Performance Evaluation as a Management Tool

By Goodnough, Angelique | Journal of Property Management, May-June 1990 | Go to article overview

Performance Evaluation as a Management Tool

Goodnough, Angelique, Journal of Property Management

In 1986 our property management company conducted a detailed employee attitude survey. Although the company was experiencing a period of high growth and employee opportunity, our survey revealed that most employees had no idea of corporate values or goals or of how their job contributed to company plans. Employees were dissatisfied with a lack of stated objectives and the absence of regular feedback on their performance.

In response to these findings, the PERFORM system was developed by our Human Resource Department. PERFORM combines specific job descriptions and objectives with regular performance evaluations. Prior evaluation methods relied on subjective supervisory observation or ratings based on very general skills or attitudes. PERFORM focuses on the specific goals each individual is expected to attain within a specific timeframe and measures the progress toward those goals.

Setting goals

The job description for each position is divided into several "domains," or areas of responsibility. Figure 1 is a sample job description for assistant manager/leasing agent. The domain lists the specific duties for that general area, such as: assist manager with resident renewals." The PERFORM system develops a corresponding goal and objective for each domain.

In the example above, a goal is: assist manager with resident renewals on a monthly basis. A specific objective would be: "increase resident renewals to 80 percent by contacting residents before sending renewal notices to set up appointments with them" Figure 2). Each domain on the job description is covered by a goal and specific objectives. The supervisor may elect to concentrate on one domain, providing several objectives, or cover all domains and limit specific objectives assigned in each.

The employee and supervisor work together in determining the goals and objectives. The employee is urged to participate so that the goals are realistic and the timeframe for achieving them is reasonable.

By participating in goal setting, the employee has a stake in the outcome. He or she knows precisely what is expected and when and how it is to be accomplished. Employees should also have a clear understanding of how the objectives fit into their job descriptions. The supervisor should explain how the individual's contribution furthers corporate or property objectives.

The employee, the supervisor, and the department supervisor all sign the PERFORM goals. This final step helps ensure that PERFORM goals are consistent with corporate or departmental objectives.

Monitoring progress

When the PERFORM goals sheet is completed, employee and supervisor agree on a date for the next review, usually three to six months in the future. A PERFORM file is established for the employee, which is retained by the supervisor. The file contains the PERFORM goals, job description, and evaluation instructions. Each employee also retains a copy of his or her own PERFORM goals.

During the rating period, the PERFORM goals are reviewed periodically. Supervisors are encouraged to keep a record of employee performance on specific objectives and an "Employee Action Log" is provided in the PERFORM file for this purpose.

Prior to the scheduled review date, the employee receives an "Employee Self-Evaluation Form." This is a questionnaire to be completed by the employee to prepare for the evaluation. It includes questions such as "What have my major accomplishments been during the past rating period and how have they related to my goals and objectives?' " In which areas could my performance have been more effective?;' and "How can my supervisor help me to be more effective in the future?" A copy of the completed self-evaluation is given to the supervisor prior to the evaluation.

The supervisor also prepares for the evaluation by reading the employee's self-evaluation, analyzing the Employee Action Log, and reviewing the PERFORM goals. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Cite this article

Cited article

Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)


1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25,

Cited article

Performance Evaluation as a Management Tool


Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25,

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.