Factors to evaluate and follow up the performance of employees
Performance evaluation factors are threefold: personality, behavior, and outcomes.
Although personal factors are important in performance, they must be carefully and carefully evaluated because of the difficulty of objectively evaluating them.
It is possible to observe both behavioral factors, but the results are so difficult in the personal factor. The assessment of the personality factor can be inferred through observed behavior and results achieved.
The results are the final outcome of the performance. It is the first goal of the evaluation (often) and is easy to measure in most cases, but it takes the use of personal judgment to evaluate results in jobs that provide services
No commodity products Here we must identify:
Quantity: Any size of the results is expected
Quality: Any quality of hotel services provided compared to the expected quality
Cost: The cost of achieving results compared to the budget
Timing Achievement: Any time taken in production compared to the time limit
What is the behavior, measured objectively as the results, and returned to follow the evaluation of the behavior factor based on the following elements
Leadership: The employee’s desire to guide others and influence them and their willingness to accept his guidance.
Planning: Ability to look ahead and develop an appropriate work program.
Organization: The employee’s ability to recruit between the required work and available resources in an effective manner
Prioritization: Any treatment that is important before least important
Delegation: The employee’s desire to delegate authority and ability
Oversight: The employee’s desire and ability to control
Oral communication: The skill of oral expression of ideas
Written communication: The employee’s willingness to communicate in writing and his ability to do so
Cleanliness: The role of the employee in the cleanliness and organization of the workplace
Personality Although it is a key factor in the evaluation, it is difficult to evaluate the elements, because of the ambiguity of the words that describe them leading to an unimportant objective evaluation. A single element has many definitions, since every hotel president or hotel manager or supervisor can provide a definition of the dependence on others. There is also no agreement on personality that contributes to performance. (1)
(1) Mario A. Heinz, Performance Management, d. Mahmoud Morsi and Dr. Zuhair Sabbagh (Riyadh) Institute of Public Administration 1988 p. 179
Quality: Any quality of hotel services provided compared to the expected quality
Cost: The cost of achieving results compared to the budget
Timing Achievement: Any time taken in production compared to the time limit
Planning: Ability to look ahead and develop an appropriate work program.
Organization: The employee’s ability to recruit between the required work and available resources in an effective manner
Prioritization: Any treatment that is important before least important
Delegation: The employee’s desire to delegate authority and ability
Oversight: The employee’s desire and ability to control
Oral communication: The skill of oral expression of ideas
Written communication: The employee’s willingness to communicate in writing and his ability to do so
Cleanliness: The role of the employee in the cleanliness and organization of the workplace
(1) Mario A. Heinz, Performance Management, d. Mahmoud Morsi and Dr. Zuhair Sabbagh (Riyadh) Institute of Public Administration 1988 p. 179
