appraisal process is mainly informed by failure to communicate effectively to employees concerning the evaluation process.
Conclusion
In conclusion, to ensure that the evaluation process carries on smoothly without adverse inference, I would adopt working strategies to counter the challenges I list above. These strategies could include but are not in any way limited to explaining to the employees the main purpose of the evaluation process and taking their views into consideration so as to minimize resistance to the process.
References
John, L. K. & Eeckhout, L. (2006). Performance evaluation and benchmarking. CRC
Press
Martin, R., & Lindemann, C. (2000). Performance evaluation: origins and directions.
Springer
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