The University of DammamSchool of Applied medical Sciences

Department of Medical Laboratory TechnologyLab Management Course

EMPLOYEE EVALUATIONPresenter:

Dr/ Magdy Korashy

Is it necessary? Employee evaluation is a critical task of

the Lab manager. A reward for job excellence Vs

unacceptable behaviour The evaluation based on job description,

performance standard, and reward system.

How to evaluate? From the beginning, employee should

understand the basis of their evaluation During validation of competency, a

competent employee should complete a task verified on a checklist.

The idea is not to ‘catch’ someone not doing their job, but to encourage all employee to do their job.

More efforts leads to high performance, and better outcome.

If there is no reward, motivation is limited.

Inform the employee that the evaluation is based on completion of certain item, on which reward will result based on the evaluation.

Factors affecting evaluation. The evaluation should be based on

checklist The characteristics of evaluator himself: 1- have knowledge of the work 2- close to the work situation to

realistically evaluate 3- have time to evaluate Fair: no tendency to mark all employee

average, or all excellent.

Evaluation instrument We use either word or numbers to indicate

the level of job performance. Example; excellent = 5 points (always do the job

without prompting or supervision Very good= 4 point Good= 3 points fair= 2 point Poor= one point, never perform a job even

after prompting and supervision.

Feedback The criteria of evaluation instrument

(initiative, enthusiasm) should be clearly defined and the incident should be cited if the employee received poor evaluation.

The evaluation have to be followed by reward.

Which not necessary to be money, promotion, flexible shifts, reserved parking are also considered a reward.

Employee maturation With time, a good employee does not need the

same type of supervision from the manager. Earlier, the manager is in the telling mode: involve detailed task instruction Followed by selling role: involving task instruction

and quality performance discussionFollowed by participation role: limited instruction

and much encouragement regarding the quality of performance

Followed by delegating role: no instruction nor quality performance discussion.

Employee correction and Discipline

It would be a perfect world if everyone perform his job, and correction of employee is not needed:

However, even good employee may act occasionally in unprofessional manner.

Once you faced incompetence, make a correction plan

Aim of correction plan Salvage the employee and enhance the

effectiveness of the institution.

Steps 1- talk with the employee informally to

understand the situation, identify causes, and assist the employee.

2- issue a verbal warning, that involve identification of the problem, stating the the level of performance needed, offering assistance, and keep formal note

3- written warning states both the problem and the performance needed to overcome the problem.

The warning should be signed by both manager and employee.

4- a second written note, which usually accompanied by suspension.

Upon occurrence of the problem again, a fifth step is implemented which is send home

Not necessary for the manager to follow the step- by step.

Sometimes, step may be skipped and employee may be immediately dismissed