Understanding Job Performance Evaluation
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ScribdTranslationsUnderstanding Job Performance Evaluation
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ScribdTranslations1.2.
Job performance
1.2.1 Definition
Robbins, Stephen, Coulter (2013) define that it is a process to determine how much
successful has been an organization (or an individual or a process) in achieving its
activities and work objectives. In general, at an organizational level, the measurement of
job performance provides an assessment of the fulfillment of goals
strategic at the individual level.
Robbins and Judge (2013) explain that, in organizations, they only evaluate the way in
that employees carry out their activities and these include a job description
of work, however, current companies are less hierarchical and more oriented
In service, they require more information; today three main types are recognized.
of behaviors that constitute work performance.
Thus, a first relevant aspect has to do with the relationship between job performance
and the organization of work. In this regard, it is important to mention that, in general, the
The performance of workers is determined by the way of organization.
and by the conditions under which this work is structured. As mentioned by the
ILO, the emergence of the concept of job performance "arises in a framework of
transformation of production and labor, and of new demands regarding the
form of individual performance in the workplace” (ILO, 1997: 10).
This implies that the way in which the worker's actions are evaluated cannot be
disconnected from the way of organization or the conditions of their work, which
gives us a first hint regarding the way to understand performance processes
laboral. Por esto, durante las últimas décadas el desempeño de los sujetos se ha ligado
to the development of certain job competencies, in the pursuit of generation
of measurable, observable, and objective indicators. In this effort, a
labor competence approach that manifests itself in different aspects of the
productive transformation, such as: the generation of competitive advantages
in global markets, the management and production of work and the development of mechanisms
of ad hoc regulation (Ducci, 1997).
In this new configuration of job performance, important changes have occurred.
changes in the job competencies considered essential for good
development of the work. As Vargas mentions, while the evaluation processes
traditional performance is related to 'work virtues such as discipline,
punctuality and obedience, [contemporary processes] have given way to demand
through competencies such as analytical skills, teamwork, negotiation,
permanent learning capacity, problem solving, etc.” (Vargas, 2000: 13).
In this way, the transformations in the production process itself have
determined a change in the most important indicators to evaluate (skills
labor processes), as well as in the way these processes have crystallized.
(job performance)
2.3.7 Performance Evaluation
Performance evaluation is a formal system for assessing compliance
employee labor obligations, in itself this type of evaluation is focused on
determine how efficient an employee is and in what areas they can further develop
appropriately.
We can corroborate this by citing Medrano (2001) who mentions that "the
performance evaluation is a business system that allows to rate a
"worker and their development in the organization in order to assign different areas." Similarly
Garcés (2003) states that 'performance evaluation allows for the assessment of
qualitative and quantitative manner to the workers in order to provide them with new and more
important functions. The evaluation of job performance is of utmost importance
for the organization, since it allows for a weighting on a scale to the
workers of the organization in order to recognize their strengths and weaknesses, to
assigning different functions to suitable people who ensure excellence
result at the time of exercising them, in addition to that, this type of evaluation forces the
members of the organization to be more effective and efficient by having better strategies
of the market and optimizing resources to the maximum. This can be corroborated by mentioning
what Salinas (2001) notes, "Performance evaluation is important in the
organization because it promotes competitiveness within the organization, as well as
the optimization of resources in order to achieve the company's objectives in a way
opportune.
At the same time, Lara (2002) mentions that 'The importance of performance evaluation
it lies in the tools that they provide to the organization, it is essential in
the companies because it seeks to optimize resources." Finally, Pertic
(1999) comments that "Performance evaluation is important in the organization.
because it provides the company with the axes to embark on a path of
competitiveness at both the business and market levels.” For such reasons, it is essential
that there is a performance evaluation process in the company, with the aim of
the organization reorients itself towards its objectives in an optimal way and taking advantage of the
tools provided by the evaluation.
According to Cepeda (2001), the structure of performance evaluation is made up of
three elements of great importance such as performance standards, the
performance measurements and the subjective elements of the evaluator.” At the same time,
Millan (1999) mentions that 'performance evaluation is a consolidation of three
elements such as standards and performance measurements and the elements
subjective elements of the qualifier" There are a series of common elements that have a
relationship when assessing performance, among the most important are: The
performance standards; Performance measurements; and Subjective elements
of the qualifier. Each of these elements is of utmost importance in a
performance evaluation and they allow it to be carried out in a way
more suitable and optimal. These three elements are essential to carry out
an adequate performance evaluation that is in line with the reality of the company and the
development of its workers.
1.2.2 Objectives of performance evaluation
The performance evaluation has several objectives, one of which is that
it consists of assisting in the management to make human resources decisions, regarding
promotions, transfers, and layoffs. The observations also detect the
training and development needs as they precisely identify the skills
and the skills of the workers for which programs can be developed
correcticos.
Aamodt (2010) explains the first point in the performance evaluation process and
it indicates what it is to determine the reasons why organizations want to do it.
In other words, the organization wants to use the results to improve.
the performance.
This determination is of utmost importance since the different techniques for valuing the
performance is suitable for some purposes, but not for others. For example,
A performance evaluation method, the forced choice scale, is excellent.
to determine the compensation, but terrible for training purposes. From
in a similar way, the use of 360-degree evaluation is an excellent source for
improve employee performance, but it is not appropriate for determining the
salary increments.
1.2.18 Benefits of performance evaluation
Chiavenato (2007) explains that a performance evaluation program has
proposed, coordinated, and understood well, as it brings benefits in the short, medium, and long term
the main beneficiaries are.
Benefits for the manager It is important that performance is evaluated and the
behavior of subordinates, based on evaluation factors and
essentially having a measurement system capable of neutralizing subjectivity.
Provide measures to improve the performance standard of your
subordinates Have communication with your subordinates, with the purpose of making them
knowing that performance evaluation is an objective system, which allows them to
his performance.
Benefits for the subordinate: Know the rules of the game and what the ways are.
of the behavior and performance of the workers that the company values.
Know what your boss's expectations are regarding your performance, according to
the evaluation of this, what are its strengths and weaknesses. Know the measures of the
boss and steps to enhance performance and those that the subordinate himself must take
on my own (correct, more dedication, more attention at work, courses for
self-employed, etc.). Conduct a self-assessment and personal analysis regarding your
personal development and control.
Benefits for the organization
The benefits found are that human potential is evaluated, in the medium and
long term, also defines what the contribution of each employee is. Identify the
employees who need to strengthen and refine themselves in certain areas of their
activities and select employees in the aspects of (promotions, growth
and personal development) with the boost to productivity and the improvement of relationships
humans at work.
BIBLIOGRAPHY
Robbins, Stephen, P., & Coulter, M. (2013). Administración. Un empresario Competitivo.
Mexico: Pearson Education, Mexico.
Robbins, S., and Judge, T. (2013). Organizational Behavior. Mexico: Pearson
Education.
INTERNATIONAL LABOUR ORGANIZATION (1997). Competency-based training
work competence. Current situation and perspectives.
DUCCI, MARÍA ANGÉLICA (1997). The labor competence approach in perspective
international, ILO.
VARGAS, FERNANDO (2000) From work virtues to key competencies: A new
concept for old demands. CINTEFOR Bulletin. August, December.