Performance appraisals should be "fair, accurate and supported by evidence and examples," but producing appraisals like this is not automatic; supervisors need to quantify and document what employees do ("Legal Aspects," 2006). The single performance appraisal developed for Kudler to evaluate each level of the job classifications would have five competencies or skills pertinent to each job classification. In addition, it would have a weighting system that enables the manager to evaluate the employee on each of the five competencies in terms of the specific position. For example, for the position of bagger, one of the five competencies would be to bag items quickly, and the weighting system would allow the manager to rank the employee's bagging competency based on how many items he can bag per minute. The appraisal would specify how many items must be bagged per minute to achieve each rank in that competency, e.g., 115 items per minute is top rank, 85 items is second rank, 65 items is third rank, 40 items is fourth rank, and under 40 items is fifth rank. This approach relieves the manager of trying to figure out what would be a fair evaluation of the employee's work, since the weighting system enables him to quantify exactly how much the employee's output is and how it stacks up against the amount of output specified for each rank in the appraisal for that competency. The output of this performance appraisal will help the supervisor to determine salary increases by providing an objective basis on which he can measure employee output. This particular appraisal method was chosen to reduce the amount of subjectivity in the performance appraisals and allow the employer to quantify both the job requirements and the employee's ability to meet those requirements, resulting in a fairer and more defensible performance appraisal.
Team performance appraisals are equally as important as individual appraisals, since "Organi<...