User:Recreation415/Performance Appraisal in Sport

Performance appraisal
A measure of an employees work ethic and productivity. It benefits both the employee and the company by addressing issues such as attendance, initiative, attitude, judgement and work quality. It benefits the business by providing ways for employees to improve or maintain their job standards. A performance appraisal identifies who is ready for a promotion. The employee needs to be shown how they can be more effictive or productive and pont out improvements where they are needed. Performance appraisals also need to have dates or goasl wehn the employee needs to improve by. (Sheryl Faber, 2010)(cc-Mike Wood)(cc-Josh Fleming - formatting)

Performance Appraisal in Sport Management
Performance appraisals serve the organizational purpose of comparing an individuals performance with a set of standards. They can also used as feedback to individuals in order to influence and enhance performance.

There are administrative and developmental purposes for performance appraisal: Administrative- to give feedback to subordinates so that they know where they stand, develop valid data for pay, and help the manager in making discharge and retention decisions. Developmental- Geared toward helping the members develop their skills and capabilities. Every job is characterized by core and peripheral elements.

Different types of Functions of a Performance Appraisal
Within-person Development- Prodvide feedback, Identify strengths and weaknesses, Determine transfers and assignments, Identify individual training needs. (Chelladurai, 2006. pg.214)

Between-person Evaluation- Administer salary, Recognize good performance, Identify poor performance, Decide on promotions, retentions, and terminations. (Chelladurai, 2006. pg 214)

Systems Maintenance- Develop individual corporate goals, Evaluate goal attainment by individuals and units, Plan and audit human resource systems, Determine organizational development and training needs, Reinforce authority structure. (Chelladurai, 2006. pg.214)(CC-Dorothy Saulsbury)

Documentation- Document human resource management decisions, Meet human resource management legal requirements. (Chelladurai, 2006. pg 214)(CC-Dorothy Saulsbury)

Performance Appraisals using a 360 degree format- Typically, performance appraisal has been limited to a feedback process between employees and supervisors. However, with the increased focus on teamwork, employee development, and customer service, the emphasis has shifted to employee feedback from the full circle of sources depicted in the diagram below. This multiple-input approach to performance feedback is sometimes called “360-degree assessment” to connote that full circle. (Peer,Internal,Customer,Subordinate,Self Peer,External,Customer,Superior).(http://en.allexperts.com/q/Marketing-1090/2009/8/Performance-Appraisal.htm). (cc-Ryan Scheck)(cc-Josh Fleming - formatting)

Performance Appraisal for Coaches
Measured by athlete performance before and throughout the season. Also measured by Athlete academic records, and sportsmanship. Problems with a win/loss appraisal:
 * Game outcome is not always fault of the coach
 * Ignores all other elements of coaching (Although it might be a reflection of other variables)
 * Could hide the real issues facing the team or organization (Davis,2005) (CC- Devin Weberg)

Examples of Pitfalls that coaches should avoid in in evaluation,particularly at the interface between th coach and the evaluators
( Mercier 2000)(cc- Carryn Broich)(cc-Josh Fleming - formatting)
 * Having a meeting during or just after a competition (cc-Carryn Broich)
 * Lack of time to prepare for the meeting (cc-Carryn Broich)
 * Last minute substitutions for evaluators (cc-Carryn Broich)
 * Having one's own subordinates at the meeting (cc-Carryn Broich)
 * Lack of data to inform the meeting( cc-Carryn Broich)

When should a Performance Appraisal be conducted?

 * Don't leave it to the end of the year or the season without any conversation or feedback about performance along the way
 * Have ongoing conversations about performance at key points of the season
 * Plan it to intersect with identified "danger" points (According to preseason goal setting)
 * Write it into the yearly plan and have random checks (Davis,2005) (CC- Devin Weberg)(cc-Josh Fleming - formatting)
 * When it deems necessary as in disciplinary actions. (CC- Aric Jensen)

Why we should appraise coaches

 * It is an important part of professional development.
 * You want to have a "world class" organization.
 * Reputation of your organization is built on the quality of people you employ.
 * It is best practice
 * There may be legal requirements. (www.skillsactive.org, 2010) (CC-Cates)(cc-Josh Fleming - formatting)

Problems with win/loss coaching appraisal

 * Game outcome is not always fault of the coach
 * Ignores all the other elements of coaching (although it might be a reflection of the other variables)
 * Could hide the real issues facing the team or organization (www.skillsactive.org, 2010) (CC- Drew Anderson)(cc-Josh Fleming - formatting)

A more sensible coaching system

 * Link performance appraisal to organization's mission statement,objectives and culture.
 * Link performance appraisal to job description
 * Link performance appraisal to job performance (what we mostly do now)
 * Link performance to professional development (learning)
 * Schedule it (into periodized plan??)(www.skillsactive.org, 2010) (CC- Drew Anderson)(cc-Josh Fleming - formatting)

Team Appraisal

 * Performance enhancement team/Integrated support team (IST)
 * Evaluate how the IST team achieved the performance goals(and not only the coach)
 * Evaluate how the coach operated within the IST
 * Evaluate how coach developed the IST (cc-Brennan Cassidy)(cc-Josh Fleming - formatting)

Two Responsibilities of an athletic director

 * Developmental- the director's feedback is aimed at developing the employee and at improving the employee's ability to conceive, organize, and articulate thoughts in a coherent manner. (Chelladurai,2006)
 * Evaluate- the director responsible for the evaluation of the employee's performance in relation to that of the others in the department for the purpose of personnel decisions, such as merit raises or promotions. (Chelladurai,2006)(CC-Matt Harrington)(cc-Josh Fleming - formatting)

Performance Appraisal Evalution Process
(Chelladurai, 2006) (Table and Content CC-Zak Johnson)

Purposes of Performance Appraisal
(Chelladurai,2006) (CC- Mo Gaitan)(cc-Josh Fleming - formatting of table)

Performance appraisals and evaluations for therapeutic recreation Specialists
Recreational therapist design an intervention program to help an individual improve on a certain skill. They help them work towards their goals and help them achieve their goals to the best of their ability. They evaluate the individual by assessing, observing, and documenting on them throughout the duration of the program. These are what are known as performance evaluations in therapeutic recreation. They measure progress on their goals and objectives. (CC-Leah Egan)

Significant Domains of Performance
The following table depicts the performance domains as developed by Campbell. The domains look at what Campbell believed to be main points that a performance appraisal is to evaluate and can be used by any organization to help develop their performance appraisal.(Table CC Josh Fleming)

Categories of Citizenship Behaviors

 * Altruism- Extra-role behaviors to help another person in an organizationally relevant task or problem


 * Conscientiousness- Behaviors beyond minimal requirments in aspects such as attendence, work efforts, and adherence to rules and regulations


 * Sportsmanship- Willingness to accept less than ideal circumstances without complaining about small things in working conditions


 * Courtesy- Behvaiors facilitating smooth functioning of work in the group, such as informing others of any changes in one's own routine


 * Civic virtue- Behaviors indicating sincere concern about the work group and organization through participation and involvment in their affairs


 * Peacekeeping- Behaviors aimed at reducing conflicts among members or units and at ressolving conflicts in a peaceful manner

(Chelladurai, 2006. pg.217) (CC- Steve Tschirgi)(cc - Josh Fleming - formatting)
 * Cheerleading- Behvaiors geared toward encouraging others to perform well and toward applauding their accomplishments

Examples of Citzenship Behaviors

 * A fitness club employee may come to work before the scheduled time to "tidy up" the place


 * The accountant in the fitness club may step up to the reception desk to assist the receptionist at a time of heavy demand


 * An experienced excerise leader may help the novice leader with settling into the job

(Chelladurai, 2006. pg.217) (CC- Steve Tschirgi)(cc - Josh Fleming - formatting)
 * A ticketing clerk in an athletic department spend part of the lunch hour picking up trash in the stadium

Officials Performance Appraisal
Successful sport and recreation organizations look for ways to maximize the performance and satisfaction levels of their officials. Performance appraisal is a process of evaluating the effectiveness of officials and giving them feedback. The official’s coordinator is the person usually responsible for performance appraisals. Performance appraisals should be used to recognize and reward officials who are volunteering their own time in giving back to their sport, and to identify where improvements in their performance can be made.

Individual performance is influenced by:

 * Personal Factors (e.g. competencies, motivation, time commitment).
 * Organizational factors (e.g. training, work conditions, management practices) which in turn have an impact on the achievement of organizational goals.
 * Outside Factors (e.g. Stress, Living conditions) (CC- Aric Jensen)

Formal
Particularly for national level officials (e.g. accredited referees)

Informal
Particularly where the volunteer coordinator (the person responsible for performance appraisals) has worked closely with a volunteer, or the official is volunteering on a casual basis for the club on the weekends. (http://www.sparc.org,2010) (CC-Cates)(cc - Josh Fleming - formatting)

Job-Specific Task Performance
Refers to the content of the job description; the elements of a job description specify the tasks that the job holder should complete. (Chelladurai, 2006) (CC-Zak Johnson)

(Table CC-Zak Johnson)

Non-Job Specific Task Performance
Relates to all the activities outside of the job-specific domain articulated in a job description; it relates to the genearal activities of the work group, unit, or organization. (Chelladurai, 2006) (CC-Zak Johnson)(cc - Josh Fleming - formatting)

Attend National and State wide conferences such as the NRPA National conference, to stay up to date and full of new ideas. (cc-Amber Alexander)

Dimensions of Leader Behavior in Sport Training and instruction: Coaching behavior aimed at improving the athletes’ performance by emphasizing and facilitating hard and strenuous training; instructing them in the skills, techniques, and tactics of the sport; clarifying the relationship among the members and structuring and coordination the members’ activates. Social support: coaching behavior characterized by a concern for the welfare of individual athletes, positive group atmosphere, and warm interpersonal relations with members. Positive feedback: coaching behavior that reinforces an athlete by recognizing and rewarding good performance. Democratic behavior: coaching behavior that allows greater participation by athletes in decisions pertaining to groups goals, practice methods, and game tactics and strategies. Autocratic behavior: Coaching behavior that involves independent decision making and stresses personal authority. (cc-Andrew Sorenson)