Analysis

The Professional Performance Scale is used to evaluate employee performance in professional settings. This scale may include various dimensions of performance, such as work quality, productivity, collaboration, initiative, and professional behavior.

Purpose

The aim of the scale is to provide a comprehensive picture of an employee’s performance, helping managers and human resource professionals identify employees’ strengths and weaknesses, provide feedback, and design development strategies.

Scoring

The scale may include statements assessing performance in each of the above dimensions, with participants responding using a Likert scale, such as “1 = Very poor/Strongly disagree” to “5 = Excellent/Strongly agree.” Responses are scored, and the total score is calculated as the average of the ratings for each performance dimension.

References

Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance. In N. Schmitt, W. C. Borman, & Associates (Eds.), Personnel Selection in Organizations (pp. 35-70). San Francisco: Jossey-Bass.
Murphy, K. R. (1989). Dimensions of job performance. In R. F. Dillon & J. W. Pellegrino (Eds.), Testing: Applied and theoretical perspectives (pp. 218-247). New York: Praeger.
Viswesvaran, C., & Ones, D. S. (2000). Perspectives on models of job performance. International Journal of Selection and Assessment, 8(4), 216-226.
Borman, W. C., & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt, W. C. Borman, & Associates (Eds.), Personnel Selection in Organizations (pp. 71-98). San Francisco: Jossey-Bass.
Rotundo, M., & Sackett, P. R. (2002). The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: a policy-capturing approach. Journal of Applied Psychology, 87(1), 66-80.