Competencias para el desempeño profesional

Here, assessment is conducted on a day-to-day basis and as such profer close connection between behavior and feedback. Primarily, this approach is to check undesirable performance before such is entrenched. Personal characteristics such as intelligence, decisiveness, creativity and ability to get along with others are the major aspects this method hinges on. The method does not involve record keeping, it is usually carried out by a “whim” of the eyes. In this approach, not all attributes are used, some could be forgotten and therefore seems to be unreliable. Suffice it to state therefore that it could be a supplement to formal approach.

3.3 The Need for Appraising Staff Performance in Extension

Staff appraisal if well conducted, helps in;

1. informing the job holder who is being assessed as to how he is doing;

2. stimulating the person to better performance if this is seen to be warranted by the current level of performance;

3. indicating the skills that need improvement;

4. indicating the strengths and weaknesses of the organisation‟s initial selection procedures;

5. cataloguing the capabilities of the employees on an organizational basis, serving as a memory back of information on capacity of employees;

6. reviewing of salary;

7. identifying training needs;

8. feedback to the employers;

9. serving as a basis for career counseling;

10. for succession planning;

11. it also serves as part of handover document between managers.

3.4 Post Staff Appraisal Activities in Extension Organisation

Sequel to the completion of staff appraisal, result as communicated to him or her. In some organisations, to ensure this feedback, a portion is included in their APER forms where the appraise confirms seeing the rating and thus append his/her signature below it. Some do hesitate to append signature as they contest the grades given to them while others, if satisfied, agreed with the rating. Few cases of disagreement calls for the attention of management to resolve issues involved in order to curb conflicts.

Managers, not minding this kind of disagreement sometimes, however have to be communicating the results to individual appraise, as it serves a purpose of making subordinates toi learn from their past experience. These kind of results in Extension organisation are reported to subordinates in a feedback interview, with a view to ensure the following;

• Giving both favourable and unfavourable results to subordinate;

• Analysing the causes of problem(s)

• Planning constructive changes and necessary actions to improve job performance; and

• Rewashing a mutual agreement on objectives against next period.

3.5 Pitfalls Extension Managers Need to Avoid

To make both formal and informal appraisal programmes effective, Extension managers need to avoid the following pitfalls that usually impede effective appraisal. These include:

• Rate Bias

Some managers allow their personal bias to distort the ratings they give subordinates. Issues of prejudices may be in terms of sex, ethnicity, religion, style of clothing, age and others.

• Different Rating Patterns

The fact of individual differences is related to difference in rating styles of managers. While some rate easily other raste harsly. This gap could be bridged by having precise definitions of each item on the rating form.

• Staffing Standards

This involves rating subordinates with the use of different standards and expectations. To be effective, methods used for rating should be perceived by subordinates as being uniform and fair.

• The Hallow Effect

This entails the tendency to rate appraisees high or low o n all performance measuring, usually on one of their characteristics. Take for instance, a situation where an attractive popular employee is given high overall rating unjustifiably; officer next to him may be rated negatively.

Managers need to rate employees separately on each of a number of performances to be measured with a caution of guarding against the hallo effect.

It worth noting however, that these pitfalls, if not cautiously taken care of, constitute constraints to effective appraisal.

Another area that need caution is in respect of ineffectiveness of informal appraisal by managers as individuals who were informally criticise about job performance either once or twice often tend to become defensive and resentful, thereby decline in their performance after feedback interview. To avoid further confrontation, managers prefer to avoid direct confrontation and this plays hunches, guess or decide the fate of subordinates. Likely adduced reasons on this could be as a result of poor communication, lack of appraisal training, unpleasantness of appraisal interview of process, poor quality management, laziness and reluctance, etc

4.0 Conclusion

Appraisal is a necessity in any venture. Managers are to examine constantly the effectiveness of employees‟ performance and give feedback such that if there is poor performance, the analysis will serve as a basis for necessary remedial action.

5.0 Summary

Staff appraisal was defined as a systematic and continuous process of assessing how well employees are doing their work (Assessment of job performance). Types of staff appraisal, means for appraisal, post appraisal activities, pitfalls on staff appraisal that managers need to avoid were discussed.

6.0 Teacher Marked Assessment i. Explain the concept of staff appraisal

ii. List and discuss the 2 types of staff appraisal in Extension organisation iii. What are the reasons for effective staff appraisal in Extension organisation?

iv. Highlight any 5 pitfalls that Extension managers should try to avoid in order to have effective staff appraisal.

v. Identify 2 disadvantages of informal staff appraisal technique

7.0 References and Further Readings

Adegoke, J.A. (1992). Appraisal as an important management tool. Paper presented at the 15^th Training Programme organised for the middle level. Ikeje: Manager, Berger Paints Nig.

Adejare T.G.F (2004). A term paper on budgetary allocation and fiscal control in Advanced Agricultural Extension Administration.

Akindunmade, R.O. (2008) Principles of monitoring and evaluation of Agricultural Extension services in (eds.) Akinyemiju, O.A. and Tomiwo, D.O. Agricultural Extension: A Comprehensive Treatise Nigeria, Ikeja Lagos: B.C. Agricultural Systems Ltd.

Appleby, R.C. (1982). Management in Action. London: Pitman Books Limited WCWE9AN Long Acre.

Robert, L.J. (2003). Rebuild the Agricultural Research and Extension System in Nigeria htt://wwwnigerdeltacongress.comrartiderrebuildtheagriculturalreseachhtmc

Soyebo, K.O. (2008). Household resources management in Extension in Akinyemiju and Tomiwo Agric Ext.

Stass, A.W. (1989). Financial management in public organisations. Cal, USA Books/Cole Publishing Company.

Unit 3 Extension Personnel Promotion