Non-Quantitative Measures in Employee Performance

Employee evaluations often focus on the qualitative aspects of performance instead of merely quantitative measurements. The difference between quantitative and qualitative reviews is more significant than may appear at first glance. Qualitative measures for employee performance typically focus less on actual tasks and job skills that would be rated using a performance appraisal tool such as the graphic rating scale. Non-quantitative performance standards assess what might be called the employee's "soft skills," or even emotional intelligence.

Organizational Philosophy

Employers have a reasonable and realistic expectation for their employees to be on-board with the company's philosophy. The philosophy may be based on social responsibility, a family-friendly work environment or other attributes fundamental to the company's success. Likewise, company mission and values are important yet intangible elements of a successful company. In non-quantitative measures for employee performance, managers are responsible for assessing whether employees embody the characteristics deemed necessary to embrace the company philosophy, mission and values. Managers use appraisal methods such as employee self-evaluations, peer evaluations and narrative essays to review employee performance pertaining to these intangibles.

Employee Engagement

Employee engagement is a workplace buzzword that means employees are enthusiastic about their jobs and responsibilities, they enjoy coming to work and are proud of how their individual accomplishments support overall business goals. However, employee engagement is another intangible trait that is nearly impossible to measure using an employee performance appraisal. Managers generally have to rely on their observations of employee behavior, collaborative work habits with coworkers and other ways employees demonstrate a genuine interest in their jobs, such as going the extra step to complete a task, resolve a customer issue or volunteer to help a team member.

Employee Retention

Employee retention is indeed a measurable workplace factor. However, if you have a significant percentage of your workforce looking for employment elsewhere, you should address job satisfaction as another non-quantitative measurement in the performance appraisal. Job satisfaction is generally linked to assigning appropriate duties and responsibilities to employees who have the right skills and qualifications. It can be quite frustrating for employees who feel they have inadequate skills to complete their work assignments. On the other hand, employees who feel their talent and skills are underutilized can fall into the trap of poor job satisfaction.

Motivation and Morale

Non-quantitative measures such as lack of motivation and low employee morale are interestingly related to the same aspects of job satisfaction. Frederick Herzberg, well-known psychologist and professor, determined that employees who have challenging work assignments are highly motivated. Herzberg also discovered autonomy and employee recognition are workplace motivators. Morale, on the other hand, is a non-quantitative measurement that may be caused by workplace concerns such as job security, unfair employment practices or poor working conditions. Though the causes of low employee morale can be easily resolved, measuring the presence of low morale in an individual performance appraisal can be a challenge. Therefore, managers who have established a level of trust with their subordinates are usually successful in determining the existence of low employee morale and can more easily find ways to fix it.

References

• University of North Texas Libraries, Cyber Cemetery: Serving the American Public: Best Practices in Performance Management; June 1997
• University of North Carolina at Chapel Hill: Linking Individual Performance Appraisals with Departmental Outcomes; Sean J. Gallagher; March 2010
• Food and Agriculture Organization of the United Nations: Management of Agricultural Research: A Training Manual: Performance Appraisal; 1997
• NetMBA: Herzberg's Motivation-Hygiene Theory
• Family Practice Management: Five Steps to a Performance Evaluation System; Judy Capko; March 2003

Resources

• HR.com
• Society for Human Resource Management
• National Human Resources Association
• The American Society for Training & Development
• U.S. Equal Employment Opportunity Commission
• Society for Industrial & Organizational Psychology, Inc.