How can we measure the perfect achievement for the following sections , HR, PR, Archiving, Administration? And can we put a numeral estimation?

It is very difficult to number jobs when it comes to services.

The best way of scaling they is by judging the work they have performed. Also you can compare the finished task to their KRA. To want extend it was effectively done??

It is very easy to weigh the performance of sale as their effect can be seen in short term and are number based.

Eg; A sales man has target of the month and to what level he has achieved during that month. If he has over achieved he is efficient enough and if he has under achieved he is not efficient. Also we can use a scale to measure his performance.

But services such as HR, PR, Administration, Marketing the effects will be seen in a long run and hence weighing the job will be little difficulty. All you can say is they were good or bad based on the jobs handed to them and results/output.

Eg: If a department require additional manpower and if the HR is able to source one within the given time, then they would be considered as efficient and if you want to scale the job you can do so using the time frame.

by manpower perfect

renewal all gov. doc. and staff doc. on time

It's a risky business assigning numerical targets to non-numerical activities, as it can end up encouraging the people in question to work towards the target rather than doing a good job.  (Amongst other problems.)   However, in any area you can always find some numbers to keep an eye on, which will give you an idea.  An obvious one is cost.  

If we take the example of HR, you can measure things like:

- employee turnover

- length of time it takes to fill a vacancy

- number of payroll complaints from staff and time take to resolve them

In the end though, qualitative activities should be measured with qualitative means.  If we take HR again, you should ask the hiring managers whether they get a good service and the staff whether payroll works well.

I would agree with the answers... Variety of helpful info and opinions .... !

Adding numeric values to such sections could happen by using certain scales of tasks achievement and accomplishments. For example: 5 out of 7 tasks are done on time or 2 out 5 employees have failed in training ... !

Thank you

Well, there is tricky part, you see the usual performance are being done by the supervisor of these sections the manager is the one evaluate them, for example....

The HR is being evaluated by their performance in related skills, getting the job done, those who obvious work extra, finish on time, and rating it varies and depends on what manager see fit.

As for PR is the complaint, you would evaluate employee based on how many complaint they receive, you hired them so they would satisfy the employee, then comes the target, the numbers, and the customer satisfactory with their service, pretty easy to rate it since it's on system most of the work. 

As for Archiving is the filing system, the time request files and delivering it, and organizing it, and not losing files, of course performance of employee and their organizing skills should be on consideration.

Administration is a bit tricky, but basically goes simply by determine off the actual work done on time period giving, efficiency, quality of work, and much more.

Thank you , put numeral for each section is difficult , so each section put plan and after three month need meeting with GM review the report and plane

HR PR and Administration could be measured by performance appraisal , it could also be possible for numerical or phrase estimation. At the same time,  Archiving could be measured by Data Analysis method or Performance measured method  in line to get the perfect Achievements results.   

Most probably this would be known by asking the students oral questions in the class.

In an effective organization, work is planned out in advance. Planning means setting performance expectations and goals for groups and individuals to channel their efforts toward achieving organizational objectives. Getting employees involved in the planning process will help them understand the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done.

The regulatory requirements for planning employees' performance include establishing the elements and standards of their performance appraisal plans. Performance elements and standards should be measurable, understandable, verifiable, equitable, and achievable. Through critical elements, employees are held accountable as individuals for work assignments or responsibilities. Employee performance plans should be flexible so that they can be adjusted for changing program objectives and work requirements. When used effectively, these plans can be beneficial working documents that are discussed often, and not merely paperwork that is filed in a drawer and seen only when ratings of record are required.

In an effective organization, assignments and projects are monitored continually. Monitoring well means consistently measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals.

Regulatory requirements for monitoring performance include conducting progress reviews with employees where their performance is compared against their elements and standards. Ongoing monitoring provides the opportunity to check how well employees are meeting predetermined standards and to make changes to unrealistic or problematic standards. And by monitoring continually, unacceptable performance can be identified at any time during the appraisal period and assistance provided to address such performance rather than wait until the end of the period when summary rating levels are assigned.

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In an effective organization, employee developmental needs are evaluated and addressed. Developing in this instance means increasing the capacity to perform through training, giving assignments that introduce new skills or higher levels of responsibility, improving work processes, or other methods. Providing employees with training and developmental opportunities encourages good performance, strengthens job-related skills and competencies, and helps employees keep up with changes in the workplace, such as the introduction of new technology.

Carrying out the processes of performance management provides an excellent opportunity to identify developmental needs. During planning and monitoring of work, deficiencies in performance become evident and can be addressed. Areas for improving good performance also stand out, and action can be taken to help successful employees improve even further.

From time to time, organizations find it useful to summarize employee performance. This can be helpful for looking at and comparing performance over time or among various employees. Organizations need to know who their best performers are.

Within the context of formal performance appraisal requirements, rating means evaluating employee or group performance against the elements and standards in an employee's performance plan and assigning a summary rating of record. The rating of record is assigned according to procedures included in the organization's appraisal program. It is based on work performed during an entire appraisal period. The rating of record has a bearing on various other personnel actions, such as granting within-grade pay increases and determining additional retention service credit in a reduction in force.

Although group performance may have an impact on an employee's summary rating, a rating of record is assigned only to an individual, not to a group.

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In an effective organization, rewards are used well. Rewarding means recognizing employees, individually and as members of groups, for their performance and acknowledging their contributions to the agency's mission. A basic principle of effective management is that all behavior is controlled by its consequences. Those consequences can and should be both formal and informal and both positive and negative.

Good performance is recognized without waiting for nominations for formal awards to be solicited. Recognition is an ongoing, natural part of day-to-day experience. A lot of the actions that reward good performance like saying "Thank you" don't require a specific regulatory authority. Nonetheless, awards regulations provide a broad range of forms that more formal rewards can take, such as cash, time off, and many nonmonetary items. The regulations also cover a variety of contributions that can be rewarded, from suggestions to group accomplishments.

In effective organizations, managers and employees have been practicing good performance management naturally all their lives, executing each key component process well. Goals are set and work is planned routinely. Progress toward those goals is measured and employees get feedback. High standards are set, but care is also taken to develop the skills needed to reach them. Formal and informal rewards are used to recognize the behavior and results that accomplish the mission. All five component processes working together and supporting each other achieve natural, effective performance management.