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Performance rating is the step in the "work measurement in which the analyst observes the worker's performance and records a value representing that performance relative to the analyst's concept of standard performance.[1]

Performance rating helps people do their jobs better, identifies "training and "education needs, assigns people to work they can excel in, and maintains fairness in "salaries, benefits, "promotion, hiring, and firing. Most workers want to know how they are doing on the job. Workers need performance "feedback to work effectively. Accessing an employee timely, accurate, constructive feedback is key to effective performance.[2] Motivational strategies such as goal setting depend upon regular performance updates. While there are many sources of error with performance ratings, error can be reduced through rater training and through the use of "behaviorally anchored rating scales. In "industrial and organizational psychology such scales are used to clearly define the behaviors that constitute poor, average, and superior performance.

There are several methods of performance rating. The simplest and most common method is based on "speed or "pace. Dexterity and effectiveness are also important considerations when assessing performance. Standard performance is denoted as 100.[3] A performance rating greater than 100 means the worker's performance is more than standard, and less than 100 means the worker's performance is less than standard. It is important to note that standard performance is not necessarily the performance level expected of workers, the term standard can be misleading. For example, a standard performance rating of a worker walking is 4.5 miles/hour. The ratings is used in conjunction with a timing study to level out actual time (observed time) taken by the worker under observation. This leads to a basic minute value (observed time/100*rating). This balances out fast and slow workers to get to a standard/average time. Standard at a 100 is not a percentage, it simply makes the calculations easier. Most companies that set targets using work study methods will set it at a level of around 85, not 100.


Attributions to work performance[edit]

Performance rating has become a continuous process by which an employer and employees attempt to understand company goals and how his or her progress toward contributing to them are measured. Performance measurement is an ongoing activity for all managers and their "subordinates.[4] A performance measurement uses the following indicators:

Effectiveness of performance rating[edit]

The purpose of performance rating is to provide systematic evaluation of the employees’ contribution to the organization.[8] Globally, the combination of indicators and "performance management, combined with intensifying work, transforms the work of employees and of the managers. On the managerial level, the will of hierarchy to fulfill performance indicators is dependent on task prioritizing, which is not shared amongst everyone.

Performance Rating intensifies["clarification needed] the environment of the organization but provides structure for production.[9] Performance satisfaction["clarification needed] is found to be directly related to both affective commitment and intention of employee. If motivated more likely to meet goals.

See also[edit]


  1. ^ Groover, Mikell P. Work Systems and Methods, measurement, and Management of Work. Pearson Education International, 2007.
  2. ^ Society of Industrial and Organizational Psychology Inc. "Performance Management". Retrieved 2014-02-03. 
  3. ^ Kanawaty, George, ed. Introduction to Work Study. 4th ed. Geneva, Switzerland: International Labor Office, 1992.
  4. ^ Hakala, David. "16 Ways to Measure Employee Performance". HR Newsletter. Retrieved 2014-03-03. 
  5. ^ n.a. "Performance Management Cycle". opm.gov. Retrieved 2014-03-03. 
  6. ^ n.a. "Performance Management Cycle". opm.gov. Retrieved 2014-03-03. 
  7. ^ n.a. "Performance Management Cycle". opm.gov. Retrieved 2014-03-03. 
  8. ^ Haynes, Dr. Bill. "Effective Performance Appraisal". Ohio State Extension. Retrieved 2014-03-10. 
  9. ^ Kuvass, Bard (3 March 2006). "Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation". International Journal of Human Resource Management. 17 (3): 542. Retrieved 2014-03-10. 
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