244 Human Resources Management for Public and Nonprofi t Organizations
Changing to a quality improvement culture may require the modifi cation
of many HRM policies that have become institutionalized throughout the
years. Organizations need to analyze their selection, training, development,
compensation, and evaluation systems to ensure that they reify the values
necessary for quality improvement efforts.Exhibit 8.6. Questions to Consider When Developing a Performance
Evaluation System
How can your agency effectively involve employees and their representatives
in redesigning performance management to promote the credibility and
acceptance of the system? Have you identifi ed your mutual interests?
Does your performance management system include effective performance
planning, goal setting, and communications processes that link to your strategic
objectives?
Should you be developing measures of customer service and group or team
performance outcomes that can be used for planning performance and for
distributing rewards based on improved performance?
Have you given enough attention to planning, measuring, and rewarding
internal customer service for your various staff operations and administrative
functions?
Have you developed collateral processes for establishing performance goals
and monitoring performance, and established how these might be integrated
into the formal appraisal and reward process?
Do you provide ongoing performance monitoring and feedback to employees
about their individual and group performance?
Are the people who have the best knowledge of the quality and effectiveness of
employee performance providing feedback, either for developmental purposes
or as input to a performance appraisal? Should you explore using 360 - degree
assessment where it is appropriate?
Do the elements and standards of your employee performance plans capture
the results and accomplishments you expect, or do they merely describe the
same tasks and process inputs year after year?
Are the distinctions you make among levels of performance credible to internal
and external stakeholders? How many distinctions can be made credibly, given
your culture and the nature of your work?
Source: U.S. Offi ce of Personnel Management (1994, p. 51).1.2.3.4.5.6.7.8.9.