Performance Appraisal

A Subjective Model for Executive Staff

(Managers/ Supervisors)

Section 1

1. Name of Staff :
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2. Job Title/Grade :
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3. Department :
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4. Length of Service :
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5. Time in Present Post :

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6. Date of Last Appraisal :

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Name of Appraiser :
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Signature of Appraiser :
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Date of Appraisal :
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Description of Principal Duties of Appraised:

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Section 2

Individual Attributes (See definition on pages 54-55)

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Team Work

Loyalty to the organization

Cooperation

Work Accuracy

Adaptability

Social Attributes

Initiative

Knowledge of Work

Managerial Competence

Sub-Total
Final Total
Total on Previous Appraisal

Section 3 - Performance in job-improvement required at last review.

What improvement was required at last review?

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What improvement has occurred since last review?

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Assessment of performance in job since last review.

Assessment
Key Areas Out- Very Below Unsatis-
of Job standing Effective Average Average factory
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Section 4 Overall summary of performance including an assessment of the extent to which the
job is being done fully and well.

Indicate the main strengths of employee:

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Indicate main weaknesses of employee:

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Section 5: Were the set of objectives achieved -indicate performance

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Section 6: Objectives/Action Plan - Establish objectives and areas for improved with targets

Objectives Targets to be Achieved Time Scale

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Section 7: Future Development -Indicate Potential

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Section 8: Appraisee's Comments - which will be reviewed be the reviewed by the Head of the
Department.

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Signature of Appraisee:__________________________________ Date: ___________________

DEFINITIONS OF INDIVIDUAL ATTRIBUTES

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Attributes Outstanding
His/her presence puts heart into others
and his/her example gives them an
excellent standard by which to judge
Leadership their own behavior. He/She demands
nothing of others that he/she is not
prepared to give at least an equal
measure him/herself. His/Her
subordinates respond eagerly to his/her
directions and he/she commands
obedience with rank and affection with
impartiality. His/her juniors know that
they can count on his/her understanding
sympathy.
Teamwork A highly respected and effective team
member who works in harmony with
others. Tactful and helpful to everyone
at all time, he/she participates fully in a
wide range of activities and adopts the
right approach to superiors and
subordinates alike. His/Her presence in
a team gives it a high chance of
success.
An individual who places the
organization's interests above his/her
own. He/She has a profound affection
Loyalty for the organization and is enthusiastic
fulfilling his/her responsibilities.
He/She is unswerving in his/her
support for superiors and juniors alike
and can always be trusted to give
impartial advice.
Peers, subordinates and superiors
Cooperation regard him as someone who considers
others before him/herself -nothing too
much trouble.
He/She will always ensure accuracy in
his/her work and will be known as a
Accuracy person whose work does not need
checking.
Attributes Outstanding
An individual who possesses the total
capability of adjusting his/her approach
and relationship to people, tasks and
Adaptability situation to suit to circumstances
without abrogating his/her principles or
Unsatisfactory
He/She exercises little influence over
his/her subordinates other than by
his/her poor example. He/She accepts
from others his/her own low standard
of discipline and his/her temperament
makes him/her incapable of effective
command. He/She is inconsiderate for
the feelings of others and takes no
interest in his/her subordinates, their
welfare or domestic circumstances.
Solitary and tactless, does not easily
respond to the ideas of others, and
unyielding. His/Her abrasive manner
invites a hostile response, he/she is a
disruptive element in team activities
and is best left to work on his/her own.
His/Her chief obligation to his/her own
selfish purposes-he/she is in the
organization for what he/she can get
out of it. He/She sees very little value
in the profit virtues. Whilst his/her
ability may not be in doubt, his/her
support would be suspect at times of
need.
He/She will always find a reason why
he/she cannot do something. When
instructed to do something will usually
moan about it to his/her superior and/or
others.
He/She will have developed reputation
where his/her work always needs
checking and invariably contains errors
and inaccuracies. The general quality
of his/her work is poor.
Unsatisfactory
An individual who is incapable of
adjusting his/her approach and
relationship to people, tasks and
situation to suit various circumstances.
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 becoming what might be regarded as a
spineless individual.
At ease in every company and in all An awkward individual given to
situations he/she displays the utmost discourtesy and insensitive to the
courtesy and consideration for others. feelings of others. An insignificant
Social His/Her fine presence and his/her figure matched by a slovenly
Attributes inspired an immaculate turn out, appearance. His/Her sense of humor is
together with his/her well balanced invariably misplaced.
humor, enlivens every occasion.
An individual who makes a decision An individual who is unlikely to make
and/or takes action in circumstance a decision or take action unless there is
Initiative where there is no prescribed guidance, a prescribed guidance or he/she has
and in which the decision is likely to referred the matter to a superior even
create a significant precedent. then the decision is unlikely to create a
significant precedent.
An individual who has a total An individual who is likely to be
command of all the knowledge required lacking in knowledge relating to some
Knowledge to undertake, in a any circumstances, tasks which he/she may be expected to
all the tasks he/she is likely to meet. encounter.
Exceptionally capable in providing Fails to provide effective supervisory
effective control, foreseeing or managerial control over his/her
difficulties, dangers, and correcting subordinates, is a poor
errors, whilst allowing the optimum organizer/planner, who works without
Managerial delegation of authority. A master at method of foresight. Seldom evaluates
Competence organization and planning, who is correctly the results achieved. Over or
quick to recognize priorities to put under delegates responsibility. Has
them into effect, logically and little sense of cost-effectiveness and
systematically, and who is able to either fails to detect most areas or
evaluate accurately the results allows areas to go unchecked in his/her
achieved. He/She employs the subordinates.
resources under his/her control in the
most economic way.