Page 404 - The Handbook for Quality Management a Complete Guide to Operational Excellence

390 M a n a g e m e n t o f H u m a n R e s o u r c e s R e s o u r c e R e q u i r e m e n t s t o M a n a g e t h e Q u a l i t y F u n c t i o n 391

development, and the best ways to use the employee’s strengths.
The open discussion (typically 60 to 90 minutes) creates a
partnership that helps promote individual and organizational
success. It differs from a performance appraisal by focusing on
future development and encour aging two-way communication.
• Continuing feedback. The manager and employee continue to meet
two or three times annually to talk about progress and plan for
contin uing development.

Alternative #5: The Boss-less Performance Review
Fitzsimmons (1996) describes a performance review process developed
by a clerical organization for clerics in Baltimore, Maryland. The process
used is applicable to any professional and management position.
The organization was concerned with gathering systematic and reli-
able information about its ministers’ performance that could be used to
provide feedback and make future assignments. The director of the Pasto-
ral Personnel Services Staff in the Baltimore archdiocese, along with three
ministers, identi fied the key roles of the parish minister along with associ-
ated behaviors that are central to fulfilling each role. Based on these roles,
a preliminary assess ment instrument was field tested for validity. The
responses and discussions from the field test led to collapsing the four
roles into three. At the same time, two versions of the assessment instru-
ment evolved: one for pastors and one for associates. Further field tests of
the revised document were conducted until the staff and pastors were
satisfied that the instrument was valid and reliable.
Two members of the Pastoral Personnel Services Staff were made part
of the committee to bring their experiences and insights from the develop-
ment of the assessment instrument. The committee, with the assistance of
an outside consultant, then began to focus its attention on a process for
performance assessment. After brainstorming some ideas, hopes, and
preferences, it devel oped a sequence of activities that would make up the
assessment process:

• Identify who is to be assessed. (Each minister would be evaluated
once every 5 years.)
• Prepare survey forms and letters.
• Develop a plan for administering the survey to the assessee’s
constituents.
• Conduct the survey. The survey instrument is used to collect
assessments from parish constituencies, such as a sampling of the
total congregation, church support staff, and the leadership of
various committees and special groups within the parish. This is
akin to conducting a survey of customers, suppliers, supervisors,
and colleagues.

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