
Performance Evaluation in the Human Services
Description
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the use of the "Benchmark" concept, a scale which indicates the level of the organization's expectations and balances the administrative (evaluative) components and professional (developmental) issues
BARS, Behaviorally Anchored Rating Scales
CORE and A LA CARTE Dimensions which allows for evaluation of generic aspects of performance and job specific components
the use of traditional approaches to evaluation such as trait-based scales and forced comparison techniquesThe rating system in Performance Evaluation in the Human Services serves as a means of identifying areas for middle and upper managers to identify areas for employees'professional growth and self-development. This approach is goal-oriented and can change and grow with the employee and the organization. Most importantly, it is built by both staff and management to be used as a tool for working together to define specific job requirements and how these requirements can be met and evaluated.
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Content
Preface
Performance Evaluation: An Overview
Two Cases in Performance Evaluation
The "Ideal" System for Human Service Performance Evaluation
Constructing the Ideal Performance Evaluation Instrument for a Human Service Agency
The Performance Evaluation Instrument
Implementing the Process/Using the Instrument
The "Ideal" Performance System in Action
The Ideal Performance Evaluation System: Applications and Implications
References
Index
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