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ATTRIBUTES OF THE ARCHER EXPECTANCY-FACTOR PERFORMANCE APPRAISAL SYSTEM

An innovative breakthrough in performance appraisal and pay-for-performance.

A fully copyrighted system backed by twenty-two years of research and testing.

A controlled, discrimination preventing system that makes it difficult for appraisers to abuse.

A system that employs a universal set of performance appraisal factors, elements and criteria that cover all employees, from the custodian to the executive.

A system that has received extraordinary acceptance from employees and management

A system that is both economical to maintain and easy to administer.

A system installed and supported by a staff of highly qualified professionals and specialists.

A system that meets seven important and critical tests for validity and reliability including, content validity, criterion-related validity, predictive validity, construct validity, test-retest reliability, alternate-form reliability, and scorer/evaluator reliability.,

A system that has been installed with remarkable success in organizations of all sizes and types, including: Aircraft Firms, City Governments, Metal Trades Firms, Airports, County Governments, Housing Authorities, Insurance Companies, Libraries, Steel Companies, Theme Parks, Museums, Newspapers, Colleges and Universities, Legal Agencies, State Governments, Financial Institutions, Electronics Firms, Medical Clinics, Printing Companies, Public Service Agencies, Public Utilities, Zoos, Recreation Commissions, Hospitals, Law Enforcement Agencies, Eleemosynary Agencies, School Districts, Engineering Firms, Professional Associations, Textile Firms, Trucking Companies, Recycling Companies, Marketing Organizations, Entertainment Services, and Paper Products Companies.

A UNIVERSAL PERFORMANCE APPRAISAL SYSTEM

The Archer Expectancy Factor Performance Appraisal System provides the client with a valid and reliable performance appraisal system wherein every employee's performance will be appraised against a common set of performance factors. These factors include:

Twelve universal performance factors for non-supervisory employees: 1) know-how, 2) output, 3) quality, 4) initiative, 5) enthusiasm, 6) judgment, 7) cooperation, 8) attendance, 9) relationships, 10) coordination, 11) safety, and 12) reliability.

Twenty-three universal performance factors for supervisory employees: 1) know-how, 2) output, 3) quality, 4) initiative, 5) enthusiasm, 6) judgment, 7) cooperation, 8) attendance, 9) relationships, 10) coordination, 11) safety, 12) reliability, 13) planning, 14) organizing, 15) staffing, 16) leading, 17) controlling, 18) delegating, 19) decision making, 20) creativity, 21) employee relations, 22) policy implementation, and 23) policy formulation,

Twenty-three universal performance factors for professional (non-supervisory) employees: 1) know-how, 2) output, 3) quality, 4) initiative, 5) enthusiasm, 6) judgment, 7) cooperation, 8) attendance, 9) relationships, 10) coordination, 11) safety, 12) reliability, 13) planning, 14) organizing, 15) administering, 16) influencing, 17) controlling, 18) facilitating, 19) decision making, 20) creativity, 21) user relations, 22) policy implementation and, 23) policy formulation.

Note: Each of the universal appraisal factors listed above has three elements associated with it. For example, the factor "attendance" has three elements, each of which must be addressed if the factor is to be objectively appraised: 1) coming to work, 2) coming to work on time, and 3) staying on the job while at work. As an additional example, the three elements for the factor "know-how" are: 1) technical knowledge, 2) interpersonal knowledge, and 3) conceptual knowledge. In addition, each appraisal factor will have a weighting value associated with it based upon its relative importance to all the other factors.