. Performance Measurement : You have been hired to develop a performance evaluat
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Question
. Performance Measurement: You have been hired to develop a performance evaluation tool for the job of a Starbucks Barista. The barista’s primary duties and responsibilities are:
Assisting customers, processing customer payments, explaining menu items and making drink suggestions, determining inventory supplies and needs, maintaining store cleanliness, and, of course, preparing outstanding drinks.
In developing an evaluation tool, you have decided to include three objective and three judgmental performance measures. For each of your measures, explain what it is, how you intend to measure or evaluate it, and how will you determine what constitutes good performance and poor performance. It should look something like this:
A. Objective Performance Measure 1 (repeat this for measures 2 and 3)
•Definition
•How measured
•How to differentiate good performance and poor performance
B. Judgmental Performance Measure 1 (repeat this for measures 2 and 3)
•Definition
•How measured
•How to differentiate good performance and poor performance
For example, if I developed a performance evaluation for an automotive mechanic, I could start with this:
Definition:
This would be defined as the number of basic services performed which includes: oil changes, minor tune ups, tire installations, belt changes, sensor replacements,and other services that are typically under $350
How measured :
This would be measured by counting the number of these services performed in a given calendar month
How to differentiate good performance and poor performance
Various performance levels could be determined by comparing to the average number of services a competent employee performs per month. If the number is about the same (within a standard deviation) this could represent “satisfactory” performance, if the number of services is more than 1 sd above the mean level, it would represent “outstanding” performance, and if the number of services is less than 1 sd below the mean, it would represent “unsatisfactory” performance.
Explanation / Answer
A1). Objective Performance Measure 1
Attendance or absence rate
•Definition
The state of attending work regularly
•How measured
The formula for calculating absent rate is given below
Total number of absent days/total number of working days X 100
•How to differentiate good performance and poor performance
The ideal rate of absentism varies accross organisation. A bench marking of ideal absentism rate should be indentified. In the US the absentism rate for 'Food preparation and serving related occupations' is 3.2. Anything more than 3.2 should be considered as poor performance
A2). Objective Performance Measure 2
Knowledge of work
•Definition
Employees knowledge, skill set, expertise, attitude which are essential for effective delivery of service
•How measured
Multiple-Choice test. The questions would consists of work related question on Customer assistance,menu items,preparation of drinks etc
•How to differentiate good performance and poor performance
A minimum of 70 % should be kept as bench mark to pass the multiple-choice test.
Employees falling below 70% should be considered as poor performers and given adequate training
Employees above the bench mark are good performers.
A3). Objective Performance Measure 3
Personal appearance
•Definition
Neatness and personal hygiene accorrding to the postion held
•How measured
The following criterias should be considered for personal hygiene
a) Following the dress code
b) Polished shoes
c) Use of deodorant
d) Proper hair cut and style
•How to differentiate good performance and poor performance
A check list has to be prepared for all the conditions that are deemed necessary for good hygiene. The checklist has to be checked everyday by the manager and employees who consistently do not adhere to the hygiene conditons are poor performers
The rate for good performance should be 100 %.
B1) . Judgmental Performance Measure 1
leadership
•Definition
Effectivenes in accomplishing assigned work through subordinates by minimal intervention from the higher up.
•How measured
The leadership skill should be measured for
a) Clarity of communication;-Was the employee able to convey what works needs to be done effectively to subordinate.
b) Personal integrity:-Does the employees stand for something meaningfull beyond oneself
c) Establishing challenging goals for self and sub oridnates
•How to differentiate good performance and poor performance
The manager should rate the employee according to the following values
outstanding,Meets expectation,Below expectation,Unsatisfactory.
Candidates rated as Outstanding and Meets expectation by the manager are good performers.
Candidates rated as Below expectation,Unsatisfactory by the manager are poor performers.
B2). Judgmental Performance Measure 2
Team work
•Definition
How well the individual gets along with fellow employees
•How measured
The team work of an individual can measured by developing a Likert scale( Strongly agree to strongly disagree) on the various dimension of team work such as How well individual gets along with fellow employees,co-operative spirit, respect to co-workers . The likert scale then has to administered to other workers to get a response.
•How to differentiate good performance and poor performance
If 80 % of the employees respond as Strongly agree or agree then the employee is a good performer.
If the employees fails to get 80% benchmark then he is a poor performer.
B3). Judgmental Performance Measure 3
Responsiveness
•Definition
It is the ability to react quickly and in a positive way to the assigened work
•How measured
It can be measured by the amount of time taken to complete a work. The managers view on the employees when the work was assigned also is a important factor.
•How to differentiate good performance and poor performance
If a employee takes less time to complete a task, and the manager feels that the attituded and work of employee is satisfactory, then the employee is good performer. If not, the he is a poor performer.
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