Performance appraisals meaning

The behavior-anchored rating scale (BARS) method of performance appraisal is designed more specifically to assess behaviors necessary for successful performance. Most BARS methods use the term job dimension to mean those broad categories of duties and responsibilities that make up a job, requiring development of unique scales for each dimension. Managers often develop BARS in collaboration with employees well versed in the job. An example of how a BARS may look for a community pharmacy technician in dealing with customers is illustrated in Table 10-4. The BARS system lends itself to providing quality feedback, particularly if supplemented with qualitative comments on how to improve. A drawback is the time and effort required to develop an effective BARS appraisal. 

There are detractors to using performance appraisals as a means to allocate rewards. It has been suggested that appraisals used in this way create winners and losers, ultimately a zero-sum game for an organization, which should not use systems to make miniscule distinctions in pay adjustments (Kennedy and Dresser, 2001). Monetary rewards are said to work best when completely unanticipated by the employee rather than based on the appraisal feedback. Moreover, while managers ability to reward with pay is limited, there are no such constraints on other forms of recognition. 

This seems to be a common theme in supervisory coimseling and performance appraisal sessions. However, few, if any, managers or supervisors have the talent and time to "fix" an employee s weaknesses. They can provide objective feedback, of course, to support desired (e.g., safe) behavior and correct imdesired (e.g., at-risk) behavior. Here, I mean more than a list of job components on a behavioral checklist. I am referring to a person s relative ability to perform a certain job. It is far more cost effective to identify people s strengths and give them the kind of job opportunities that benefit from their talents and enable them to flourish. 

Appraisal activity, if performed, is the step in the field life cycle between the discovery of a hydrocarbon accumulation and its development. The role of appraisal is to provide cost-effective information with which the subsequent decision can be made. Cost effective means that the value of the decision with the appraisal information is greater than the value of the decision without the information. If the appraisal activity does not add more value than its cost, then it is not worth doing. This can be represented by a simple flow diagram, in which the cost of appraisal is A, the profit (net present value) of the development with the appraisal information is (D2-A), and the profit of the development without the appraisal information is D1. 

Cost must be understood in the context of quahty. If quahty means conformance to requirements, then quality costs must be understood in terms of costs of conformance and costs of nonconformance, , as illustrated in Figure 19-1. In industrial terms, costs of conformance are divided into prevention costs and appraisal costs. Costs of nonconformance consist of internal and external failure costs. For a laboratory testing process, calibration is a good example of a cost incurred to prevent problems. Lhcewise, quality control is a cost for appraising performance, a repeat run is an internal failure cost for poor analytical performance, and repeat requests for tests because of poor analytical quality are an external failure cost. 

Requirements for an independent review and appraisal system for nuclear facilities were originally contained in canceled DOE Order 5480.6 (DOE 1986). These requirements were implemented by means of the Sandia two-tiered independent safety review, as described in the NFSC and RCSC charters. The RCSC performs an annual review of HCF operations that involve radiological and criticality safety, and advises the line organization (responsible for the safe operation of HCF) on these matters. Additional information on the NFSC and the RCSC can be found in Section 17.3.3.3. 

Less formalised than vendor rating, these techniques nevertheless provide a means both for supplier selection and the assessment of subsequent performance. By application of informal criteria of appraisal, it can be determined whether a supplier meets the requisite standards. The process normally includes requests for information, quotations and proposals before an appraisal is made. 

Choices on the dielectric vary. As mentioned earlier in this chapter, commonly studied dielectrics include acryUc-based polymers (VHB), siUcone rubber, and natural rabber. We propose a quick way to appraise the performance of a dielectric as an energy harvester, by means of a hysteresis test. As an example, we present an experiment conducted on two classes of dielectrics acryUc VHB polymer and natural rabber. VHB acrylic-based polymer is known to be highly viscous. Natural rabber, on the oflier hand, is highly elastic over a range of meehanieal strains beyond 400 %. We seleet an over-the-eounter toerapeutie medieal band as an object of investigation (Fig. 2). This medieal band is used for physiotherapy exercises, and hence, its meehanieal durability is assured. 

Once the ANN has been trained, its performance is evaluated separately in the training and testing dada sets. Correlation coefficients (R) between the experimental and predicted values, mean absolute percentage error (MAPE) and mean squared error (MSE) are the statistical parameters with which the performance of ANN is appraised. The expressions of these statistical parameters have been given below ... 

Conventionally, risk deals with uncertainty in project appraisal, project management and financial performance. However, when it comes to safety, we also have to add safety risk as another factor. Although it can be argued to fall under project risks, it has a different slant to it. A product may meet the specification, be on time and within cost, but that does not mean to say that it is safe. Note that safety is also closely coimected with the other sorts of risk (e.g. an accident can affect insurance and business risk) and the prudent manager thus needs to ensure that safety is given due attention. 

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