User:Recreation415/Performance Appraisal in Sport

Performance appraisal

A measure of an employees work ethic and productivity. It benefits both the employee and the company by addressing issues such as attendance, initiative, attitude, judgement and work quality. It benefits the business by providing ways for employees to improve or maintain their job standards. A performance appraisal identifies who is ready for a promotion. The employee needs to be shown how they can be more effictive or productive and pont out improvements where they are needed. Performance appraisals also need to have dates or goasl wehn the employee needs to improve by. (Sheryl Faber, 2010)(cc-Mike Wood)(cc-Josh Fleming - formatting)

Performance Appraisal in Sport Management

Performance appraisals serve the organizational purpose of comparing an individuals performance with a set of standards. They can also used as feedback to individuals in order to influence and enhance performance.

There are administrative and developmental purposes for performance appraisal:

    Administrative- to give feedback to subordinates so that they know where they stand, develop valid data for pay, and help the manager in making discharge and retention decisions.
    Developmental- Geared toward helping the members develop their skills and capabilities. Every job is characterized by core and peripheral elements. 

Different types of Functions of a Performance Appraisal

Within-person Development- Prodvide feedback, Identify strengths and weaknesses, Determine transfers and assignments, Identify individual training needs. (Chelladurai, 2006. pg.214)

Between-person Evaluation- Administer salary, Recognize good performance, Identify poor performance, Decide on promotions, retentions, and terminations. (Chelladurai, 2006. pg 214)

Systems Maintenance- Develop individual corporate goals, Evaluate goal attainment by individuals and units, Plan and audit human resource systems, Determine organizational development and training needs, Reinforce authority structure. (Chelladurai, 2006. pg.214)(CC-Dorothy Saulsbury)

Documentation- Document human resource management decisions, Meet human resource management legal requirements. (Chelladurai, 2006. pg 214)(CC-Dorothy Saulsbury)

Performance Appraisals using a 360 degree format- Typically, performance appraisal has been limited to a feedback process between employees and supervisors. However, with the increased focus on teamwork, employee development, and customer service, the emphasis has shifted to employee feedback from the full circle of sources depicted in the diagram below. This multiple-input approach to performance feedback is sometimes called “360-degree assessment” to connote that full circle. (Peer,Internal,Customer,Subordinate,Self Peer,External,Customer,Superior).(http://en.allexperts.com/q/Marketing-1090/2009/8/Performance-Appraisal.htm). (cc-Ryan Scheck)(cc-Josh Fleming - formatting)

Performance Appraisal for Coaches

Measured by athlete performance before and throughout the season. Also measured by Athlete academic records, and sportsmanship. Problems with a win/loss appraisal:

• Game outcome is not always fault of the coach
• Ignores all other elements of coaching (Although it might be a reflection of other variables)
• Could hide the real issues facing the team or organization (Davis,2005) (CC- Devin Weberg)

Examples of Pitfalls that coaches should avoid in in evaluation,particularly at the interface between th coach and the evaluators

( Mercier 2000)(cc- Carryn Broich)(cc-Josh Fleming - formatting)

• Having a meeting during or just after a competition (cc-Carryn Broich)
• Lack of time to prepare for the meeting (cc-Carryn Broich)
• Last minute substitutions for evaluators (cc-Carryn Broich)
• Having one's own subordinates at the meeting (cc-Carryn Broich)
• Lack of data to inform the meeting( cc-Carryn Broich)

When should a Performance Appraisal be conducted?

• Don't leave it to the end of the year or the season without any conversation or feedback about performance along the way
• Have ongoing conversations about performance at key points of the season
• Plan it to intersect with identified "danger" points (According to preseason goal setting)
• Write it into the yearly plan and have random checks (Davis,2005) (CC- Devin Weberg)(cc-Josh Fleming - formatting)
• When it deems necessary as in disciplinary actions. (CC- Aric Jensen)

Why we should appraise coaches

• It is an important part of professional development.
• You want to have a "world class" organization.
• Reputation of your organization is built on the quality of people you employ.
• It is best practice
• There may be legal requirements. (www.skillsactive.org, 2010) (CC-Cates)(cc-Josh Fleming - formatting)

Problems with win/loss coaching appraisal

• Game outcome is not always fault of the coach
• Ignores all the other elements of coaching (although it might be a reflection of the other variables)
• Could hide the real issues facing the team or organization (www.skillsactive.org, 2010) (CC- Drew Anderson)(cc-Josh Fleming - formatting)

A more sensible coaching system

• Link performance appraisal to organization's mission statement,objectives and culture.
• Link performance appraisal to job description
• Link performance appraisal to job performance (what we mostly do now)
• Link performance to professional development (learning)
• Schedule it (into periodized plan??)(www.skillsactive.org, 2010) (CC- Drew Anderson)(cc-Josh Fleming - formatting)

Team Appraisal

• Performance enhancement team/Integrated support team (IST)
• Evaluate how the IST team achieved the performance goals(and not only the coach)
• Evaluate how the coach operated within the IST
• Evaluate how coach developed the IST (cc-Brennan Cassidy)(cc-Josh Fleming - formatting)

Two Responsibilities of an athletic director

• Developmental- the director's feedback is aimed at developing the employee and at improving the employee's ability to conceive, organize, and articulate thoughts in a coherent manner. (Chelladurai,2006)
• Evaluate- the director responsible for the evaluation of the employee's performance in relation to that of the others in the department for the purpose of personnel decisions, such as merit raises or promotions. (Chelladurai,2006)(CC-Matt Harrington)(cc-Josh Fleming - formatting)

• File:AppraisalLeadership

Performance Appraisal Evalution Process

Steps
1. Employee Participation: if employees are allowed to participate in the evaluation process, they are likely to be more satisfied with the process.
2. Specific Performance Goals: when sport managers ensure that the goals are specific rather than general, employees perform better.
3. Training of Managers: as performance evaluation is a critical component of a manager's job, the manager must be trained in the substance and style of performance evaluation.
4. Communication of Results: no matter how well the performance evaluation has been carried out, it potency is lost if the results are not properly communicated to the employee.
5. Recognizing and Reinforcing Good Performance: very often, managers tend to focus on the deficiencies in employee performance and overlook the good performance(s).
6. Continuous Performance Appraisal: although there are deadlines and specific schedules for performance appraisals, sport managers need to make appraisal a continuous affair carried out throughout the year.

(Chelladurai, 2006) (Table and Content CC-Zak Johnson)

Purposes of Performance Appraisal

Administrative

Developmental

To give feed back to subordinates so that they know where the stand in terms of their performance relative to what was expected and relative to the performance of comparable to others. To develop valid data for pay and promotion decisions and to provide a means of communicating these decisions To help the manager in making discharge and retention decisions and to provide a means of warning subordinates about unsatisfactory performance

To counsel and coach subordinates so that they will improve their performance and develop future potential To develop commitment to the larger organization through discussion of career opportunities and career planning To motivate subordinates through recognition and support To strengthen supervisor-subordinate relations To diagnose individual and organizational problems

(Chelladurai,2006) (CC- Mo Gaitan)(cc-Josh Fleming - formatting of table)

Performance appraisals and evaluations for therapeutic recreation Specialists

Recreational therapist design an intervention program to help an individual improve on a certain skill. They help them work towards their goals and help them achieve their goals to the best of their ability. They evaluate the individual by assessing, observing, and documenting on them throughout the duration of the program. These are what are known as performance evaluations in therapeutic recreation. They measure progress on their goals and objectives. (CC-Leah Egan)

Significant Domains of Performance

The following table depicts the performance domains as developed by Campbell. The domains look at what Campbell believed to be main points that a performance appraisal is to evaluate and can be used by any organization to help develop their performance appraisal.(Table CC Josh Fleming)

Job-specific task performance
Exhibiting written and oral communication skills Supervising and leading Managing and administrating by articulating organizational goals, allocating resources, and monitoring goal attainment

Non-job-specific task performance
Maintaining consistent, frequent effort even in adverse conditions Exhibiting personal discipline including following rules Providing support, training, and guidance to facilitate group or unit performance

Citizenship behaviors
Volunteering to carry out task activities that are not formally a part of the job Persisting with extra enthusiasm or effort when necessary to successfully complete tasks Helping and cooperating with others Endorsing, supporting, and defending organizational objectives

Categories of Citizenship Behaviors

• Altruism- Extra-role behaviors to help another person in an organizationally relevant task or problem

• Conscientiousness- Behaviors beyond minimal requirments in aspects such as attendence, work efforts, and adherence to rules and regulations

• Sportsmanship- Willingness to accept less than ideal circumstances without complaining about small things in working conditions

• Courtesy- Behvaiors facilitating smooth functioning of work in the group, such as informing others of any changes in one's own routine

• Civic virtue- Behaviors indicating sincere concern about the work group and organization through participation and involvment in their affairs

• Peacekeeping- Behaviors aimed at reducing conflicts among members or units and at ressolving conflicts in a peaceful manner

• Cheerleading- Behvaiors geared toward encouraging others to perform well and toward applauding their accomplishments

(Chelladurai, 2006. pg.217) (CC- Steve Tschirgi)(cc - Josh Fleming - formatting)

Examples of Citzenship Behaviors

• A fitness club employee may come to work before the scheduled time to "tidy up" the place

• The accountant in the fitness club may step up to the reception desk to assist the receptionist at a time of heavy demand

• An experienced excerise leader may help the novice leader with settling into the job

• A ticketing clerk in an athletic department spend part of the lunch hour picking up trash in the stadium

(Chelladurai, 2006. pg.217) (CC- Steve Tschirgi)(cc - Josh Fleming - formatting)

Officials Performance Appraisal

Successful sport and recreation organizations look for ways to maximize the performance and satisfaction levels of their officials. Performance appraisal is a process of evaluating the effectiveness of officials and giving them feedback. The official’s coordinator is the person usually responsible for performance appraisals. Performance appraisals should be used to recognize and reward officials who are volunteering their own time in giving back to their sport, and to identify where improvements in their performance can be made.

Individual performance is influenced by:

• Personal Factors (e.g. competencies, motivation, time commitment).
• Organizational factors (e.g. training, work conditions, management practices) which in turn have an impact on the achievement of organizational goals.
• Outside Factors (e.g. Stress, Living conditions) (CC- Aric Jensen)

Performance appraisal process

Formal

Particularly for national level officials (e.g. accredited referees)

Informal

Particularly where the volunteer coordinator (the person responsible for performance appraisals) has worked closely with a volunteer, or the official is volunteering on a casual basis for the club on the weekends. (http://www.sparc.org,2010) (CC-Cates)(cc - Josh Fleming - formatting)

Job-Specific Task Performance

Refers to the content of the job description; the elements of a job description specify the tasks that the job holder should complete. (Chelladurai, 2006) (CC-Zak Johnson)

(Table CC-Zak Johnson)

Athletic Director

Athletic directors provide guidance and direction for a school’s sports program. They prepare a budget and allocate spending on items like coach’s salaries, team travel, equipment purchases, and facility upkeep. At the high school level, the athletic director typically is a school administrator who provides hands-on leadership in these areas. At the major college level, some of these responsibilities may be delegated but the athletic director will still oversee these areas. (http://sportscareers.about.com/od/careerpaths/a/ADprofile.htm) (CC-Randy Lockridge) An athletic director oversees all sports functions within the given school. They oversee the events, as well as the logistics of each sports team associated with the school. Athletic directors are responsible for the hiring and mentoring of all coaches, overseeing the facilities the sports are played within, and managing the athletics department. They are the first contact if any media inquiries come in and manage the communication to the public surrounding all athletic programs. Athletic directors must develop processes and procedures surrounding the athletic programs, and work to ensure they are met within each program. (http://careers.stateuniversity.com/pages/7725/Athletic-Director.html) (Joe Sward) Athletic directors oversee funding and budgets for school athletic programs and are responsible for ensuring that the various teams at a school receive a fair distribution of resources. They may have to make tough decisions about how to allocate money. They work with coaches to ensure school and division regulations are being followed but don't usually handle the direct coaching and training of athletes. However, they usually oversee the hiring and firing of trainers and coaches. In addition to managing the athletic department budget, athletic directors organize publicity and game times for athletic teams. Athletic directors may also reach out to alumni and seek donations for the department. (http://degreedirectory.org/articles/What_is_an_Athletic_Director.html) (CC-Kjel Mjoen)

Coach

Written and oral communication, supervision of staff and athletes, leadership, management, and administration. (Davis 2005)(CC-Dan Nies) Be a positive leader for your team and give them the proper motivation to succeed.(cc-Ryan Scheck) They must supervise the students progress in both, and assess the students progress to determine the student-athlete's status with the team. (cc-Joe Sward) In college athletics, the coach needs to help the student-athletes balance their sports with their academic performance

Director of Parks and Recreation

Determine work procedures, prepare work schedules and standardize procedures to improve efficiency and effectiveness Assign duties and examine work for exactness, neatness, and conformance to policies and procedures Review program areas, implement changes or new programs to meet recreational needs of the community Prepares a variety of reports and maintains necessary operating records.(Begay, 2008)(cc-Luke Sheppard)

Director of Marketing

Formulate and coordinate marketing activities and policies, develop and evaluate marketing strategies, direct the hiring, training, and performance of marketing and sales staff, develop pricing strategies, initiate market research studies and analyze their findings, and consult with personnel to forcast and plan the sale and profitability of products, lines, or services. (http://online.onetcenter.org/link/summary/11-2021.00) (cc-Nick Kellner) Ultimate goal is to know which market segments will buy their company's product and how to best sell those products to the target market, there are many different strategies and methods they use to find potential markets May sometimes supervise market research as well. (http://careers.stateuniversity.com/pages/654/Marketing-Director.html) (cc-Amber Alexander)

Therapeutic Recreation Specialist

Provide treatment services and recreation activities for individuals with disabilities or illnesses Using a variety of techniques including arts and crafts, animals, sports, games, dance and movement, drama, music, and community outings, therapists improve and maintain the physical, mental, and emotional well-being of their clients Therapists help individuals reduce depression, stress, and anxiety; recover basic motor functioning and reasoning abilities; build confidence; and socialize effectively so that they can enjoy greater independence and reduce or eliminate the effects of their illness or disability Help people with disabilities integrate into the community by teaching them how to use community resources and recreational activities. (http://www.healthcaresalaryonline.com/recreational-therapist-job-description.html) (CC-Randy Lockridge) Provide treatment services and recreation activities for individuals with disabilities or illnesses. Using a variety of techniques, including arts and crafts, animals, sports, games, dance and movement, drama, music, and community outings, therapists improve and maintain the physical, mental, and emotional well-being of their clients.(http://www.bls.gov/oco/ocos082.htm#nature) (CC-Leah Egan)

(cc - Josh Fleming - formatting)

Non-Job Specific Task Performance

Relates to all the activities outside of the job-specific domain articulated in a job description; it relates to the genearal activities of the work group, unit, or organization. (Chelladurai, 2006) (CC-Zak Johnson)(cc - Josh Fleming - formatting)

Athletic Director	Coach	Director of Marketing	Director of Parks and Rec
Belong to associations like the National Association of Collegiate Directors of Athletics (http://www.nacda.com), Division 1A Athletic Directors' Association (http://d-1a.com), or Minnesota Interscholastic Athletic Administrators Association (http://mniaaa.net), etc. They can also attend different workshops like securtiy workshops, health and safety workshops, and transfer and eligibility workshops, etc. (cc-Nick Kellner)	Give best effort, exhibit personal discipline, personal development, and being a valuable citizen in the community. (Davis 2005)(CC-Dan Nies) Coaches train amateur and professional athletes. They organize them and teach them the fundamentals of individual and team sports.(CC-Tad Merritt)	Marketing directors oversee a company's marketing strategy. For the most part marketing directors concern themselves with market segments, which are large groups of consumers defined by income, ethnicity, age, or a number of other factors. Ultimately marketing directors want to know which market segments will buy their company's products and how best to sell those products to their target market. (CC-Tad Merritt) Read more: Marketing Director Job Description, Career as a Marketing Director, Salary, Employment - Definition and Nature of the Work, Education and Training Requirements, Getting the Job http://careers.stateuniversity.com/pages/654/Marketing-Director.html#ixzz13bh8mPRe (CC-Tad Merritt)	Serve as a member of various city employee committees (Begay, 2008). To put forth considerable effort consistently, frequently and even in adverce conditions. Demonstrate personal discipline. Ficilitation of peer and team performnace. (Chelladurai, 2008)(cc-Luke Sheppard) Attend National and/or State wide conferences such as the National Recreation and Parks Association's National conference, to stay up to date and full of new ideas. Also, reach out to nearby Universities and Highschools and promote the Parks and Rec department and gain a collaboration with the students.(cc-Amber Alexander)

Attend National and State wide conferences such as the NRPA National conference, to stay up to date and full of new ideas. (cc-Amber Alexander)

Dimensions of Leader Behavior in Sport Training and instruction: Coaching behavior aimed at improving the athletes’ performance by emphasizing and facilitating hard and strenuous training; instructing them in the skills, techniques, and tactics of the sport; clarifying the relationship among the members and structuring and coordination the members’ activates. Social support: coaching behavior characterized by a concern for the welfare of individual athletes, positive group atmosphere, and warm interpersonal relations with members. Positive feedback: coaching behavior that reinforces an athlete by recognizing and rewarding good performance. Democratic behavior: coaching behavior that allows greater participation by athletes in decisions pertaining to groups goals, practice methods, and game tactics and strategies. Autocratic behavior: Coaching behavior that involves independent decision making and stresses personal authority. (cc-Andrew Sorenson)

References

Chelladurai, P. Human Resource Management in Sport and Recreation. Champaign, IL: Human Kinetics, 2006. Print.

Faber, S. ehow.com, October 24, 2010

External links

• example.com

www.skillsactive.org (CC-Dan Nies)

Recommended Reading (CC-Joseph Senger)

Recommended Reading (CC-Joseph Senger)

(cc- Jake kahnke) Coach When being a coach you need to be very understanding. Every athlete has different needs and needs to be treated differently. You need to have a strict overall agenda for what needs to be accomplished everyday or every week, but at same time make sure everyone is on the same page. Being opened minded and listing to your athletes and other coaches will help you become a better coach, take in all the advice you can and see what works best for you and your specific team/ sport. (cc- jake kahnke)

Coaching for Performance--June 2006 This is the third in a series of follow-up tips to supplement the Performance Management Toolkit. Now that you are part way through the performance management cycle, you may encounter opportunities to provide coaching to your employees. For example, you might want to give positive reinforcement for a behavior you’d like the employee to continue, or you might need to discuss a specific behavior that needs improvement. Perhaps the employee has a new assignment that calls for a new skill, or maybe you just want to check on the employee’s progress toward objectives that you established earlier.

Coaching differs from a performance assessment discussion, because coaching generally focuses on one or two specific issues rather than the whole range of objectives and performance.

Here are some guidelines for coaching. You can find more information on the performance management website at http://hrweb.berkeley.edu/perfmgt/perfmgtphase2.htm.

Coaching should be a conversation about behavior, not about the person. Particularly when you are discussing a behavior that the employee should stop, or an assignment that was not completed successfully, describe it in terms of what happened, not the employee’s personality. Talk about what you (or others) observed. Ask questions. Ask how the employee experienced the issue. If you are coaching on a successful behavior, ask what contributed to success. If you are talking about a negative behavior or event, ask whether the employee shares your impression. Ask how a positive behavior can be increased or repeated or how a negative behavior can be avoided in the future. Express your confidence that the employee can succeed. Stay respectful and supportive, and practice active listening. Agree on a plan for improvement and a specific time to check in again. (Brown,2006) (CC-Jeremy Ische)

According to columnist Paul B. Brown of the New York Times, a recently published management guide* summarizes coaching in this four-step process.

Acknowledge the truth. Whatever the situation, have everyone agree on the reality. If an employee missed a deadline on a report, it is important that the person agrees that it happened. Don't start talking about reasons or causes until you have consensus on the facts.

Analyze what happened. Try to understand what led to a problem or a success. Ask questions like: What decisions did you make? ("I took on too much work.") What were the consequences? ("I missed the deadline.")

Walk away with an action plan. The conversation should end with the employee saying something like, "From now on I will do this" or "I won't do that again."

Create a feedback system. Follow-up work will probably be required; make sure you follow through. (Brown,2006) (CC-Jeremy Ische)

Athletic Director To become an athletic director requires earning a bachelor's degree in an area, such as health, fitness or education and a master's degree in athletic administration or in education specializing in leadership in intercollegiate athletics. (cc-http://diplomaguide.com/articles/Athletic_Director_Career_Overview.htm) An athletic director is the overseer of all of the athletice programs in a particular high schhol or collage. they are responsible for making sure everything runs smoothly and every program has enough funding for there travels and anything else they need.(cc- jake kahnke)