Person demotivated by evaluation - Fault tree analysis diagram

"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.

This example was created on the base of the Georgia DOT Performance Management Dashboard from the Georgia Department of Transportation website.
[dot.ga.gov/ informationcenter/ statistics/ performance/ Pages/ default.aspx]
"Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product of service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.
Performance management originated as a broad term coined by Dr. Aubrey Daniels in the late 1970s to describe a technology (i.e. science imbedded in applications methods) for managing both behavior and results, two critical elements of what is known as performance. A formal definition of performance management, according to Daniels' is "a scientifically based, data-oriented management system. It consists of three primary elements-measurement, feedback and positive reinforcement."" [Performance management. Wikipedia]
The meter dashboard example "Georgia DOT Performance Management" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the Meter Dashboard solution from the area "What is a Dashboard" of ConceptDraw Solution Park.

This HR infographics example was designed on the base of flowchart "Hiring Process" from the website of the Idaho Division of Human Resources.
"... hiring process flowchart outlining the steps to fill a vacant position." [dhr.idaho.gov/ hiringprocess.html]
"What is a hiring list and what are they for?
A hiring list consists of applicants who completed and passed the examination for a vacant classified position.
The applicants are ranked on the hiring list in order from highest to lowest score." [dhr.idaho.gov/ PDF%20 documents/ Flowchart/ Hiring%20 List%20 Guidance.pdf]
"Announcements.
Announcing a vacant position benefits the agency by allowing a wide array of applicants the opportunity to compete for job openings, resulting in a more qualified employee. The State Merit System requires all appointments, promotions and separations in the classified service to be based on competence, valid job requirements, and individual performance." [dhr.idaho.gov/ PDF%20 documents/ Flowchart/ Announcement.pdf]
"Conducting A Lawful Employment Interview.
Interviewing prospective employees is one of the most important activities employers do. The employer’s objective of an interview is to determine whether an applicant is suitable for an available position. The interview provides the employer an opportunity to obtain in-depth information about a job applicant’s skills, work history, and employment background for this purpose." [dhr.idaho.gov/ PDF%20 documents/ Flowchart/ Conducting%20 a%20 Lawful%20 Employment%20 Interview.pdf]
"Reference Checks.
References should be checked after a successful interview with a candidate, but before you offer them the position. If after interviewing there are several candidates that are qualified for the position, reference checks are also a way to further distinguish who might best fit within your agency." [dhr.idaho.gov/ PDF%20 documents/ Flowchart/ Reference%20 Checks.pdf]
"Making the job offer.
Before offering the position to your selected candidate, be sure to speak with your HR and fiscal staff. They may have some suggestions for negotiating the starting salary, etc.
Job Offer Letter.
... A job offer letter should be given to the newly hired employee after you have verbally negotiated the terms of employment. This letter confirms the conditions of employment the selected candidate has accepted and gives them information for their first day." [dhr.idaho.gov/ PDF%20 documents/ Flowchart/ Making%20 the%20 job%20 offer.pdf]
"E-verify.
To ensure compliance with the Governor’s Executive Order 2009-10, all
State Agencies are encouraged to participate in E-verify.
E-verify is an internet based system that allows an employer, using information reported on an employee’s Form I-9, to determine the eligibility of that employee to work in the United States.
The E-Verify system is operated by the U.S. Department of Homeland Security in partnership with the Social Security Administration and its use is free of charge to employers." [dhr.idaho.gov/ PDF%20 documents/ Flowchart/ EVerify%20 Statement.pdf]
"New Hire Paperwork.
There are several important forms for the new employee to fill out." [dhr.idaho.gov/ PDF%20 documents/ Flowchart/ New%20 Hire%20 Paperwork.pdf]
"Probationary Period.
All appointments and promotions into classified positions require a probationary period of 1,040 hours
except for peace officers who must serve 2,080 hours.
The probationary period is a working test period to evaluate the work performance of the employee and to determine their suitability for the position." [dhr.idaho.gov/ PDF%20 documents/ Flowchart/ Probationary%20 Period%20 for%20 Hiring%20 Process.pdf]
The HR infographics example "Hiring process workflow" was created using the ConceptDraw PRO diagramming and vector drawing software extended with the HR Flowcharts solution from the Management area of ConceptDraw Solution Park.