scholarly journals A case study: the development and implementation of a performance evaluation system for an intermediate education agency

1993 ◽  
Author(s):  
Debra J. Owens VanGorp
Keyword(s):  
Performance Evaluation ◽  
Evaluation System ◽  
Performance Evaluation System ◽  
Education Agency ◽  
A Performance

A Performance Evaluation System for Professional Support Personnel

1992 ◽  
Vol 14 (2) ◽  
pp. 175-180 ◽  
Author(s):  
James H. Stronge ◽  
Virginia M. Helm
Keyword(s):  
Performance Evaluation ◽  
Conceptual Framework ◽  
Evaluation System ◽  
Professional Support ◽  
Classroom Teachers ◽  
Support Personnel ◽  
Education Professionals ◽  
Performance Evaluation System ◽  
System Characteristics ◽  
A Performance

The evaluation of educators has focused historically on classroom teachers, although the last decade brought additional attention to the evaluation of principals and superintendents. This note presents a performance evaluation system designed for evaluating professional support personnel (e.g., counselors, deans, librarians). A conceptual framework for the system is provided, including recommended steps in evaluating support personnel and emphasizing both goal and improvement orientations. Finally, while the evaluation system is designed for professional support personnel, system characteristics that may be generalizable to other education professionals are discussed.

Performance Appraisal Systems, Productivity, and Motivation: A Case Study

2002 ◽  
Vol 31 (2) ◽  
pp. 141-159 ◽  
Author(s):  
Bonnie G. Mani
Keyword(s):  
North Carolina ◽  
Performance Evaluation ◽  
Performance Appraisal ◽  
Evaluation System ◽  
Performance Evaluation System ◽  
Reliable Performance ◽  
Appraisal Systems ◽  
East Carolina University

One would expect a valid, reliable performance evaluation system to give employees and managers data about employees' strengths and needs for development. If these data are used to reinforce employees' strengths and to plan and provide developmental assignments in areas of need, then one might also expect improvements in morale, motivation, and productivity. This paper explores employees' and administrators' perceptions of a system with these goals, a system specifically designed to appraise performance of North Carolina “Subject to the Personnel Act” (SPA) employees at East Carolina University. The data show that a large proportion of employees, but no supervisors, are dissatisfied with the system; that neither the number of subordinates nor the time spent evaluating employees under the system affects supervisors' satisfaction with the system; and that employees' perceptions of the fairness of the system is related to trust and satisfaction with their supervisors but not with compliance with the program's procedures. Although various factors motivate employees and supervisors, pay is very important. So the legislature's failure to appropriate funds to reward employees who excel undermines the system's effectiveness. There is a need for further research to explore the relationships between employees' ratings and their race and sex. Introduction

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