Appraisal - Student Progress Report

School of Engineering and Physical Sciences

Graduate School

Postgraduate Research – Annual Appraisal PhD/MPhil

Progress Report from Research Student

This report, which is part of the academic audit process, is to enable you as a research student to comment on your progress. This report will be made available to your supervisor, so discuss any matters of a confidential nature with the Postgraduate Research Co-ordinator for your discipline.

Please complete the form electronically – the text boxes will automatically expand as required.

If this appraisal process is not completed, you will not be allowed to re-register at the start of the new academic year

You may wish to retain a copy for your own records.

Feedback - Your Supervisor will be able to provide you with feedback following the completion of your annual appraisal. You are recommended to ask your Supervisor how this feedback will be communicated to you.

Registration status: Full-time Part-time

If part-time are you also employed as a Research Associate? Yes No

Date of first registration: 01/09/2014

Year of study under review: 1

Have you had any breaks in registration? If so, give

dates:

Title of research project:

WRITTEN REPORT: Reports or copies of paper manuscripts are required to accompany this form at the stages shown below. First year (second year if part-time): The report should be 5,000 – 10,000 words and include a literature review (of at least 2,500 words) relevant to the research, a summary of the work carried out to date, and outline plans for the remaining period of study.

Second year (fourth year if part-time): The report should be 2,500 – 5,000 words and should concentrate on the progress achieved over the second year (third and fourth year if part-time), together with outline plans for the remaining period of study.

A detailed literature review is not required, but appropriate references should be included. NB: As detailed below, no report is required at this stage if a copy of a submitted paper is included.

Please note your report may be subjected to screening for plagiarism.

Please consult the EPS PG research student handbook

(O:\EPS-pgr\Information for PGR students & supervisors\PGR guides\EPS PGR student handbook.doc) for more detail on appraisals.

PhD reporting and examination requirements

MPhil reporting and examination requirements

*transfer only possible if funds are available to pay fees required for the additional period of study, and must be discussed by Student, Supervisor and PGR Co-ordinator in advance

1. Please comment on your academic progress in the last year and check the appropriate box below. (If you are

currently writing up, you are still required to complete the form and section 10.)

Excellent Very Good Good Fair Poor

2. If your progress is only fair or poor have you discussed this with your supervisor(s)?

Yes No

3. If you are an MPhil student do you wish to be considered for transfer to a PhD? Yes

No

If yes, have you discussed this with your supervisor and PGR Co-ordinator? Yes

No

4. Current status of studies

5. On the basis of progress so far, do you believe that you will submit a thesis in the recommended period?

Yes No Date by which you expect to submit your thesis:

6. Have you submitted any papers for journals or conferences over the past year?

Yes No

If yes, provide details at 9.3 and 9.4 overleaf and attach copies of the papers to this form.

7. Have you encountered any non-research-specific problems in your work? e.g. adequacy of facilities,

frequency and adequacy of meetings with supervisor(s) etc. If so, give details and the action you have taken to remedy them so far.

Yes No

8. Give details of any other concerns you may have that might prevent you from completing your research and

thesis.

9. POSTGRADUATE SKILLS TRAINING.

In order to gain a suitable technical background, PhD and MPhil students should be able to demonstrate that they have undertaken at least 80 hours of skills training (including writing and presentation skills) during each year of their course of study. The secretary for your discipline can provide you with a list of relevant modules, and you should discuss your choice with your supervisor. Students are expected to actively seek out training courses in areas of weakness. In some cases it may be more beneficial to attend modules from one of the other disciplines within the school, perhaps at a lower level (i.e. not final year). You may be required - following the advice of your Supervisors - to undertake taught postgraduate modules in appropriate subjects and can be requested to undertake assessment. These assessments can be used as a demonstration of progress.

9.1 Lecture courses attended

9.2 Skills training courses attended

9.3 Conferences attended

9.4 Journal papers submitted, in press or published

9.5 Industrial experience / presentation at review meetings with external partners

9.6 Other skills training

9.7 Total number of hours spent on Postgraduate Skills Training

10. Miscellaneous – please add here any other items you consider relevant

11. For writing up students - Schedule to Completion. Please give details of your current schedule to completion. Please list any additional supporting documents you have attached to this form e.g. charts, timetables.

12. Have you submitted the Student – Supervisor Agreement, which is Appendix I on page 26 of the PGR Code of Practice, to the PGR Office? Progression will not be approved unless this is submitted. If you have not submitted the form, please submit it with this document.

Yes – previously submitted No (please submit this to PGR office before submitting this form)

Signature of Student (Required) Date:

If you are unable to submit an electronic image of your signature, please type your name above.

Please send a copy of all your appraisal documents to pgr.eps@https://www.wendangku.net/doc/827232124.html, and with your Supervisors in CC.

Task19-2appraisal

ACCA Task 19-2 Performance appraisal Instructor: Alice

Contents Appraisal interviews Barriers to effective appraisal How effective is the appraisal scheme

Appraisal interviews Prepare Time/venue Review feedback reports Interview Listen Be fair Collaborate

Appraisal interviews Plan Gain commitment Agree Summarise Report Finish appraisal report, with agreed conclusions Follow up Take agreed action Monitor progress

Appraisal interviews Three types of approach to appraisal interviews ‘Tell and sell’ ?Deliver assessment and ‘sell’ (gain acceptance of) improvement plan. ?Requires human relations skills to criticise and motivate constructively.

Appraisal interviews Three types of approach to appraisal interviews ‘Tell and listen’ ?Deliver assessment and invite response. ?More opportunity for counselling.

绩效评估表_Employee_Performance_Appraisal

PERFORMANCE APPRAISAL 绩效评估表 (For hourly employees适用于计时工 / non-exempt必填) Name姓名: _______________ Hire Date入职日期: __________ Last Review Date上一评估日: __________Date Prepared计划评估日: __________ Present Job Title现任职位: ________________ Department部门: ___________ Supervisor/Reviewer’ Name主管/评估人: ___________________ Ratings等级:Low低 = Unsatisfactory不满意 Needs Improvement待改善 Meets an acceptable level of performance良好 Exceeds an acceptable level of performance优秀 1.Job Knowledge 专业知识– Competent in knowledge skills & abilities专业知识技能和能力 N/A 不适用 Low低 <------------------>High高 Overall总评 2. Quality工作质量–Displays commitment to excellence through actions & work按承诺出色完成工作 N/A 不适用 Low低 <------------------>High高 Overall总评 3. Quantity 工作量–Accomplishes productivity goals完成生产目标 N/A 不适用 Low低 <------------------>High高 Overall总评 4. Cooperation协作–Establishes and maintains effective relationships建立并维护有效的工作关系 N/A 不适用 Low低 <------------------>High高 Overall总评 5. Dependability 可靠性–Dependable with regard to attendance, punctuality, and their word 可靠的出勤、准时性、承诺 N/A 不适用 Low低 <------------------>High高 Overall总评 6. Communication 沟通- Demonstrates effective communication skills高效的沟通技巧 N/A 不适用 Low低 <------------------>High高 Overall总评 7. Organization Support 组织支持–Supports organization’s goals and values支持组织目标与价值 N/A 不适用 Low低 <------------------>High高 Overall总评

PERFORMANCE APPRAISAL

CHAPTER SEVEN: PERFORMANCE APPRAISAL第七章绩效考评 CHAPTER OBJECTIVES本章目标 第一节绩效考评概述AN BRIEF INTRODUCTON TO PERFORMANCE APPRAISAL 1. The Significance of Performance Appraisal 2. Roles (作用) of Performance Appraisal 3. Principle of Performance Appraisal 4. Who Performance Appraisal PERFORMANCE APPRAISAL PROCESS第二节绩效考评的过程 1. Preparation: To establish the criteria and standard for each position 2. Conducting Performance Appraisal 3．To Coach (辅导阶段) 4．To improve TYPES OF APPRAISAL INSTRUMENTS第三节绩效考评的方法 1.Alternation Ranking Scale 2.Forced Distribution Method.（强制分布法） 3.Paired comparison Method（配对比较法） 4.GRAPHIC RATING SCALES（量表法） 5.BEHAVIORALLY ANCHORED RATING SCALES(行为锚定法) 6.Critical Incident Method(关键事件法) 7．MANAGEMENT-BY-OBJECTIVES（目标管理法） FEEDBACK INTERVIEW第四节绩效考评的面谈 EXERCISES作业 Reference参考文献 CHAPTER OBJECTIVES（本章目标） After you learn this chapter, you should be able to: 1. To cite the various objectives of performance appraisal. 2. To identify the basic consideration in selecting standards for appraisal 3. To identify and discuss the major performance appraisal method.

房产评估报告 Appraisal Report

Real Estate Evaluation Report Name of Project: Entrusting Party: Appraisaling Institution: Appraisers: Appraisal Working Date: Appraisal Report No.:

Content 1.Letter to the Entrusting Party 2.Statement by the appraisers 3.Presumption and restrictive conditions 4.Real Estate appraisal result report 5.Appendix

Letter to the Entrusting Party XXXX: We accepted your appointment to conduct the appraisal on your real estate that you have entrusted us. The appraised object is the real estate located at Room 203-2,Floor 2, Building 1,Shiji Jinyuan Jiaju Square, No. 31 Qianjin Road, Fancheng District,Xiangyang City. Appraisal Object: Real estate of Room 203-2,Floor 2, Building 1,Shiji Jinyuan Jiaju Square, No. 31 Qianjin Road, Fancheng owned by XXXX, i.e., the total construction area of 121.19 square meters of non-residential building droit and corresponding allocation of state-owned land use right. Purpose of Appraisal: Supplying the reference basis of real estate market price for the entrusting party’s knowledge Appraisal Date: Nov 16, 2013 The appraisers have assessed the value of the above-mentioned real estate on the basis of independence, impersonality, equity, legitimacy and cautiousness, adhering to on-spot inspection of the real estate as well as comprehensive collection of related market information and appraised object information, in the light of general analysis the elements which will influence the market value of the real estate, comply with state regulations on real estate appraisal, real estate appraisal rules and given appraisal purpose as well as by utilizing logical appraisal processes and methods. The appraisal result of the appraised object on Nov 16, 2013 is as follows (currency: RMB): Unit Price of the appraised object：RMB15009 Yuan/Square Meter Total Price of the appraised object: RMB1, 818,900.00 Yuan, among which the house value is RMB1, 725,400.00Yuan, and the land value is RMB93, 500.00 Yuan. Declaration：In use of this report, please note the evaluation assumptions and constraints of this appraisal report, and the report of the full text as an integral whole, only part of the content is not become effective valuation report. Xiangfan Chengzuo Real Estate Appraisal CO., LTD 11/17/2013

Appraisal-Form评估鉴定表

恩纳社联合企业 公司名称: _金水（上海）水处理设备有限公司 a) 病假 _____________ 天 b) 旷工 _____________ 天 c) 口头警告 _____________ 次 d) 书面警告 _____________ 次

年初，评估者和被评估者应当探讨工作范围，记述工作中任务和责任的的大纲，在年末将会被回顾后进行评定。

本年度工作分配/目标： _________________ 签字/日期

3.0 目标和标准评估（年终回顾） 备注 C –完成IP –进步中NC –未着手

4.0 员工反馈 在年终的最后评估会议之前由员工填写。 4.1 在你完成自身工作过程中有否遇到一些主要困难？如有，请描述。 __在解决一些现场问题的时候有感觉到现场经验不是很丰富，可能接触到东西还不够多，需要继续加强学习来促进自己进步。__________________________________________ ______________________________________________________________________________ __________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ 4.2 请提出任何关于你、你的同伴甚或主管人员的，能保证团队高效工作的意见。你可以在此 处提出你在第一条目内描述的工作中所遇见的任何困难。 同事之间应该相互协助，相互学习，取长补短，有良好的团结精神，来共同完成一个项目，我们要有良好的团队来完成任何一个工程，要在完成每个项目后要积极吸取教训与经验，不断的完善自己和自己的团队，以使得下个项目我们做的更好。 ____________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ 4.3 你对所从事的这份工作怀有憧憬吗？如果没有，今后什么方式可让你和你的主管来促进对 工作的展望？ 有，我非常热爱水处理方面的工作，尤其对半导体厂UPW系统非常感兴趣。坚信水处理事业有巨大的发展前景。______________________________________________________ ________________________________________________________________________ ________________________________________________________________________ 4.4 你也可以列举所受到的任何特别奖赏，对公司及集团所作的贡献和支持。 我本是一名管道系统方面的工程师，通过几个月的现场学习，我学会了工艺方面很多知识，现在不仅能为公司处理管道方面问题也能解决工艺方面的很多问题。 _______________________________________________________________________ ________________________________________________________________________

Performance Appraisal

- Targeted action - Organization, priority management - Independence - Commitment - Adaptability - Foucs on customers O i z n - Innovation - Initiative - Continuous improvement

- - Building Relationships - Communication - Health, Safety and Environment R s - Leadership - Strategic Thinking

绩效评估使用指南 PERFORMANCE APPRAISAL GUIDE 公司政策规定每位员工都有机会每年至少一次与主管讨论其每年的业绩。此绩效评估表体现了此政策。 It is our policy to provide every employee the opportunity to discuss performance with his/her supervisor at least once a year. The annual appraisal ensures that opportunity. 此年度评估是员工和管理人员的直接对话，是双方有效沟通的一部分。 The annual appraisal is a dialogue between employees and management. It is part of the ongoing communication process between the two parties. 基本评估原则 Basic appraisal principles ?此评估必须建立在双方相互尊重和聆听基础上，以达成一致。 The appraisal must be conducted in a spirit of mutual respect and listening, with a view to reaching a consensus. ?此评估的目标是根据事实评定一段时期内员工的表现，而不是根据对员工的印象，看法或个性而做出评定。 The objective is to assess the employee’s performance over a given period, based on facts, not on impressions or opinions of the employee’s personality. ?业绩评估是根据岗位的需求而去评估的，请避免对与绩效评估无关的不同工作或不同业绩进行比较。 Performance is evaluated with respect to the job’s requirements. Avoid making comparisons with jobs or performance levels tha t are not relevant to the appraisal. 评估的目的并非局限于对目前业绩的评估，而且要采用有远见的方法去改进，帮助开发员工的潜力，以及保证业务的增长。 ?The purpose of the appraisal is not limited to assessing current performance, but also to taking a forward-looking approach designed to improve performance, help develop the employee’s pot ential, and ensure the growth of the business. 评估结果的用途 How is the information used 员工，员工上级主管以及人力资源部门都会收到一份评估报告。这份报告是用来记录员工的业绩表现，决定工资（根据总体评价），计算奖金（作为参考），制订培训计划，以及评估员工的其它需求。 ?The employee, the employee’s managers and the Human Resources Department receive a copy of the appraisal report. The information is used to document performance, determine salaries (based on the overall appraisal), calculate bonuses (where appropriate), outline training programs, and evaluate other staffing needs. 如何使用此表格 How to use the form 此文档有两部分： This document contains two sections. 第一部分是评估员工过去一年的业绩表现以及来年的工作计划。 Use the first to review an employee’s job performance over the last year (Review) and plan for the next period (Planning)第二部分是评定员工过去一年的绩效奖金。 Use th e second to review an employee’s bonus performance over the last year (Review) 请确认在每部分中都有员工，评估者，评估者上级及人力资源的签字。 Within each section, please be sure to obtain signatures of the employee, appraiser, the next level of approval and HR. 评分级别 Rating scale 使用以下的评分级别来量化业绩。 To quantify performance levels, use the following scale:

Staff Appraisal

Staff Appraisal The purposes of an appraisal are: 1.To review the accuracy and validity of the job description and if necessary to amend it. 2.To assess how well the officer is undertaking the job description and to agree any remedial actions necessary. 3.To evaluate the efficacy of communication between the officer and line manager, the efficacy of support from the organisation and to agree any remedial actions necessary. 4.To identify the aspirations that the officer has for the post, within the organisation or personally and where possible recognise them within a plan of action. 5.To agree targets and timetable for achievement and review. Officer's Name:Appraisal date: Job Title:Appraised by: Section 1.To review the accuracy and validity of the job description and if necessary to amend it.

investment_appraisal(1)

Investment appraisal is also known as capital budgeting, a process designed to evaluate the future profitability and cost effectiveness in the private or public companies (Olawale et al., 2010) It aims to find the most profitable investment by using investment appraisal techniques, such as net present value, internal rate of return, average rate of return or payback period. The importance of Investment Appraisal is to evaluate whether capital should be spent on a particular project now by the company would produce future benefits or not. The decisions made during capital budgeting process are essential to the future growth and productivity of the firm. The main purpose of the essay is to evaluate the project for Gamma plc by using four main techniques, after estimating cash flows from Gamma Plc project, four major investment appraisal methods are available to address the question of whether or not the project should be accepted or rejected by Gamma Plc. In the end, recommendations would be made to help Gamma plc decide whether or not accept the project as well as by using risk analysis. Net Present Value A project is considered as financially viable if project produces positive NPV . Thus, the project can cover the cost of capital and still create a surplus or profit. NPV= -300000 + (-145000)/ (1.15) + 180000/ (1.15)2 + 215000/ (1.15)3 +370000/ (1.15)4 = -300000+(-145000)X0.870+180000X0.756+215000X 0.572 = 63040 This figure shows the project carry 15% cost of capital and still leaves a surplus of benefits to cover costs, which is approximately ￡63040. According to NPV rule, Gamma Plc should accept project as a result of positive NPV achieved by this project. NPV uses discounted cash flows at the cost of capital and deduct initial outlay. NPV is a superior method that used to determine whether the company should accept or

Probation Performance Appraisal

Probation Performance Appraisal (试用期评估) （For manager use / 由直接主管填写） 姓名/Employee: 部门/Department: 职位/Job Title: 上司/Supervisor: 部门/Department: 职位/Job Title: 试用期/Probation Period: / / / to / / / 地区/Location:

（管理人员总分低于45分，普通员工总分低于30分，不予以转正。Employees won ’t pass the probation if the total evaluation score less than 45 for managerial position, and less than 30 for average ） ? 员工评述/Feedback and comments from Employee: ? 上司建议/Recommendation from Supervisor ? 总评/Overall Comments 转为正式员工/Suitable for permanent employment 终止劳动关系/Service to be terminated （如需薪酬调整请核对员工合同并填写员工变动表/Requirement for salary adjustment please check the employee ’s contract and fill the Personnel Action Form ） ? 确认/Acknowledgement 员工/Employee: 上司/Supervisor: 日期/Date: 日期/Date: 部门主管/Department Head: 人力资源经理/Human Resources Manager: 日期/Date: 日期/Date:

Performance appraisal

Performance appraisal From a strategic and competitive advantage perspective it is important to integrate employee performance with organizational performance goals. Therefore, performance appraisal is a good way to link individual performance with whole organization strategy. Specifically, performance appraisal can be defined as a formal process of evaluating the performance of an individual or group in relation to implicit or explicit performance expectations. This essay will first describe the purpose of performance appraisal, and then criticize the practice of using performance appraisals. Finally, I will mention political uses of PA as well as means of strengthening appraiser accountability. In general, the purpose of performance appraisal can be divided into administrative purpose (control/monitoring performance and staffing/predicting performance) and development purpose. One purpose of performance appraisals is to monitor performance and exert control over employees, which align their behaviors with the goals of the organization. Appraisals used for this purpose must be linked to the administration of a valued reward, including monetary rewards and nonmonetary rewards. In terms of staffing/predicting performance purpose, the aim is to place right people in the right place. Given differences in competency requirements, staffing system may require future-oriented competency assessments rather than appraisals of past performance. Specifically, promoting based on past performance may result in a problem. According to the Peter Principle, people are promoted based on performance in their last job. Eventually, people are promoted into a high level until they are incompetent to the new job. However, in reality, this principal may not work. As the chart shows, if only better performance entry-level employees were able to enter middle management and only the top performance middle managers were promoted to top managers, some employees with the ability required for top management would be eliminated since the first promotion step. The most common interpretation of this phenomenon is that employees who are good at one job may not good at other jobs. As for development performance, the aim is to identify which employees acquire new skills, knowledge, and increase their value to organization. The more value that attached to individual, the more likely that firm invests in regular and formal assessment of development needs. However, administrative and developmental appraisal purposes are always in conflict and that using one appraisal system to cater for both purposes will result in unsatisfied outcome. A separation of administrative and developmental appraisal system is a good way to deal with this conflict. Developmental feedback may be given more frequently and on a more informal basis, while administrative appraisals may be more formalized and given in regular intervals.

绩效评估表PerformanceAppraisalForm

C h i n a 中国 绩效评估表Performance Appraisal Form 人力资源部HR 页page 1 / 3 1. 本表使用前请员工详阅并在同意本表的全部内容的情况下予以填写。 The employee shall read this form carefully before filling it in. Once the form is filled, it means that the employee fully agrees with all the rules set forth in this form. 2. 评定时, 请填写相应的评估等级(4, 3, 2, 1)及原因。 Please fill in the corresponding appraisal grade (4, 3, 2, 1) as well as supporting factors during making the appraisal. 3. 若某项被评为1, 应保留必要的原始记录予以说明。 If an item is appraised as 1, the item should have original records and explanations. 4. 若员工因违纪被公司解除劳动合同的，或有任何违反“迅达行为准则”的行为，无论绩效评估结果如何，均无权得到当年的绩效奖金。其他情况下需扣除 员工奖金的，按《员工手册》执行。 If the employee is terminated by the company due to violation of company rules and regulations, or the employee violates any of Sc hindler’s Code of Conduct, he/she will not be entitled to any bonus covered under this form no matter what the performance result is. The rules set forth in the “Employee Handbook ”shall be applied if the bonus of the employee is to be reduced or cut under other circumstances. 员工姓名/Staff Name：性别/Sex: . 所属组织/Organization: 工号/Staff Number: . 部门/Department: 现职位/Present Position: . 考评期/Period Covered: 评估者/Appraiser: . 在设定个人绩效目标前，您必须首先了解公司的战略目标。作为整个绩效体系中的一部分，每位员工都应在理解公司目标的基础上，围绕公司的战略设定个人目标。公司的业绩是每位员工积极贡献的结果，因而，也必定与您的绩效结果紧密关联；在个人奖金分配结果中，公司业绩的权重为20%。 You are required to understand SC Strategy before setting your individual objectives, since the company’ s VFO will be cascaded down within the whole organization & each of SC employee should support it by individual achievement. The company’s result will be the first part of your performance bonus component with the weight of 20%. 第二部分：业务目标 Part Two: Business Objectives 请填入不超过三个业务目标。各目标的权重必须为10%的倍数，合计权重为60%。 Please fill in the blank with no more than 3 key business objectives. Weightings must be in multiples of 10%. (Sub- total weight 60%.) 项目Objective 权重 Weight 说明 Indicator 目标 Target 中期评估 Mid-Year Review 年终评估 Year End Review 加权总分 Weighted Total Score 1.0 2.0 3.0 评估表(二) Appraisal Form(2) /3 第三部分：素质: Part Three: Competency 请选择不超过4项与本人岗位密切相关的要素，在评估时填入双方同意的得分及说明 Please select no more than 4 items & fill in the agreed score with explanation (合计权重/Sub-total Weight 20%) 评估项目Appraisal Item 评估说明 Appraisal Description 中期评估 Mid-year Review 年终评估 Year End Review 加权总分 Weighted Total Score 客户导向Customer Orientation 权重/Weight: 4.提供超值服务,为客户创造附加价值. Add value for the customer. 3.寻求反馈,不断改进客户服务方法. Seek feed back and make improvements in service. 2.按职位责任要求为客户提供基本服务. Give prompt service. 1.不能按职位责任要求为客户提供服务.Fail to take responsibility. 责任性Responsibility 权重/Weight: 4.责任性非常强,能主动完成上级交办的工作. Strong responsibility, fulfill the task voluntarily. 3责任性良好,在上级指导下完成交办工作.Normal responsibility, fulfill the task under the Supervisor’s guidance. 2.有责任性,在上级督促下完成交办工作. Normal responsibility, fulfill the task under the supervisor’s supervision. 1. 责任性差,在上级督促下完成交办工作也很困难，Poor responsibility, fulfill the task under the s upervisor’s supervision with difficulty.