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I have been conducting performance appraisal reviews with subordinate staff
for at least the last ten years. Establishing work objectives for staff is a
two-way street the supervisor and the employee must both agree on what is
expected for the coming year. It must be a continous appraisal process not
just a once a year thing.

Your organization must also review the job descriptions and eliminate any
gender references (unless gender is definitely a requirement for the job) and
must make sure that all job requirements are listed. For example being able
to lift boxes  weighing at least 35 pounds is definitely a key job
requirement in records management. In other words job descriptions must also
be in compliance with the ADA.

As to each department determining when etc merit increases are issued that is
very dangerous as courts look for consistency with in an organization.

>>if you have arguments for or against merit based pay increases, <<

It's not a perfect solution but I find it to be better than just giving
everyone a time-in-grade increase. where is the incentive to improve
performance? If I know that I will automatically receive a pay increase
whether or not I  perform my work then why should I bother,  but then that is
my capitalist orientation coming through. To give an example --years ago I
worked for a major energy company in Texas. The powers that be said that
merit increases would be x% of each departments payroll. It was up to each
manager to determine how much each employee's merit increase would be. the
one thing that the managers could not do was to give everyone in their
departments the same amount of increase. In one department the increases
ranged from a low of 1% to a high of 17%. who got what? a supervisor got the
1% while it was a senior clerk who got the 17% increase.

that said here are some links for you to review
http://www.performance-appraisal.com/intro.htm

http://www.hrc.pdx.edu/docs/opeupa.htm

http://www.zigonperf.com/

more can be found here
http://www.alltheweb.com/search?cat=web&lang=any&query=performance+appraisal&;
phrase=on


Peter Kurilecz
Richmond, Va
pakurilecz@aol.com

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<HTML><FONT FACE=arial,helvetica><FONT  SIZE=2 FAMILY="FIXED" FACE="Courier New" LANG="0">&gt;&gt;Each department has to come up with concrete guidelines about when, how much, and why merit-based pay increases would be applied to someone's salary.&lt;&lt;
<BR>
<BR>From a legal and HR standpoint this is a potential lawsuit. In the corporate world merit pay increases are the norm. Companies generally will require that for each position on the TO that job duty requirements are defined in clear objective terms no touch-feely allowed. In other words how will the individual be measured. In addition a performance appraisal must be established and rigorously enforced.
<BR>
<BR>I have been conducting performance appraisal reviews with subordinate staff for at least the last ten years. Establishing work objectives for staff is a two-way street the supervisor and the employee must both agree on what is expected for the coming year. It must be a continous appraisal process not just a once a year thing.
<BR>
<BR>Your organization must also review the job descriptions and eliminate any gender references (unless gender is definitely a requirement for the job) and must make sure that all job requirements are listed. For example being able to lift boxes &nbsp;weighing at least 35 pounds is definitely a key job requirement in records management. In other words job descriptions must also be in compliance with the ADA.
<BR>
<BR>As to each department determining when etc merit increases are issued that is very dangerous as courts look for consistency with in an organization.
<BR>
<BR>&gt;&gt;if you have arguments for or against merit based pay increases, &lt;&lt;
<BR>
<BR>It's not a perfect solution but I find it to be better than just giving everyone a time-in-grade increase. where is the incentive to improve performance? If I know that I will automatically receive a pay increase whether or not I &nbsp;perform my work then why should I bother, &nbsp;but then that is my capitalist orientation coming through. To give an example --years ago I worked for a major energy company in Texas. The powers that be said that merit increases would be x% of each departments payroll. It was up to each manager to determine how much each employee's merit increase would be. the one thing that the managers could not do was to give everyone in their departments the same amount of increase. In one department the increases ranged from a low of 1% to a high of 17%. who got what? a supervisor got the 1% while it was a senior clerk who got the 17% increase.
<BR>
<BR>that said here are some links for you to review
<BR>http://www.performance-appraisal.com/intro.htm
<BR>
<BR>http://www.hrc.pdx.edu/docs/opeupa.htm
<BR>
<BR>http://www.zigonperf.com/
<BR>
<BR>more can be found here
<BR>http://www.alltheweb.com/search?cat=web&amp;lang=any&amp;query=performance+appraisal&amp;phrase=on
<BR>
<BR>
<BR></FONT><FONT  COLOR="#000000" SIZE=2 FAMILY="SANSSERIF" FACE="Arial" LANG="0">Peter Kurilecz
<BR>Richmond, Va
<BR>pakurilecz@aol.com</FONT></HTML>

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