Alan Rodgers Advanced Research 8102 Research Proposal. Proposal to Evaluate the Performance Appraisals. At the Ability Building Center

Transcription

1 Alan Rodgers Advanced Research 8102 Research Proposal Proposal to Evaluate the Performance Appraisals At the Ability Building Center

2 Introduction and Literature Review Introduction Ability Building Center (ABC) is a human service agency located in Rochester, MN. The mission of the agency is to improve the quality of life in Southern Minnesota by providing rehabilitation and employment services for persons with disabilities and other special needs (Ability Building Center, 2007). One way ABC serves adults with disabilities is through their supported employment program. The program currently serves one hundred sixty-seven adults with varying disabilities. The goal of this program is to assist participants in obtaining and maintaining employment in community settings with direct or indirect support. This paper will review recent literature related to supported employment and performance appraisals. It also proposes research about the performance appraisal utilized for evaluating participants in the supported employment program with ABC. By knowing strengths and weaknesses of the performance appraisal, Ability Building Center will be able to improve or continue the performance appraisal process for supported employment program participants. This will be a unique study. There are not research studies available that specifically examine supported employment programs and performance appraisals. Literature Review Supported Employment Supported employment is generally defined as employment with supports (Brooke, Revell, &Wehman, 2002). To elaborate on this, supported employment is competitive work in integrated work settings, or employment in integrated work settings in which individuals are working toward competitive work, consistent with strengths, resources, priorities, concerns, abilities, capabilities, interests, and informed choice of individuals. Supported employment is

3 best used for individuals who would not be able to gain and maintain employment without ongoing support (Briel, McManus, Targett, & Wehman, 2007). Generally, supported employment program participants are adults with disabilities. These programs are run by human service agencies that support people with disabilities in finding and maintaining employment. The Department of Employment and Economic Development defines a person with a disability as someone with a physical or mental impairment which constitutes or results in a substantial impediment to employment for the individual (Department of Employment and Economic Development, 2007). There are two types of supported employment work settings. One setting involves participants working individually or in small groups in community jobs. In this setting, a job coach works directly with participants at the jobsite. The role of the job coach is to assist participants in performing all of the job related tasks to the best of their ability without doing the job for the person. The other type of supported employment setting is a participant or a small group of participants employed without a job coach at the worksite. Instead, these participants work independently at community jobsites with check-in support from a job coach or case manager. The role of the job coach or case manager is to ensure everything at the jobsite is running smoothly for the participant and the employer. If accommodations need to be made for the participant or issues come up, the job coach or case manager is able to assist in resolving the issue with the participant and employer. There are several advantages to having people with disabilities work in a supported employment program. First and foremost, supported employment programs have specialists who take an individualized approach to help obtain and maintain employment for people with disabilities. Specialists provide services that include determining the abilities and support needs

4 of the employee in the workplace; locating and negotiating suitable work; identifying and receiving necessary workplace supports or accommodations to improve job performance; and problem solving issues either at work or outside of work that if not dealt with could lead to the employee losing their job (Briel, McManus, Targett, & Wehman, 2007). There are also financial advantages with supported employment programs. The participant is able to make more money than working in a typical sheltered workshop for people with disabilities or involved in a nonvocational adult day program that does not provide a wage at all. Further, taxpayers and society at large benefit financially through supported employment programs. Studies have determined for every dollar invested in supported employment programs more than one dollar is given back to taxpayers and society in taxes, reduction of alternative programs, and decreases in governmental subsidies (Cimera, 2006). Performance Appraisal Performance appraisals can mean different things to different people. In general, a performance appraisal is defined as an evaluation of an employee s job performance to measure how effectively this employee is performing at their job (Becton, Portis, & Schraeder, 2007). The traditional format of a performance appraisal is an employee meeting with their supervisor annually or twice a year to go over how well the employee is doing their job. Usually the company the employee is working for provides a form for the supervisor to fill out and go over with the employee. This form list goals and objectives of the company and how well the employee is meeting these. There are several purposes for companies to conduct performance appraisals. Four of these purposes are pointed out by Murphy and Margulies as, pinpointing specific behavior or job performance that should be discontinued or reinforced, serving as an employee development

5 and coaching tool, providing a realistic assessment for an employee s readiness for promotion, and serving as the basis for awarding merit pay (Margulies & Murphy, 2004). There are advantages for companies to use performance appraisals for employees on a regular basis. One advantage is the performance appraisal helps to reward workers for contributing to the long term success of a company (Taylor, 1991). This is typically demonstrated through raises in salary or promotions. Also, the performance appraisal process can lead to a better connection between supervisors and supervisees and employers and employees. There are specific attributes that lead to successful performance appraisals. Some general attributes are that the appraisal should evaluate the performance of the employee and not the employee themselves as likeable or not. The performance appraisal should look at objective material and hard data for both the employee and the rater of the employee (Taylor, 1991). Next, there should be familiarity of the rater with the nature and importance of job duties the employee is being rated on and the actual performance of the employee (Margulies & Murphy, 2004). Last, after the performance appraisal is conducted another company employee should review the appraisal. Performance appraisals are a needed tool to use in judging employee performance and there are ways to improve the traditional process. One way to improve the performance appraisal process is to analyze and update the performance appraisal itself periodically to make sure it is as effective as possible. Another good idea to improve the performance appraisal process is for companies to provide training to employees who rate employees. That way the company can provide standards for how the company would like the performance appraisal conducted. Last, the performance appraisal process can be improved if companies use a more

6 comprehensive rating approach known as the 360 degree approach (Becton, Portis, & Schraeder, 2007). In this process, companies use multiple raters to rate the effectiveness of employees. These other raters can be supervisors, peers, subordinates, and customers. Significance This study is relevant to social workers working with adults with disabilities involved in a supported employment program. It is important for adults with disabilities to receive appropriate feedback from employers or supervisors in a consistent and on-going basis. The feedback in a performance appraisal is significant in showing what a participant is doing well at a worksite or what they can improve. Social workers are then able to assist participants in supported employment programs by having them continue with their job if it is going well, assist them in finding other employment if not going well, or problem solve issues at the worksite. Research Question The following research question is proposed in this study: What are the strengths and weaknesses of the Performance Appraisal utilized for participants in the Supported Employment program with Ability Building Center? Methods Population/Sample The population in this research are all one hundred sixty-seven supported employment program participants, their team members (ABC Program Coordinators, social workers, guardians, conservators, work supervisors, residential staff, and family members), and evaluators of supported employment participants.

7 The sample for this research will be one ABC Program Coordinator s case load of approximately forty supported employment participants, participants team members, and performance appraisal evaluators. Research Design This research will be conducted by surveying one Ability Building Center Supported Employment Program Coordinator s case load of program participants, their team members, and the people conducting the performance appraisal evaluation for participants. This survey will be conducted at program participants semi-annual performance review time. The survey will contain both Likert scale and open-ended questions. Operational Definitions Performance Appraisal- The Performance Appraisal is utilized by the supported employment department at ABC to analyze participants job performance. The Performance Appraisal rates participants in several job performance areas on a scale from one to five where 1 is well below standard and 5 is exceeds standard. Performance Appraisal process- This process involves a Program Coordinator, for the participant who is being evaluated, distributing a Performance Appraisal to the evaluator of the participant under review. The Performance Appraisal is then collected when evaluator completes the appraisal. A meeting is scheduled with the program participant, evaluator, and participants team members. The Performance Appraisal is then reviewed with all parties involved to discuss the participant s job performance. Supported Employment Program- ABC program that assists adults with disabilities in obtaining and maintaining community employment.

8 Supported Employment Program participants- Adults with disabilities or other special needs who work with ABC Supported Employment staff members to obtain or maintain community employment. Data Collection A survey will be used to collect all of the information for the research project. Surveys will be handed out to performance appraisal evaluators and turned in when the performance appraisal is complete to the researcher. Also, supported employment program participants and their team members will complete surveys at semi-annual performance reviews. The surveys will be filled out at the end of the performance appraisal session and turned in to the research evaluator. Data Analysis Qualitative analysis will be used to analyze the open-ended questions on the survey. Common themes and similarities will be examined to draw conclusions about the strengths and weaknesses of the performance appraisal. Quantitative analysis will be used to analyze the Likert scale questions on the survey. The mean, frequency, range, and percentages from this information will be used to determine strengths and weaknesses of the performance appraisal. Other Considerations Limitations One limitation in this proposal is there may be a disproportionate amount of a certain type of disability in the sample, for instance participants with traumatic brain injury or developmental disabilities. The most representative case load of supported employment participants will be utilized in this study to minimize the impact of this limitation. Another

9 potential limitation for this proposal is participants may not want to be involved in this study. The last limitation is the potential for the data collection instrument to not be totally valid and reliable. All considerations and precautions will be taken in to account to provide the most valid and reliable data collection instrument for this study. Administration An ABC Program Coordinator will be responsible for all of the data collection procedures in this proposal. Every supported employment participant at ABC has a Performance Appraisal conducted every six months. Therefore, the data collection process should not take any longer than six months. The total research project should be analyzed and results ready within an eight month time frame. The Program Manager for the Supported Employment program at ABC will oversee this research. This person will assign the appropriate Program Coordinator and case load of participants to this study. Also, the Program Manager will act as a liaison in all aspects of the research. Ethical Issues Five ethical issues have been taken into account for this study. These issues are; voluntary participation and informed consent, no harm to participants, anonymity, deceiving subjects, and analyzing and reporting of the research findings. All participation in this research will be voluntary and participants of the study will be given a full description of the study before deciding to participate. Also, all participants will be required to sign informed consent forms before participating. Every effort in this study will guard against harming any research participant. All surveys will be kept anonymous for the

10 research. This study will be conducted in a straightforward manner and participants in the research will not be deceived. Last, all of the data that is analyzed will be reported in this study.

11 References Ability Building Center. (2007). Retrieved July 8, 2007, from Becton, J.B., Portis, R., & Schraeder, M. (2007). A Critical Examination of Performance Appraisal: An Organization s Friend or Foe? The Journal for Quality and Participation, 30, Retrieved July 8, 2007, from Briel, L., McManus, S., Targett, P., Wehman, P., & Yasuda, Satoko. (2007). Helping Persons with Traumatic Brain Injury of Minority Origin: Improve Career and Employment Outcomes. Journal of Head Trauma Rehabilitation, 22, Retrieved July 5, 2007, from Brooke, V., Revell, W.G., & Wehman, P. (2002). Competitive Employment: Has it Become the First Choice Yet? Retrieved July 5, 2007, from Cimera, R. E. (2006). The Monetary Benefits and Costs of Hiring Supported Employees. Journal of Vocational Rehabilitation, 24, Retrieved July 7, 2007, from Department of Economic and Employment Development. (2007). Retrieved July 6, 2007, from Heathfield, S. (2007). Performance Appraisals Don t Work-What Does? The Journal for Quality and Participation, 30, 6-9. Retrieved July 7, 2007, from Margulies, J., & Murphy, T. H. (2004). Performance Appraisals. Retrieved July 11, 2007, from

12 Randall, G. A. (1973). Performance Appraisals: Purposes, Practices, and Conflicts. Occupational Psychology, 47, Retrieved July 7, 2007 from Rasch, L. (2004). Employee Performance Appraisal and the 95/5 Rule. Community College Journal of Research and Practice, 28, Retrieved July 6, 2007, from Taylor, G. S. (1991). Using Performance Appraisals of Dispatchers to Reduce Driver Turnover. Transportation Journal, 30, Retrieved July 8, 2007, from

13 Appendix Survey Instructions: Please circle the answer for questions 1-3. Please write as much information as possible for questions 4-6. For Evaluators: 1. I understand how to fill out the Performance Appraisal Strongly 2. I believe the ratings given on the Performance appraisal are utilized to improve worker performance. Strongly 3. I believe the Performance areas are appropriate for measuring the worker s job performance Strongly 4. What improvements can be made with the Performance Appraisal? 5. What do you feel works well with the Performance Appraisal?

14 6. Are there other performance areas the worker should be rated on? If yes, please list For Team members: 1. I understand the rating system used in the Performance Appraisal Strongly 2. I believe the ratings are used to help the participant succeed at work 3. I believe the Performance areas are appropriate for measuring the participant s work performance Strongly 4. What improvements can be made with the Performance Appraisal? 5. What works well with the Performance Appraisal? 6. Are there other areas of job performance the participant should be rated on? If yes, please list

15 For Participants: 1. I understand how I am rated on the Performance Appraisal Strongly 2. I believe the ratings are used to help me succeed at work Strongly 3. I believe the performance areas are appropriate for measuring my work performance Strongly 4. What improvements can be made with the Performance Appraisal? 5. What works well with the Performance Appraisal? 6. Are there other areas of job performance that I should be rated on? If yes, please list