Employee Appraisals: Define and Motivate High Standards of Performance

by David C. Johnston, Jr., (M.ASCE), Dept. Head; Harland Bartholomew & Assoc., Inc., Jacksonville, Fla.,
Mel Hensey, (M.ASCE), Principal; Mel Hensey Associate, Cincinnati, Ohio,
H. Cecil Allen, (M.ASCE), Vice. Pres. and Chf. Civ. Engr.; Turner Collie & Brade, Inc., Houston, Tex.,

Serial Information: Civil Engineering—ASCE, 1981, Vol. 51, Issue 12, Pg. 46-49

Document Type: Feature article


The committee on Engineering Management at the Individual Level (EMIL) conducted a survey of civil engineering consulting firms' employee appraisal programs. The purpose of the survey was to gather information about such appraisal programs and to pass this information along with some conclusions, observations and suggestions to the membership, particularly managers and supervisors. Generally, firms are satisfied with current appraisal process because they believe their techniques have improved performance; however, most firms believed additional improvement in their appraisal system is needed, including training for interviewers and procedures for assuring consistent appraisals.

Subject Headings: Consulting services | Employees | Motivation | Surveys (non-geomatic) | Data collection | Information management | Managers | Training

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