Team Performance Appraisal System   by night789

in Business / Management    (submitted 2009-05-24)

As we discuss the various performances appraisal systems the two different approaches that can be considered when evaluating team performance are the behavior based appraisals and the management by objective (MBO) method. The behavior based appraisal is designed to evaluate employee behavior as it relates to the employees job description and responsibilities. The MBO method is designed to focus on the results achieved by the employee and how those results benefit the team or organization. In converting the behavior based appraisal to a team evaluation, the issue that arises is how to apply the performance of the team to a job description designed for an individual. In addition, it becomes difficult to measure the team performance based on job description that may not apply to each member of the team. When designing a team appraisal system, the evaluation must be based on a measurable standard established for the entire team. The appraisal system must also be developed in a manner that offers a specific standard of performance for the entire team that can be applied to each member of the team individually. Also, the team appraisal system will need to be developed in a manner that it will motivate the team by allowing all team members to be individually accountable for the team performance. The team performance appraisal must not only evaluate the team as a whole as non-performing team members would not be held accountable which would reduce overall morale and motivation of the rest of the team.
When a team evaluation is given, it does not reflect a clear and accurate, fair if we say performance view on what the numbers truly reflect. An individual team member break down should not be ignored as to say who is the weak link or strong link of the team. This can be a loss to improving the team's opportunity of performance and enhancing the team's productivity. When evaluating as a team, a manger has to consider that if great ratings our given as a team that the team could very well be carrying a team member that is truly not performing at an expectable level that individual evaluations would show. On the other hand, the team's rating could also reflect a poor rating because the weak performance is being lead through out the individuals on the team and one team member could possibly be pumping out work at their strongest work level and not be seen and acknowledged for all their hard work due the fact that with the team evaluation, the rating reflects the other team member's bad performance that out number the other team member that was working so hard and strong.
In viewing the team with regards to the unique needs of a team appraisal system, a whole is only as good as the sum of its parts. The difference between a team appraisal system and that of an individual appraisal system, is the team's success depends on each individual doing their part to propel the whole. Therefore, there are a few unique considerations required when dealing with a team.
The performance standards of training teams are:
1. Conducting a team training needs analysis with two objectives: (a) to identify interdependencies among team members and the skills required to master coordination of team tasks and (b) to identify the cognitive skills and knowledge needed to interact as a team (e.g., knowledge of team-member roles and responsibilities).
2. Developing training objectives that address both task-work and teamwork skills. In general, a core set of skills characterizes effective teamwork. These include adaptability, shared awareness of situations, performance monitoring and feedback, leadership/team management, interpersonal skills, coordination, communication, and decision-making skills. Attitudinal skills that characterize effective teamwork include beliefs about the importance of teamwork skills, belief in placing the team's goals above those of individual members, mutual trust, and shared vision. Sequence the training so that trainees can master task-work skills before learning teamwork skills.
3. Designing exercises and training events based on the aforementioned objectives. As with individual training, opportunities for guided practice and constructive feedback are particularly important for team training. This may include, for example, team-coordination training (focusing on teamwork skills that facilitate information exchange, cooperation, and coordination of job-related behaviors); cross-training (providing exposure to and practice with other teammates' tasks, roles, and responsibilities in an effort to increase shared understanding and knowledge among team members); and guided team self-correction (providing guidance to team members in reviewing team events; identifying errors and exchanging feedback; developing plans for the future).
4. Design measures of team effectiveness based on the objectives set above, evaluate the effectiveness of the team training, and use this information to guide future team training.
All of these apply when appraising the team. Therefore, Results-Oriented Rating method of Management by Objectives (MBO) should be use. This method allows the rater to evaluate the individuals of the team and the team as a whole, by rating if they have reached the set objectives (which may include: adaptability, shared awareness of situations, performance monitoring and feedback, leadership/team management, interpersonal skills, coordination, communication, and decision-making skills). Also we as manager's should use Behavioral Checklist and evaluate each member through a set of statements that address beliefs about the importance of teamwork skills, belief in placing the team's goals above those of individual members, mutual trust, information exchange, cooperation, coordination of job-related behaviors, and shared vision. In short, the very topics we practice in training should be used in the workforce, hence, evaluated for performance appraisals.
When considering motivation and expectation factor's a manager must know that there are 3 different types of teams, work or service teams, project teams, and network teams. Work or service teams are engaged on routine tasks, project teams have a specific purpose, and network teams that are not constrained by time or space. One way to raise the teams' motivation and expectation is to set good realistic goals. It has been shown that individuals or teams that set good goal improve performance by about 10 percent.

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