Name: Court: Station: Branch: Total Point Score

PERFORMANCE EVALUATION FORM For Judges Rating Period January 1 to June 30, 20 ____ July 1 to December 31, 20 ____

Adjective Rating

READ THE INSTRUCTIONS CAREFULLY BEFORE RATING INSTRUCTIONS: 1. 2. 3. 4. 5. 6. 7. Rate the judges performance for the period only. Under each factor in the rating form are four (4) characteristics. Each characteristic has a point equivalent: a = 4; b = 6; c = 8; and d = 10. Read the statements under each factor very carefully. Select the one which most nearly describes the ratee being rated. Check the appropriate box in ink. Do the same for each of the ten factors. Add the total number of points earned. Convert this to adjective rating, using the conversion table. The point score and its equivalent adjective rating shall be indicated later on the spaces provided in this rating form. The rater shall sign the form on the space indicated and write the date when the rating was made. Base your rating on facts not on mere impressions. The best way to obtain correct facts is to exert effort to know the judges general performance during the rating period. Adopt a definite standard for comparison of judges in your unit. Take plenty of time to rate the judge. Do not be influenced by prejudice or pity. The efficiency of his court depends largely on your fair appraisal of the ratee. Do not overrate your friends nor underrate those unfriendly to you. Be impartial and do not discriminate. MANAGEMENT CAPABILITIES: Does he know Supreme Court and Office of the Court Administrators goals and objectives? Can he be depended upon to carry out the plans for the Supreme Court, the Chief Justice and the Office of the Court Administrator? a. b. c. d. II. Has limited knowledge of SC and OCAs goals and management plans. Aware of SC and OCAs goals and management plan but shows limited commitment to said goals and plans. Aware of SC and OCAs goals and management plans and generally meets said goals and plans in his own organizational unit. Is fully conversant with SC and OCAs goals and management plans and consistently develops and implements said plans in his organizational unit.

I.

ORGANIZATIONAL ABILITY: Does he know how to plan activities, delegate delegable tasks and follow-up work in his court station? How does he organize his work? a. b. c. d. Cannot plan or organize his work. Allows things to run their course. Does not want to delegate; prefers to do the job himself. Organizational ability is adequate for his present work. Normally delegates and checks work assigned to employees. Organizes his work very well. Usually does most urgent tasks first. Delegates properly and follows-up work assigned. Plans and organizes his job exceptionally well. Delegates intelligently and always sees to it that approved plans and instructions are carried out properly.

III.

WORK KNOWLEDGE: Does he know and understand the nature and details of his work as a judge? Is his knowledge sufficient for him to perform his job well and supervise his personnel effectively? a. Knowledge and understanding of the work are sufficient but needs a lot of guidance and reminders. Knowledge and understanding of the work are adequate to carry on normal supervision Has thorough knowledge and understanding of almost all phases of his work. Has exceptional mastery and understanding of all phases of his work.

b. c. d.

IV. WORKLOAD DISTRIBUTION: Does he have theoretical and practical knowledge of issues related to the work environment? a. b. c. d. V. Relies solely on personnel skills and experience to meet demands of work area with limited attempts to keep up to date with relevant changes. Allocates work in haphazard manner, without consideration of staff skills. Generally matches staff skills to distribution of workload in the unit. Highly effective in matching staff skills to distribution of workload in the unit.

DECISION MAKING ON NON-JUDICIAL FUNCTIONS: Extent to which decisions and actions are based on facts, sound reasoning and weighing of outcomes. a. b. c. d. Decisions at times not entirely adequate. Normally able to interpret facts and arrive at correct decisions. Judgment almost always reliable even on important and complex matters.

VI.

Has outstanding ability to pick out facts and arrives always at sound decisions even on important and complex matters. INNOVATION: To what extent does he make contributions to improve present methods or add to existing knowledge? a. b. c. d. Makes no attempt to improve the work of his station. Fears change and avoids dealing with issues. Exerts normal efforts to improve work of his station. Normally tries out new methods and procedures. Confronts changes and issues but in a restrictive manner. Active imagination, works out new methods and procedures. Confronts changes and issues and develop appropriate solutions. Exceptionally active imagination, always working on new ways and methods. Anticipates changes and associated issues in constructive manner. Plans preventive strategies to ensure minimum disruption to the court in effecting planned changes.

VII.

EFFECTIVE LEADERSHIP: Is he a leader whom employees will naturally follow? Does he command confidence and inspire those who work with him? a. b. c. Lacks leadership qualities and cannot motivate or direct staff. Has leadership qualities but fails to motivate staff and directs in an unclear and inconcise manner. Demonstrates poor conflict resolution skills. Easily gets the cooperation of his employees. A very good leader. Naturally accepted by subordinates. Gives clear directives of expectations and offers assistance to staff if required. Encourages positive staff interactions. Outstanding leader. Accepted by subordinates without question. Maintains the morale of the employees at high level. Leads by example and motivates staff. Demonstrates a positive approach which inspires staff and develops a harmonious working atmosphere in the court.

d.

VIII.

ABILITY TO MAINTAIN DISCIPLINE: Can he maintain discipline in his court station? Does he have a strong control over his employees? a. b. c. Cannot control his subordinates. Communicates ineffectively with staff. Normally able to maintain discipline in his station. Communicates with staff and intervenes in crisis. Maintains good discipline. Has good control over his personnel. Maintains adequate staff consultations and displays team building when necessary. Takes prompt action to resolve disputes.

d.

Maintains discipline exceptionally well. Has complete control over his personnel. Encourages and creates teamwork. Shares communications openly and honestly with all levels.

IX.

CHARACTER AND INTEGRITY: Is he intellectually honest and loyal? Is he a person of high principles? Will he defend what he thinks is right? a. b. c. d. Lacks courage. Easily swayed. Normally truthful and loyal. Honest and upright. Defends what he thinks is right. Has exceptionally high personal and moral standards, outstanding courage, integrity and firm conviction. PUNCTUALITY AND ATTENDANCE: Habitual absentee; often late for work. Shows little concern for time lost from work. Attendance is average. Very good attendance on the job. Seldom absent or late for work. Perfect attendance on the job. periods, etc. Exceptionally punctual in observing work hours, break

X. a. b. c. d.

CONVERSION TABLE TOTAL POINT SCORE 70 and below 71 - 80 81 - 90 91 - 100 : ADJECTIVE RATING Unsatisfactory Satisfactory Very Satisfactory Outstanding

TOTAL POINTS EARNED ADJECTIVE RATING :

Ratee Designation

Rater Designation

Date: _____________________

Note: The performance form shall be accomplished in triplicate. One copy shall be given to the ratee and one copy shall be kept in the confidential file of the Office of the Executive Judge or the Deputy Court Administrator in charge of the ratee. The original shall be forwarded to the Office of the Court Administrator.