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Company’s Performance Management

Company Profile

XYZ Company operates with highly skilled, experienced workers who share the

same vision as its management in bringing the company forward by employing

impeccable standards in quality vis-à-vis punctuality when completing projects. Due

to the meticulous manner, keen eye for detail and dedication to service by the

workforce, XYZ Company consequently acquired a reputation for dependability and

tastefulness. But despite its significant achievements, XYZ Company never wavered

in its drive for excellence. XYZ Company continues to learn, improve and grow

through constant research and training.

Services

FAST DESIGN CONSTRUCTION

Phased or fast-track is a partnership between the project owner, architect and XYZ

Company that allows the project to be started as soon as a portion of the design is

complete and approved, rather than waiting for completion of the entire project

design. This format allows projects to be completed sooner for the owner's use and

benefit, while reducing construction costs and making money for the owner by

providing early use of the facility. XYZ Company has completed significant fast-track

projects in as little as five months.

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COMPETITIVE BID

XYZ Company is successful as a competitive bidder and participant in the traditional

"design, bid, build" construction delivery system. This process requires skilled

estimating, securing of responsible and competitive subcontractors and establishing

responsible and fair fees. Our estimators are proficient, competitive and

knowledgeable of the dynamic market conditions -- keeping XYZ Company informed

and prepared to participate in competitive market bids.

DESIGN & BUILD

Increasingly, many owners are utilizing the design/build process, where an owner

does not have to dedicate, develop, or commit personnel resources to the process

of selection and management of a construction team. XYZ Company has the ability

to be responsible for the entire design and construction process. With the needs of

the owner in mind, XYZ Company supervises the overall architectural, engineering,

bidding, contracting, building and inspection from the beginning to the end of the

project.

VALUE ENGINEER

XYZ Company expertise with this design review process is one of the ways we can

save owners money. Value engineering involves critical evaluations of the many

elements of a building to determine if there are other products or systems that

provide savings while ensuring quality. XYZ Company personnel will also examine
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the projected costs of materials and construction operation (Life-Cycle Costing) and

will establish rational and efficient procedures for field execution (Constructability

Studies) as part of the value engineering evaluation.

PARTNERSHIP

The partnerships we establish with owners, consultants and subcontractors have

earned XYZ Company a respect that we are determined to uphold. Beginning with

the president, through the project managers and to the on-site workers, we

understand how hard it is to gain someone's trust, and how easily it can be lost. We

emphasize maintaining the lines of communication to help everyone understand

each other's issues and concerns. This approach has created solid partnerships,

resulting in greater client satisfaction.

XYZ Company CONSTRUCTION

Company works hand-in-hand with architects, engineers, owners, subcontractors,

and crew members to complete the job right...on time and within budget. We

constantly troubleshoot the project and work cooperatively with other professionals

to develop and implement plans. We know through experience that by promoting

teamwork and strong rapport, construction problems are minimized

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1. Vision, Mission, Goals, and Objectives

Vision

To be a diverse family owned construction and asset management business

that will grow to be the most respected in the industry.

Mission

XYZ Company works closely with the building's owner and architect to plan

and manage the entire construction process. Our project oversight ensures

timely scheduling and cost-effective budgeting without sacrificing quality

building standards.

XYZ Company delivers highly competitive, quality construction work in large

part due to our seasoned, in-house personnel and our ability to perform a

significant amount of the work with our own forces.

Goals

The company will provide a product with high quality standards, as guided by

our commitment to undertake every project as a testament to our passion to

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build. For us, no cost is too high in keeping our integrity. The company also

adheres to superior client service through:

 Creating a management structure to best suit our client’s need;

 Provision of accurate and detailed cost estimates.

 Proficient and on-time scheduling;

 Providing clients with accurate reports on weekly and monthly basis;

 Adhering to strict standards through execution in accordance with

specifications and proper construction methodology;

 Responding to client’s changing needs during construction through an

open line of communication; and

 Building lasting relationship by catering to our client’s needs with

service beyond the terms of our contracts.

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2. XYZ Company Measuring Performance

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3. Factors to be considered in measuring performance.

a. Dedication

- Dedication is an exceedingly strong feeling of support and loyalty

for something or someone. To run any successful enterprise you

must have available, and be able to depend upon, dedicated

employees.

Dedication is one of three attributes or hallmarks of worker

engagement, the other two being vigor and absorption. Engaged

employees are what every employer wants. Feeling engaged at

work is what every employee wants. To feel engaged while on-the-

job is to love one’s work.

b. Performance

- Employee performance is defined as whether a person executes

their job duties and responsibilities well. Many companies assess

their employee's performance on an annual or quarterly basis in

order to define certain areas that need improvement. Performance

is a critical factor in organizational success.

c. Cooperation

- Cooperation in the workplace is perhaps one of the most important

influences on productivity, especially in a team-based environment.

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When each person relies on input or task completion from others,

things go smoothly; when one person is uncooperative, the entire

process slows down.

d. Initiative

- An initiative is the first in a series of actions. Initiative can also

mean a personal quality that shows a willingness to get things done

and take responsibility. An initiative is the start of something, with

the hope that it will continue. Government and business start

initiatives all the time.

e. Communication

- An initiative is the first in a series of actions. Initiative can also

mean a personal quality that shows a willingness to get things done

and take responsibility. An initiative is the start of something, with

the hope that it will continue. Government and business start

initiatives all the time.

f. Teamwork

- Teamwork is when workers combine their individual skills in pursuit

of a goal. Important teamwork skills in the workplace include

helping and guiding, persuading, sharing openly and willingly, being

an active participant, being flexible, and showing commitment.

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Teamwork also allows for helping another team member when you

have finished your workload.

g. Character

- Showing good character in the workplace sets you apart as a

trustworthy individual and can help you attract allies, gain the support

of colleagues and superiors, and improve your career trajectory.

h. Responsiveness

- A major factor for a positive professional brand, and in turn,

a successful work life, is responsiveness. In today’s workplaces,

hardly anyone works completely independently and alone. This

means that people need to be able to depend on you.

Responsiveness is an indicator of good time management skills. It

shows that you have it together, but it also shows that you also

care about the person—building powerful trust.

i. Personality

- Personality affects all aspects of a person's performance, even how

he reacts to situations on the job. Not every personality is suited for

every job position, so it's important to recognize personality traits

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and pair employees with the duties that fit their personalities the

best.

j. Appearance

- Dressing well will not only increase your self-confidence but it will

also impress and attracts other people. Proper grooming and a

professional appearance are important to gain respect in the

workplace. The way you look and carry yourself creates an

impression on the people you work alongside.

k. Work Habits

- With good organizational habits, such as time management, note

taking and paying attention to details, workers can find success in

their professional and personal lives. That's because getting

organized helps people to focus on what needs to be done. Using

tools such as calendars, to-do lists and email reminders, workers

can work more efficiently and complete tasks by their deadlines.

They can show the people in their workplace they are professionals

who are seriously committed to achieving their work goals and

even helping others succeed.

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There are some work habits that all employers hope their new hires

will have. Consider how you match up to the attributes of the "perfect

worker."

 Punctuality— being on time every day

 Attendance—being at work unless you are truly ill or there is an

emergency

 Productivity—working to assure both quality and quantity

measures are met

 Initiative—starting work without being told to do so

 Cooperation—getting along with people (boss, co-workers, and

customers)

 Attention to Details—following rules or directions

 Accuracy—not making mistakes

 Adaptability—can do more than one job task

 Diligence—improving job performance routinely

 Appearance—always in appropriate clothing and accessories

 Open-mindedness—accepts constructive criticism

 Honesty and Trustworthiness—doesn't cheat, steal, or lie

Consider how many of the work habits listed above you

demonstrate in your current work, school, or home situation. Are

there habits you need to improve—what are they? How can you
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improve in these areas as a job seeker who is blind or visually

impaired?

4. Determining Productivity

The two most important measures of labour productivity are:

• The effectiveness with which labour is used in the construction

process;

• The relative efficiency of labour doing what it is required to do at a

given time and place.

5. Rewarding Performance

Meaningful reward and recognition strategies can positively influence

employee attitudes and behaviour.

There are different types of reward programs aimed at both individual

and team performance.

Variable Pay or pay-for-performance is a compensation program in

which a portion of a person's pay is considered "at risk." Variable pay

can be tied to the performance of the company, the results of a

business unit, an individual's accomplishments, or any combination of

these. It can take many forms, including bonus programs, stock

options, and one-time awards for significant accomplishments. Some

companies choose to pay their employees less than competitors but

attempt to motivate and reward employees using a variable pay

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program instead. Good incentive pay packages provide an optimal

challenge, one that stretches employees but remains in reach. If too

much is required to reach the goal, the program will be ignored.

Bonuses

They usually reward individual accomplishment and are frequently

used in sales organizations to encourage salespersons to generate

additional business or higher profits. They can also be used, however,

to recognize group accomplishments. Indeed, increasing numbers of

businesses have switched from individual bonus programs to one

which rewards contributions to corporate performance at group,

departmental, or company-wide levels. According to some experts,

small businesses interested in long-term benefits should probably

consider another type of reward. Bonuses are generally short-term

motivators. By rewarding an employee's performance for the previous

year, they encourage a short-term perspective rather than future-

oriented accomplishments. In addition, these programs need to be

carefully structured to ensure they are rewarding accomplishments

above and beyond an individual or group's basic functions. Otherwise,

they run the risk of being perceived of as entitlements or regular merit

pay, rather than a reward for outstanding work. Proponents, however,

contend that bonuses are a perfectly legitimate means of rewarding

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outstanding performance, and they argue that such compensation can

actually be a powerful tool to encourage future top-level efforts.

Profit sharing refers to the strategy of creating a pool of monies to be

disbursed to employees by taking a stated percentage of a company's

profits. The amount given to an employee is usually equal to a

percentage of the employee's salary and is disbursed after a business

closes its books for the year. The benefits can be provided either in

actual cash or via contributions to employee's 401(k) plans. A benefit

for a company offering this type of reward is that it can keep fixed

costs low.

The idea behind profit sharing is to reward employees for their to a

company's achieved profit goal. It encourages employees to stay put

because it is usually structured to reward employees who stay with the

company; most profit sharing programs require an employee to be

vested in the program over a number of years before receiving any

money. Unless well managed, profit sharing may not properly motivate

individuals if all receive the share anyway. A team spirit (everyone

pulling together to achieve that profit) can counter this—especially if it

arises from the employees and is not just management propaganda.

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Stock Options

Previously the territory of upper management and large companies,

stock options have become an increasingly popular method in recent

years of rewarding middle management and other employees in both

mature companies and start-ups. Employee stock-option programs

give employees the right to buy a specified number of a company's

shares at a fixed price for a specified period of time (usually around ten

years). They are generally authorized by a company's board of

directors and approved by its shareholders. The number of options a

company can award to employees is usually equal to a certain

percentage of the company's shares outstanding.

Like profit sharing plans, stock options usually reward employees for

sticking around, serving as a long-term motivator. Once an employee

has been with a company for a certain period of time (usually around

four years), he or she is fully vested in the program. If the employee

leaves the company prior to being fully vested, those options are

cancelled. After an employee becomes fully vested in the program, he

or she can purchase from the company an allotted number of shares at

the strike price (or the fixed price originally agreed to). This purchase is

known as "exercising" stock options. After purchasing the stock, the

employee can either retain it or sell it on the open market with the
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difference in strike price and market price being the employee's gain in

the value of the shares.

Offering additional stock in this manner presents risks for both the

company and the employee. If the option's strike price is higher than

the market price of the stock, the employee's option is worthless.

When an employee exercises an option, the company is required to

issue a new share of stock that can be publicly traded. The company's

market capitalization grows by the market price of the share, rather

than the strike price that the employee purchases the stock for. The

possibility of reduction of company earnings (impacting both the

company and shareholders) arises when the company has a greater

number of shares outstanding. To keep ahead of this possibility,

earnings must increase at a rate equal to the rate at which outstanding

shares increase. Otherwise, the company must repurchase shares on

the open market to reduce the number of outstanding shares.

One benefit to offering stock options is a company's ability to take a tax

deduction for compensation expense when it issues shares to

employees who are exercising their options. Another benefit to offering

options is that while they could be considered a portion of

compensation, current accounting methods do not require businesses

to show options as an expense on their books. This tends to inflate the

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value of a company. Companies should think carefully about this as a

benefit, however. If accounting rules were to become more

conservative, corporate earnings could be impacted as a result.

GROUP-BASED REWARD SYSTEMS

As more small businesses use team structures to reach their goals,

many entrepreneurs look for ways to reward cooperation between

departments and individuals. Bonuses, profit sharing, and stock

options can all be used to reward team and group accomplishments.

An entrepreneur can choose to reward individual or group

contributions or a combination of the two. Group-based reward

systems are based on a measurement of team performance, with

individual rewards received on the basis of this performance. While

these systems encourage individual efforts toward common business

goals, they also tend to reward under-performing employees along

with average and above-average employees. A reward program which

recognizes individual achievements in addition to team performance

can provide extra incentive for employees.

RECOGNITION PROGRAMS

For small business owners and other managers, a recognition program

may appear to be merely extra effort on their part with few tangible

returns in terms of employee performance. While most employees

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certainly appreciate monetary awards for a job well done, many people

merely seek recognition of their hard work. For an entrepreneur with

more ingenuity than cash available, this presents an opportunity to

motivate employees.
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6. Current Job Evaluation Form

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Proposed Job Evaluation form

Graphic Rating Scale

The graphic rating scale, a behavioral method, is perhaps the most popular choice

for performance evaluations. This type of evaluation lists traits required for the job

and asks the source to rate the individual on each attribute. A discrete scale is one

that shows a number of different points. The ratings can include a scale of 1–10;

excellent, average, or poor; or meets, exceeds, or doesn’t meet expectations, for

example. A continuous scale shows a scale and the manager puts a mark on the

continuum scale that best represents the employee’s performance. For example:

Poor — — — — — — — — Excellent

The disadvantage of this type of scale is the subjectivity that can occur. This type of

scale focuses on behavioral traits and is not specific enough to some jobs.

Development of specific criteria can save an organization in legal costs. For

example, in Thomas v. IBM, IBM was able to successfully defend accusations of age

discrimination because of the objective criteria the employee (Thomas) had been

rated on.

Many organizations use a graphic rating scale in conjunction with other appraisal

methods to further solidify the tool’s validity. For example, some organizations use a

mixed standard scale, which is similar to a graphic rating scale. This scale includes

a series of mixed statements representing excellent, average, and poor

performance, and the manager is asked to rate a “+” (performance is better than
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stated), “0” (performance is at stated level), or “−” (performance is below stated

level). Mixed standard statements might include the following:

The employee gets along with most coworkers and has had only a few interpersonal

issues.

 This employee takes initiative.

 The employee consistently turns in below-average work.

 The employee always meets established deadlines.

Essay Appraisal

In an essay appraisal, the source answers a series of questions about the

employee’s performance in essay form. This can be a trait method and/or a

behavioral method, depending on how the manager writes the essay. These

statements may include strengths and weaknesses about the employee or

statements about past performance. They can also include specific examples of past

performance. The disadvantage of this type of method (when not combined with

other rating systems) is that the manager’s writing ability can contribute to the

effectiveness of the evaluation. Also, managers may write less or more, which

means less consistency between performance appraisals by various managers.

Checklist Scale

A checklist method for performance evaluations lessens the subjectivity, although

subjectivity will still be present in this type of rating system. With a checklist scale, a
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series of questions is asked and the manager simply responds yes or no to the

questions, which can fall into either the behavioral or the trait method, or both.

Another variation to this scale is a check mark in the criteria the employee meets,

and a blank in the areas the employee does not meet. The challenge with this format

is that it doesn’t allow more detailed answers and analysis of the performance

criteria, unless combined with another method, such as essay ratings.

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Graphic Rating Scale

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Essay Rating
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Checklist Scale
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REFFERENCES:

http://open.lib.umn.edu/humanresourcemanagement/chapter/11-2-appraisal-

methods/

http://home.uchicago.edu/syverson/productivitysurvey.pdf

http://web.mit.edu/parmstr/Public/NRCan/nrcc37001.pdf

https://voxeu.org/article/what-determines-productivity

https://www.otago.ac.nz/humanresources/otago062636.pdf