Performance Management Commons^™

Staff Matters: Implementing A Painless Performance Evaluation Process, Jodi Schafer Sphr, Shrm-Scp

The Journal of the Michigan Dental Association

Jodi Schafer, HRM Services expert, addresses the common struggle of conducting employee evaluations. She emphasizes the importance of frequent, timely feedback and suggests breaking the review process into smaller, more manageable sessions to combat the "Recency Effect." Schafer also advises updating job descriptions, incorporating self-reviews, and simplifying evaluation forms for a more effective process.

An Empirical Study On The Association Between Public Service Motivation And Job Satisfaction, And Other Factors: An Analysis Of Special Ward Employee Data Using Ordinary Least Squares And Quantile Regression Analysis, Reona Hayashi, Takeshi Fukaya, Masatoshi Minowa, Shigeo Nakajima, Shizuka Kajiwara

Japanese Society and Culture

This study aims to identify the association between public service motivation (PSM), job satisfaction, and other factors using ordinary least squares and quantile regression analyses. The following findings were clarified by analysing survey data from approximately 1,600 special ward employees. Job satisfaction, affective organisational commitment, and job performance are positively associated with PSM. Second, job stress and PSM are negatively associated with PSM. Third, there is a stable positive association between affective organisational commitment and PSM regardless of whether affective organisational commitment is high or low. Fourth, as job satisfaction and job performance increased, the positive association between job satisfaction, …

Revisiting The Nexus Between Job Insecurity And Employee Task Performance: Examining The Influence Of Self-Efficacy And Emotional Intelligence In A Mediation–Moderation Model, Adewale Adekiya, Umar Usman

Economic and Business Review

The objective of this study was to examine the relationship between perceived job insecurity and employee task performance. In addition, the moderating influence of emotional intelligence and mediating influence of self-efficacy was examined in this relationship. Through the multi-stage sampling technique, a total of 385 employees were proportionately selected from a cluster that represents three selected Nigerian deposit money banks. Furthermore, a close-ended and structured questionnaire was utilized in a descriptive cross-sectional research design to elicit responses from these employees. A hierarchical moderated regression analysis conducted revealed that perceived job insecurity exercises a significant and negative effect on task performance. …

Staff Matters: How To Address Derogatory Comments Among Staff Members, Jodi Schafer Sphr, Shrm-Scp

The Journal of the Michigan Dental Association

Addressing derogatory comments among staff members requires a systematic approach. Document the incident, meet individually with each employee, and assess their reactions. Responses may vary from denial to remorse. Tailor disciplinary action based on their accountability and alignment with office values. Consider potential legal ramifications and seek HR or legal guidance if needed. Regardless, swift action is essential to maintain a respectful workplace environment.

Staff Matters: Do I Really Need An Employee Handbook?, Jodi Schafer Sphr, Shrm-Scp

The Journal of the Michigan Dental Association

This article underscores the importance of having an employee handbook for even small practices. It emphasizes the handbook as a crucial tool for communicating expectations, providing a defense against employment claims, and ensuring legal compliance. The author advises on essential policies related to legal requirements, "At-Will" status, conduct, compensation, benefits, communication, attendance, and discipline. The article stresses the significance of well-crafted policies to avoid confusion and legal liabilities, recommending professional review before implementation.

Competency-Based Personnel Selection Oklahoma - Site Intervention Logic Model, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Each QIC-WD site developed a logic model to serve as a visual representation of their selected intervention. All logic models included four main components: inputs, activities, outputs, and outcomes. Collectively, these demonstrate the resources and actions required to implement the program, as well as the associated result or changes anticipated through implementation of the program. The hypothesized relationships are represented by the pathways connecting the listed activities and anticipated outcomes. For more information see Site Overview.

Competency-Based Personnel Selection Oklahoma - Evaluation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The QIC-WD evaluation was conducted with the support of the Oklahoma Human Services (OKDHS) to determine if a Competency-based Personnel Selection process was effective in improving workforce and child welfare outcomes.

Research Questions

The primary research questions concerned the ability of the structured hiring tools to predict job performance, tenure, and turnover. It was hypothesized that the use of the standardized hiring process would result in the selection of candidates who performed better and had lower rates of turnover and longer tenure than candidates hired using existing selection processes, see Logic Model. Intermediate outcomes examined included employee feelings of …

Competency-Based Personnel Selection Oklahoma - Theory Of Change, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

During the needs assessment process three areas of opportunity were discussed for possible intervention at the Oklahoma Human Services (OKDHS) Division of Child Welfare Services:

1. hiring of new workers,
2. promotion decisions for lead worker and supervisor positions, and
3. staff recognition and rewards.

Ultimately, one theory of change was developed to step through the “if, then” logic for implementation of a standardized hiring process to improve worker retention and performance.

The theory of change development process was informed by various data examined throughout the needs assessment, input from the Oklahoma QIC-WD Steering Committee, and relevant research and best practice for …

Competency-Based Personnel Selection Oklahoma - Implementation Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Implementation Team

The QIC-WD worked with Oklahoma Human Services (OKDHS) Division of Child Welfare Services to establish a team to lead the development and implementation of their competency-based personnel selection intervention. The implementation team was called the Oklahoma QIC-WD Steering Committee. It included a Programs Analyst from each of the five geographic regions of the state and one from the Foster Care and Adoptions program, the Site Implementation Manager (SIM), the Data Coordinator, project sponsor (Deputy Director), representatives from Human Resources, training partners within OKDHS and from University of Oklahoma Center for Public Management, and three members of …

Supportive Supervision And Resiliency Ohio - Accwic Coaching Curriculum, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Supportive Supervision And Resiliency Ohio - Accwic Training Curriculum, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Supportive Supervision And Resiliency Ohio - Guidance For Coaches: Supporting Resilience, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Supportive Supervision And Resiliency Ohio - Resilience Alliance Facilitator Manual, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Supportive Supervision And Resiliency Ohio - Resilience Alliance Participant Handbook, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Supportive Supervision And Resiliency Ohio - Coaching In Child Welfare 2019 Participant Guide, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Supportive Supervision And Resiliency Ohio - Coaching To Support Resilience Chart, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Supportive Supervision And Resiliency Ohio - Coaching Ohio Flyer 2018, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Supportive Supervision And Resiliency Ohio - Coaching Ohio Flyer 2019, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

No abstract provided.

Supportive Supervision And Resiliency Ohio - Final Summary, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

Supportive Supervision and a Resilient Workforce

Ohio Department of Job and Family Services (ODJFS) is a state-led, county-administered child welfare system. Ohio’s 83 single-county agencies and two multi-county agencies are responsible for the delivery of child protective services and ongoing case management in Ohio’s 88 counties. In 2017, ODJFS had an annual turnover rate of about 27%. They applied to be a Quality Improvement Center for Workforce Development (QIC-WD) site with the goal of strengthening their child welfare workforce.

When ODJFS started working with the QIC-WD, a Workforce Implementation Team (WIT) was established to participate in a needs assessment process, …

Supportive Supervision And Resiliency Ohio - Site Overview, Quality Improvement Center For Workforce Development (Qic-Wd)

Intervention Summaries

The Ohio Department of Job and Family Services (ODJFS), through the Office of Families and Children (OFC), is responsible for Ohio’s state-supervised, county-administered child welfare system. Ohio’s 83 single-county agencies and two multi-county agencies are responsible for the delivery of child protective services and ongoing case management in Ohio’s 88 counties. Sixty-three agencies are housed in a county ODJFS department, overseen by county commissioners, and 22 children services boards are stand-alone child welfare agencies overseen by citizens appointed by county commissioners.

OFC is responsible for state-level administration and oversight of programs that prevent child abuse and neglect; provide services to …