Samford University values excellence. We are committed to creating and maintaining an environment that emphasizes the importance of relating work performance to our mission. This information applies to regular full time and part time staff. Excluded from this performance management and appraisal process are faculty and adjunct faculty.
An ongoing communication process that involves both the employee and supervisor in:
- Identifying and describing job functions and relating them to the mission and goals of the university and/or the academic or administrative unit.
- Developing realistic and appropriate performance expectations.
- Giving and receiving feedback about performance.
- Writing and communicating the results of the performance appraisal.
- Planning educational and developmental opportunities to sustain, improve or build on employee work performance.
A part of an on-going process of evaluating, summarizing, and documenting the work performance of an employee.
Written statements describing what is expected of an employee on the job in terms of performance and behavior. At the least, employees should be advised of performance expectations when they are hired and every year at the performance appraisal. Refer to the section Performance Management/Merit Pay Program for instructions on how to write performance expectations.
Pay for Performance
A method of rewarding employees based on their accomplishments and annual performance appraisal. The theory is that there should be a correlation between the employee's performance appraisal and the value of their salary increase.
The foundation of an effective performance appraisal and management process is frequent and timely communication. It is expected that supervisors will inform employees of job requirements and performance expectations and the manner in which employees' performance will be evaluated.
The success of this process depends on the willingness of supervisors to complete an objective, accurate and constructive performance appraisal and on the willingness of employees to respond favorably to constructive feedback and, when needed, to improve their performance.
The performance of employees is evaluated generally at the end of the Introductory Period and generally in each year thereafter.
The performance appraisal form
A written performance appraisal is based on the employee's overall performance in relation to his/her job expectations. It takes into account the employee's work behaviors and other established performance expectations.
The written performance appraisal is a legal document. It is also an official record of the employee's work performance, and may be considered in future employment decisions.
In addition to the regular performance appraisal described above, supervisors may initiate at any time a written counseling or warning to document and advise an employee of performance deficiencies. Please refer to the section on Corrective Action and Documentation.
This form may be used when desired and is self explanatory. Under no circumstances should employees be asked to complete the Performance Appraisal Form referenced above.
During the performance appraisal process, employees are provided an opportunity to review, discuss and comment on the actual performance appraisal document. The Performance Appraisal form is signed by the supervisor, the supervisor's supervisor and the employee. A copy is given to the employee and the original is sent to the official employee file maintained by Human Resources.
Disagreements arise occasionally over the written performance appraisal. In the event an employee disagrees with any part of the written appraisal, he/she may attach a supplemental, explanatory response. The response will become a part of the record. If the employee believes the performance appraisal is not factually accurate, he/she may request a review by the supervisor, the next level of management, and/or intervention by the Director of Human Resources.
- The Vice Presidents are responsible for assuring that their direct reports implement the performance management and appraisal process in their areas for all eligible employees.
- The Director of Human Resources is responsible for monitoring and assuring the uniform and consistent application of this process.
- Supervisors and managers are responsible for coaching, counseling and providing timely and factual feedback to their employees and codifying the same in a written performance appraisal.
Performance Management/Merit Pay Program