Buford, James A., Jr., TITLE Performance Appraisal - ERIC

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JC 890 518

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Burkhalter, Bettye B., Ed.; Buford, James A., Jr.,

Ed.

Performance Appraisal: Concepts and Techniques for Postsecondary Education. American Association of Community and Junior Colleges, Washington, D.C. ISBN-0-87117-197-X

89 188p.

American Association of Community and Junior Colleges Publications, 80 South Ear:y Street, Alexandria, VA 22304 ($12.50; $9.50, members). Viewpoints (120) -- Reports Descriptive (141)

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MF01 Plus Postage. PC Not Available from EDRS. *Administrator Evaluation; *College Faculty; Compliance (Legal); Evaluation Criteria; *Evaluation Methods; *Legal Problems; *Personnel Evaluation; Postsecondary Education; *Teacher Evaluation

ABSTRACT Designed primarily as a functional tool and reference

book for administrators, this book provides a collection of essays covering various aspects of the performance appraisal of college faculty, administrators, and support staff. The booklet presents practical information on the key concepts, theories, practices, and legal constraints in performance appraisal. The collection contains: (1) "Performance Appraisal: An Overview," by Bettye B. Burkhalter; (2) "Legal Aspects of Performance Appraisal," by James A. Buford, Jr.; (3) "Considerations in Selectin"; a Performance Appraisal Technique," by James A. Buford; (4) "Development of Performance Appraisal and Accompanying Criteria," by Edith A. Miller; (5) "Communication Factors in Performance Appraisal," by Mark E. Meadows; (6) "Minimizing Rater Errors in Observing and Appraising Performance," by William I. Sauser, Jr.; (7) "A President's Perspective: A Rationale and a Strategy for Building a Performance Appraisal Program," by Richard J. Federinko; and (8) "Characteristics of an Effective and Legally Defensible System for Postsecondary Education," by Burkhalter and Buford. Appendixes contain examples of performance appraisal forms designed for a number of purposes within the Alabama college system and a checklist of legal requirements.

(AYC)

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Performance Appraisal

Concepts and Techniques for Postsecondary Education

Bettye B. Burkhalter James A. Buford, Jr.

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V All rights reserved by the American Association of Community and Junior Colleges, One Dupont Circle, N W., Suite 410, Washington, D.C. 20036. No part of this book can be reproduced in any form without written permission from AACJC and us representatives

Pnnted in the U S A

IBSN 0-87117-197-X

Performa.ice Appraisal Concepts and Techniques for

Postsecondary Education

Performance appraisal is conducted in all types of organizations and groups. Postsecondary educational institutions are no exception. Postsecondary administrators appraise the actions of department heads, faculty. and support personnel to measure their contribution to the objectives of the institution. Sonic. adEatnistrators perform this task perfunctonly and fad to see its value, while others see it as a valuable process. Members of the organization must receive feedback from others concerning the appropriateness of their behavior if they are to noproe productivity. Lorrect errors,and grow professionally.

Terms used to describe this process vary among professional groups. Performance appraisal also is known as performance aluation, merit rating, performance review, performance and productivity assessment, and effmency and fitness reporting. Performance appraisal has become the prefened term and is used in the most recent personnel and compensation textbooks and professional literature. The term evaluation should he avoided since it refers to those processes used to establish the internal worth of jobs.

The process or performance appraisal aries from a series of informal assessments made by superiors who know their staff well to more structured systems which require superiors to complete various forms and make written Lomments. Many authorities contend that well-designed performanLe appraisal sytems are essential in effectively and legally managing human resources.

In reality, however, few systems are totally successful. One reason is that superiors have great difficulty writing useful and objective performance appraisal reports. They are often reluctant to criticize a subordinates work and put the LritiLism in writing. Another problem is there is no single approach that can fully addiess all the purposes that organizations attempt to achieve with performance appiaisal. As for equal opportunity considerations, many systems used today are not the solution but, rather, are part of the problem. A number of studies have shown Li 'tenon bias to be a serious shortcoming, resulting in discrimination against blacks, ethnic minorities, and women. These systems may produce ratings that are subjeLtive, impres,ionistic, non-job-related, and unstandardized. When used to justify important personnel decisions, such ratings increase rather than decrease Equal Employ ment Opportunity (EEO) liability.

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