1 | The PPR (Performance Planning and Review System) process requires that performance expectations be set for me during a Planning Session at the start of a rating period. |
2 | The PPR process makes sure that my performance expectations measure what I do for the organization. |
3 | The expectations set during the Performance Planning Session reflect the most important factors in my job. |
4 | The PPR process allows me to help set the standards that my supervisor will use to rate my performance. |
5 | My performance standards set in the A Planning Session can be changed if what I do at work changes. |
6 | My performance standards set for me during the Planning Session will remain the same until my rater and I change them |
Rater Confidence | Rater Confidence |
7 | My organization makes sure that I am assigned a rater who is qualified to evaluate my work. |
8 | My organization ensures that I am assigned a rater who knows what I am supposed to be doing. |
9 | My organization makes sure that I am assigned a rater who understands the requirements and difficulties of my work. |
10 | My organization makes sure that my rater is familiar with the PPR rating procedures and rating format. |
11 | My organization makes sure that I am assigned a rater that knows how to evaluate my performance. |
Seeking Appeals | Seeking Appeals |
12 | I have ways to appeal a performance rating that I think is biased or inaccurate. |
13 | I know I can get a fair review of my performance rating if I request one |
14 | I can challenge a performance rating if I think it is unfair. |
15 | I am comfortable in communicating my feelings of disagreement about my rating to my supervisor. |
16 | A process to appeal a rating is available to me anytime I may need it. |
17 | My performance rating can be changed if I can show that it is incorrect or unfair. |
Accuracy of Ratings | Accuracy of Ratings |
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My performance rating is based on how well I do my work. am responsible for at work. |
19 | My performance rating reflects how much work I do. |
20 | My performance rating is based on the many things I do that help at work. |
21 | My most recent performance rating is based on the effort I put into the job. |
22 | The most recent performance rating I received is based on the many things I am responsible for at work. |
Concern over Ratings | Concern over Ratings |
23 | My rater gives me the rating that I earn even when it might upset me. |
24 | My rating is not the result of my rater trying to avoid bad feelings among his or her employees. |
25 | The rating I get is a result of my rater applying performance-rating standards consistently across employees. |
26 | The performance rating I get is not higher than one I should earn based on my effort and contributions. |
27 | My performance appraisal is based on the quality and quantity of my work and not my personality or position. |
28 | Supervisors give performance ratings that reflect, in part, their likes or dislike of employees. |
29 | Supervisors give the same ratings to all their subordinates to avoid resentment and rivalries among them. |
Respect in Supervision | Respect in Supervision |
30 | My rater is rarely rude to me. |
31 | My rater is almost always polite. |
32 | My rater treats me with dignity. |
33 | My rater treats me with respect. |
34 | My rater is courteous to me. |
Sensitivity in Supervision | Sensitivity in Supervision |
35 | My rater does not invade my privacy. |
36 | My rater does not make hurtful statements to me. |
37 | My supervisor is sensitive to my feelings. |
38 | My supervisor shows concern for my rights as an employee. |
39 | My supervisor treats me with kindness. |
Clarifying Expectations and Standards | Clarifying Expectations and Standards |
40 | My rater clearly explains to me what he or she expects for my performance. |
41 | My rater clearly explains to me the standards that will be used to evaluate my work. |
42 | My rater explains how I can improve my performance. |
43 | My rater gives me a chance to question how I should meet my performance expectations. |
44 | My rater regularly explains to me what he or she expects of my performance. |
45 | As a result of the Performance Planning Session, I better understand my supervisor’s expectations of my performance. |
Providing Feedback | Providing Feedback |
46 | My rater frequently lets me know how I am doing. |
47 | My rater reviews my performance expectations from the Performance a Planning Session at least every three months in unofficial rating sessions. |
48 | My rater routinely gives me information or help that I can use to improve my performance. |
49 | My rater lets me know how I can improve my performance. |
50 | My rater routinely gives me feedback that is important to the things I do at work. |
51 | My rater reviews with me my progress towards my goals. |
Explaining Rating Decisions | Explaining Rating Decisions |
52 | My rater gives me clear and real examples to justify his or her rating of my work. |
53 | My rater helps me to understand the process used to evaluate and rate my Performance. |
54 | My rater takes the time to explain decisions that concern me. |
55 | My rater lets me ask him or her questions about my performance rating. |
56 | My rater helps me understand what I need to do to improve my performance. |