Performance evaluation systems can be classified along a number of dimensions that capture variations in their structure, content, and process characteristics. Among the most important dimensions are the following: 1. Who/what is evaluated? Do we evaluate the individual, the workgroup, the division? 2. Who performs (and has input into) the evaluation? Is it done by each individual's immediate supervisor? Peers, subordinates, or customers? How much input does the person being evaluated has into the evaluation and in appealing the results? 3. Time frame: short to long. What is the time frame over which data are collected (either formally and objectively or informally) before evaluations are rendered?
4. Objective/formulaic versus subjective/impressionistic evaluations. In some cases, performance is measured very objectively, using unambiguous measures of different aspects of performance. For example, a salesperson might be scored on Euros sales, new customers developed, and increases in orders by old customers, and each of these being put on some standard scale (e.g., standard deviations from the mean performance of salesmen in the organization) and then weighted 40%, 40%, and 20%, respectively. In contrast, employees in a facility might be evaluated and rated based on the subjective overall impressions of their immediate superiors. leia todo o artigo
