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ABSTRACT
INTRODUCTION
performance improvement. The present paper has been written as part of the
research project under the nationwide research scheme of Scientific Grant
Agency (VEGA) No. 1/0309/18 Social Networks in Human Resource
Management.
of the
employee focuses their work efforts. Job performance means the degree of
[7].
Traditionally, the performance of an employee, team, and that of the entire
organization, has been referred to as output[5], [6]. This traditional approach
emphasised the immediate and measurable amount of work done. However,
performance is also the way in which an employee performs and behaves[1], [4].
When evaluating employees, not only various methods can be used, but also more
evaluators, customers, co-workers, superiors, subordinates, teams, a group of
experts, etc. can be involved. In the following part, we focus only on the
evaluation methods that are used in enterprises involved in our empirical research.
Alternative evaluation is based on identifying at first the best and the worst
employee, and then the second best and the second worst one, etc. In this way, the
list is gradually filled up from the top and bottom towards the centre.
Evaluation report.
and assessment of the strengths and weaknesses of employee behaviour over a
certain period of time. The assessment is based on a description of the course and
most important in the employee profile and influence their work performance.
The starting point for compiling the report can be different records of the relevant
line manager in the form of logs, in which all the relevant data and situations are
captured.
[8]. Random selection was applied in choosing respondents. The survey was
conducted by means of the questionnaire method. For the preparation of the
questionnaire method, the interview method was used, which enabled us a direct
contact with a narrow group of respondents. The interview provided us with initial
information about the approaches and ways of conducting control activity in
enterprises. Of the originally distributed 270 questionnaires, we could consider
180 questionnaires for the purposes of our statistical evaluation. Respondents
came from three types of businesses by size: 55 respondents from small
businesses; 75 respondents from medium sized businesses; and 50 respondents
from large businesses. We selected a proportionate representation of enterprises
by size, within a 270-member survey. The return of the questionnaires together
with the usefulness of the data in the questionnaire received was 67%.
Statistically, we evaluated opinions of 180 respondents. Research was carried out
in broader contexts but, given the scope limitation of the paper, we focus on
selected methods of employee performance evaluation.
Respondents had the option to specify the maximum of four methods most
commonly used to assess work performance. The evaluation interview is used in
all analysed businesses. The assessment interview is a form of applying employee
wn that high utilisation is based
on established targets in small businesses. In medium-sized and large enterprises,
it is also supplemented with the evaluation based on the rating scale. In medium-
sized and large enterprises, the assessment centre is often used. Self-assessment
is applied in numerous small enterprises, while the application of this method is
negligible in medium and large enterprises. Small and medium-sized enterprises
also use evaluation reports. In all the three types of businesses, the evaluation is
based on an integrated approach involving both the manager and the employee,
which assumes a continuous process of communication between them. Its aim is
maintaining and improving work performance, while it also includes the planning
of learning opportunities.
that of the evaluation interview, not only in terms of analysis of the results
achieved, but also from the aspect of setting new work objectives and performance
requirements for the following period. Direct engagement and interview
conducted by superiors has not only a stimulating but also highly motivating
impact on setting goals and their achievement.
CONCLUSION
also the
this process is mutual learning and improvement.
ACKNOWLEDGEMENTS
The present paper has been written as part of the research project under the
nationwide research scheme of Scientific Grant Agency (VEGA) No. 1/0309/18
Social Networks in Human Resource Management.
REFERENCES
[1] Armstrong, M., Performance management. Key strategies and practical
guidelines. Second edition. London, 2000;
[2] Bacal, R., Performance management. United States, 1999.
[3] Hartle, F., Transforming the performance management process. London,
1997.