"Subjective performance evaluation allows the use of a subtler, more balanced assessment of employee performance, and is typically used for more complex jobs where comprehensive objective measures are difficult to specify and/ or measure. Whilst often the only feasible method, the attendant problems with subjective performance evaluation have resulted in a variety of incentive structures and supervisory schemes. One problem, for example, is that supervisors may under-report performance in order to save on wages, if they are in some way residual claimants, or perhaps rewarded on the basis of cost savings. This tendency is of course to some extent offset by the danger of retaliation and/ or demotivation of the employee, if the supervisor is responsible for that employee’s output. ...
Another problem relates to what is known as the "compression of ratings". Two related influences—centrality bias, and leniency bias—have been documented ... The former results from supervisors being reluctant to distinguish critically between workers (perhaps for fear of destroying team spirit), while the latter derives from supervisors being averse to offering poor ratings to subordinates, especially where these ratings are used to determine pay, not least because bad evaluations may be demotivating rather than motivating. However, these biases introduce noise into the relationship between pay and effort, reducing the incentive effect of performance-related pay. ... this is the reason for the common separation of evaluations and pay, with evaluations primarily used to allocate training.
Finally, while the problem of compression of ratings originates on the supervisor-side, related effects occur when workers actively attempt to influence the appraisals supervisors give, either by influencing the performance information going to the supervisor: multitasking (focussing on the more visibly productive activities...), or by working “too hard” to signal worker quality or create a good impression...; or by influencing the evaluation of it, e.g., by "currying influence"... or by outright bribery..." [Principal–agent problem. Wikipedia]
The example "Person demotivated by evaluation - Fault tree analysis diagram" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Fault Tree Analysis Diagrams solution from the Engineering area of ConceptDraw Solution Park.
Another problem relates to what is known as the "compression of ratings". Two related influences—centrality bias, and leniency bias—have been documented ... The former results from supervisors being reluctant to distinguish critically between workers (perhaps for fear of destroying team spirit), while the latter derives from supervisors being averse to offering poor ratings to subordinates, especially where these ratings are used to determine pay, not least because bad evaluations may be demotivating rather than motivating. However, these biases introduce noise into the relationship between pay and effort, reducing the incentive effect of performance-related pay. ... this is the reason for the common separation of evaluations and pay, with evaluations primarily used to allocate training.
Finally, while the problem of compression of ratings originates on the supervisor-side, related effects occur when workers actively attempt to influence the appraisals supervisors give, either by influencing the performance information going to the supervisor: multitasking (focussing on the more visibly productive activities...), or by working “too hard” to signal worker quality or create a good impression...; or by influencing the evaluation of it, e.g., by "currying influence"... or by outright bribery..." [Principal–agent problem. Wikipedia]
The example "Person demotivated by evaluation - Fault tree analysis diagram" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Fault Tree Analysis Diagrams solution from the Engineering area of ConceptDraw Solution Park.
FTA diagram
"A project manager is the person responsible for accomplishing the stated project objectives. Key project management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the constraints of the project management triangle, which are cost, time, scope, and quality.
A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. A project manager is the bridging gap between the production team and client. So he/ she must have a fair knowledge of the industry they are in so that they are capable of understanding and discussing the problems with either party. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.
The term and title 'project manager' has come to be used generically to describe anyone given responsibility to complete a project. However, it is more properly used to describe a person with full responsibility and the same level of authority required to complete a project. If a person does not have high levels of both responsibility and authority then they are better described as a project administrator, coordinator, facilitator or expeditor." [Project manager. Wikipedia]
The UML use case diagram example "Project administrator" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Rapid UML solution from the Software Development area of ConceptDraw Solution Park.
A project manager is often a client representative and has to determine and implement the exact needs of the client, based on knowledge of the firm they are representing. A project manager is the bridging gap between the production team and client. So he/ she must have a fair knowledge of the industry they are in so that they are capable of understanding and discussing the problems with either party. The ability to adapt to the various internal procedures of the contracting party, and to form close links with the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be realized.
The term and title 'project manager' has come to be used generically to describe anyone given responsibility to complete a project. However, it is more properly used to describe a person with full responsibility and the same level of authority required to complete a project. If a person does not have high levels of both responsibility and authority then they are better described as a project administrator, coordinator, facilitator or expeditor." [Project manager. Wikipedia]
The UML use case diagram example "Project administrator" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Rapid UML solution from the Software Development area of ConceptDraw Solution Park.
UML use case diagram
Express-G Diagram
Cross-Functional Flowchart
HelpDesk
Event-driven Process Chain (EPC) Diagram Software
Cisco People. Cisco icons, shapes, stencils and symbols
Personal area (PAN) networks. Computer and Network Examples
"A schedule or timetable is a basic time management tool consisting of a list of times at which possible tasks, events, or actions are intended to take place, or a sequence of events in the chronological order in which such things are intended to take place. The process of creating a schedule - deciding how to order these tasks and how to commit resources between the variety of possible tasks - is called scheduling, and a person responsible for making a particular schedule may be called a scheduler. Making and following schedules is a fundamental human activity, and learning to do these things effectively is one of the most basic life skills. There are a wide variety of situations in which schedules are necessary, or at least useful.
Schedules are useful for both short periods, such as a daily or weekly schedule, and for long term planning with respect to periods of several months or years. They are often made using a calendar, where the person making the schedule can note the dates and times at which various events are planned to occur. Schedules that do not set forth specific times for events to occur may instead list an expected order in which events either can or must take place." [Schedule. Wikipedia]
The UML sequence diagram example "Checking process" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Rapid UML solution from the Software Development area of ConceptDraw Solution Park.
Schedules are useful for both short periods, such as a daily or weekly schedule, and for long term planning with respect to periods of several months or years. They are often made using a calendar, where the person making the schedule can note the dates and times at which various events are planned to occur. Schedules that do not set forth specific times for events to occur may instead list an expected order in which events either can or must take place." [Schedule. Wikipedia]
The UML sequence diagram example "Checking process" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Rapid UML solution from the Software Development area of ConceptDraw Solution Park.
UML sequence diagram
Swim Lane Flowchart Symbols
Column Chart Software
Basic Flowchart Symbols and Meaning
When To Use a Fishbone Diagram
The vector stencils library "Workflow diagrams" contains 54 symbol icons of workflow diagrams.
The workflow diagrams represent information flow, automation of business processes, business process re-engineering, accounting, management, and human resources tasks in industry, business, and manufacturing.
Use this library to draw workflow diagrams in the ConceptDraw PRO diagramming and vector drawing software extended with the Workflow Diagrams solution from the Business Processes area of ConceptDraw Solution Park.
www.conceptdraw.com/ solution-park/ business-process-workflow-diagrams
The workflow diagrams represent information flow, automation of business processes, business process re-engineering, accounting, management, and human resources tasks in industry, business, and manufacturing.
Use this library to draw workflow diagrams in the ConceptDraw PRO diagramming and vector drawing software extended with the Workflow Diagrams solution from the Business Processes area of ConceptDraw Solution Park.
www.conceptdraw.com/ solution-park/ business-process-workflow-diagrams
Accounting
Accounts Payable
Accounts Receivable
Bank
Board of Directors
Copy Center
Customer Service
Distribution
Finance
Information Systems
International Division
International Marketing
International Sales
Inventory
Legal Department
Mailroom 2
Mailroom 1
Management
Manufacturing
Marketing
Motor Pool
Packaging
Payroll
Person 1
Person 2
Personnel/ Staff
Publications
Purchasing
Quality Assurance
Exchange
Reception
Research and Development
Sale contract
Shipping
Suppliers
Telecommunications
Treasurer
Warehouse
Lorry
Quality
Production
Box
Boxes
Open box
Payment
Receiving
Sales
Phone
Operator 1
Online booking
Operator 2
Server
Car
Mini truck
"A taxicab, also known as a taxi or a cab, is a type of vehicle for hire with a driver, used by a single passenger or small group of passengers often for a non-shared ride. A taxicab conveys passengers between locations of their choice. In modes of public transport, the pick-up and drop-off locations are determined by the service provider, not by the passenger, although demand responsive transport and share taxis provide a hybrid bus/ taxi mode.
There are four distinct forms of taxicab, which can be identified by slightly differing terms in different countries:
(1) Hackney carriages also known as public hire, hailed or street taxis, licensed for hailing throughout communities.
(2) Private hire vehicles, also known as minicabs or private hire taxis, licensed for pre-booking only.
(3) Taxibuses, also known as Jitneys, operating on pre-set routes typified by multiple stops and multiple independent passengers.
(4) Limousines, specialized vehicle licensed for operation by pre-booking.
Although types of vehicles and methods of regulation, hiring, dispatching, and negotiating payment differ significantly from country to country, many common characteristics exist." [Taxicab. Wikipedia]
The example "Workflow diagram - Taxi service" was drawn using the ConceptDraw PRO diagramming and vector drawing software extended with the Workflow Diagrams solution from the Business Processes area of ConceptDraw Solution Park.
There are four distinct forms of taxicab, which can be identified by slightly differing terms in different countries:
(1) Hackney carriages also known as public hire, hailed or street taxis, licensed for hailing throughout communities.
(2) Private hire vehicles, also known as minicabs or private hire taxis, licensed for pre-booking only.
(3) Taxibuses, also known as Jitneys, operating on pre-set routes typified by multiple stops and multiple independent passengers.
(4) Limousines, specialized vehicle licensed for operation by pre-booking.
Although types of vehicles and methods of regulation, hiring, dispatching, and negotiating payment differ significantly from country to country, many common characteristics exist." [Taxicab. Wikipedia]
The example "Workflow diagram - Taxi service" was drawn using the ConceptDraw PRO diagramming and vector drawing software extended with the Workflow Diagrams solution from the Business Processes area of ConceptDraw Solution Park.
Work flow chart
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