Human Resources Management for Public and Nonprofit Organizations

Performance Management 235

secure a greater percentage of external funding. After fi ve months have

passed, the supervisor will evaluate whether the employee met this

preagreed - on goal.

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There are differences not only in the format of evaluation but also in

the types of data collected and evaluated. Some evaluations rely on direct

indexes , or objective data. These indexes can be quantifi ed, such as the

number of errors, the number of clients on a caseload, the number of

grants that received funding, the number of arrests made, or the num-

ber of proposals written. Direct indexes are referred to as objective

measures because they do not depend on someone ’ s opinion to be veri-

fi ed. Another type of data commonly used are subjective measures , which

depend on human judgment and should be based on a careful analysis of

the behaviors viewed as necessary for effective job performance. Decision -

making skills, the ability to solve problems, and oral communication skills

are examples of subjective measures.

The types of data and the performance standards used should

be based on a current job analysis. Performance standards should be

developed based on the critical tasks and responsibilities of each posi-

tion. The standards should be measurable through quantifiable or

observable methods. Next, an overview is provided of some of the

most common types of evaluation instruments used in the public and

nonprofi t sectors.

Trait Rating

Raters are provided with a list of personality characteristics, such as coop-

eration, creativity, attitude, and initiative. Raters then assign a number or

adjective, such as “ average, ” “ above average, ” or “ superior, ” to indicate

the degree to which employees possess those traits. Trait ratings are diffi -

cult to defend in court if challenged. They tend to be subjective, and raters

often disagree on their defi nitions and how they should be measured. Trait

ratings also are often not related to job performance or relevant behaviors.

Someone may have a poor attitude but still be technically profi cient. The

scales also do not defi ne what is meant by “ average ” or “ superior. ” Differ-

ent raters may apply different standards in evaluating the same behaviors.

An example of a trait - rating scale is presented in Exhibit 8.2.