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Under The Guidance Of
Mr. Rohit Vaidya
Submitted By:Anshul Sharma In Partial Fulfillment of the Requirement for the Award OF the Degree of
SUB BY :-ANSHUL SHARMA
I am grateful to Mr.Rohit Vaidya, Associate professor in Marketing, Vivekananda School of Post Graduate Studies for his technical expertise, advice and excellent guidance. I Would Like To Give Special Acknowledgement To Alok Rathore For His Consistent Support And Motivation Scrupulous Critical Reading, But Added Many Examples And Ideas To Improve It. I Am Indebted To My Other Faculty Members Who Gave Time And Again Reviewed Portions Of This Project And Provide Many Valuable Comments. I Would Like To Express My Appreciation Towards My Friends For Their Encouragement And Support Throughout This Project. Anshul Sharma 521139102 (MBA-4TH SEM)
SUB BY :-ANSHUL SHARMA
Certified That This Project Report Titled “Performanc Appraisal” Is The Bonafide Work Of “Anshul Sharma “Who Carried Out The Project Work Under My Supervision.
ROHIT VAIDYA <DEPARTMENT>F
HEAD OF THE DEPARTMENT <DEPARTMENT> <ACADEMIC DESIGNATION>
fULL ADDRESS OF THE DEPT. OF COLLEGE COLLEGE
FULL ADDRESS OF THE DEPT. OF
SUB BY :-ANSHUL SHARMA
3 Limitations Chapter ---2 2.1 Need Of The Study 3.0 Practical Aspect Of Performance Appraisal SUB BY :-ANSHUL SHARMA .MU0014 CONTENTS Chapter –I 1.3 Setting Objectives 2.2 Psychological Appraisals Chapter – 4 4.1 Introduction 1.5 5.2 Theoretical Background 2.4defining The Appraiser’s Role 2.2 Need For The Study 1.5managing The Appraisal Chapter – 3 3.2 Assessment Centers Chapter.1 Research Methodology 4.1 Review Of Literature 2.
Build Confidence. It Clearly Explains The Key Aims And Benefits Of The Appraisal Process. Credit Goes To Walter Dill Scott For Systematic Performance Appraisal Technique Of Man To Man Rating System (Or Merit Rating). Regular. And Leads You Step-By-Step Through The Preparation. The Section Is Packed With Advice To Help You Encourage Open Discussion. Management. During And After World War-1. Industrial Concern Also Used This System During 1920 And 1940’s For Evaluating Hourly Paid Workers.1 360-Degrees Feedback Chapter 6 Suggestion And Conclusion Annexure References/ Bibliography Chapter.MU0014 5. Interpret Body Language. Deal With Performance Problems. And More. Achieve Their Full Potential.1 Introduction About The Study The Ability To Use Appraisal To Develop And Motivate Employees Is A Core Management Skill.I Performance Appraisal Introduction 1. However with the Increase of Training and Management Development Programs From 1950’s Management SUB BY :-ANSHUL SHARMA . It Was Used For Evaluating Military Officers. Appraising Staff Equips You With All Skills And Techniques You Need To Conduct Successful Appraisals. The Systematic Performance Appraisal Was Quite Prominent. And Make The Maximum Contribution To Their Organization. Constructive Feedback On Performance Is Vital If Staff Is To Build On Their Strengths. And Follow-Up Of The Appraisal Interview.
It Goes Thus: The Story: Once Upon A Time There Were Two Beekeepers That Each Had A Beehive. Assigned Each Beekeeper A Goal For Increased Honey Production. the Term Merit Rating And Been Charged Into Employee Appraisal Or Performance Appraisal. Professional And Managerial Personnel As A Part Of Training And Managerial Development Programs. At Considerable Cost To The Beekeeper. SUB BY :-ANSHUL SHARMA . Inc. Sincerity And Capabilities. Skilled. An Extensive Measurement System Was Created To Count The Flowers Each Bee Visited. Therefore Performance Appraisal Enables Employee To Get Incentive Treatment According To Their Potential. The Bees Were Never Told About The Hive's Goal To Produce More Honey So That The Company Could Increase Honey Sales. However. And The Fable Of The Bees And The Bee Keepers Is A Very Popular Paradigm That Often Gets Quoted At Such Times. The Company's Customers Loved Its Honey And Demand For The Product Was Increasing. The First Beekeeper Established A Bee Performance Management Approach That Measured The Number Of Flowers Each Bee Visited. The Beekeepers Had Different Ideas About How To Meet Their Goal And Designed Different Approaches To Improve The Performance Of Their Hives. Accomplishment And Performance. The Beekeepers Worked For A Company Called Bees.2 Need of Study Measuring Performance V/S Action Come Appraisal Time And One Of The Most Debated Aspects Of Completing The Fair-And-Square Appraisal Revolves Around What Is 'Measured' And What Is 'Achieved'. He Also Created Special Awards For The Bees Who Visited The Most Number Of Flowers. 1.MU0014 Started Adopting Performance Appraisal For Evaluating Technical. So Bees. Whereas Performance Appraisal Covers Result. With This Evolutionary Process. This Is Not Mere Change In The Term But A Change In The Scope Of The Activity As The Emphasis Of Merit Rating Was Limited To Personnel Traits. He Also Provided Feedback To Each Bee At Mid-Season On His Individual Performance. Inc. The Second Beekeeper Also Established A Bee Performance Management Approach But This Approach Communicated To Each Bee The Goal Of The Hive For Increased Honey Production.
Supervision. How To Ascertain Whether An Employee Has Shown His Or Her Best Performance On A Given Job? The Answer Is Performance Appraisal. Health. Personnel Appraisal. Employees Performance Review.A Formal Definition Of Performance Appraisal Is: It Is The Systematic Evaluation Of The Individual With Respect To His Or Her Performance On The Job And His Or Her Potential For Development. Behavior Can Be Active Or Passive--Do Something Or Do Nothing. Performance Appraisal May Be Understood As The Assessment Of An Individual's Performance In A Systematic Way. Judgment. Dependability. SUB BY :-ANSHUL SHARMA . The Performance Being Measured Against Such Factors As Job Knowledge. Versatility. Performance Appraisal An Organization’s Goals Can Be Achieved Only When People Put In Their Best Efforts. Initiative. Potentials Of The Employee For Future Performance Must Also Be Assessed. But Not An Easy One Though. The Performance Of Each Bee And The Hive's Overall Performance Were Charted And Posted On The Hive's Bulletin Board For All The Bees To See. Assessment Should Not Be Confined To Past Performance Alone. The Other Terms Used For Performance Appraisal Arc: Performance Rating. A More Comprehensive Definition Is: Performance' Appraisal Is A Formal Structured System Of Measuring And Evaluating An Employee’s Job Related Behaviors And Outcomes To Discover How And Why The Employee Is Presently Performing On The Job And How The Employee Can Perform More Effectively In The Future So That The Employee Organization And Society All Benefit. Either Way Behavior Affects Job Results. Quality And Quantity Of Output. Employee Assessment. Employee Assessment Is One Of The Fundamental Jobs Of HRM. And The Like. The Beekeeper Created A Few Awards For The Bees That Gathered The Most Nectar. Leadership Abilities. Co-Operation. The Second Definition Includes Employees’ Behavior As Part Of The Assessment. Meaning And Definition In Simple Terms.MU0014 The Beekeeper And His Bees Measured Two Aspects Of Their Performance The Amount Of Nectar Each Bee Brought Back To The Hive And The Amount Of Honey The Hive Produced.
It Is Extremely Difficult If Not Impossible To Device A System That Will Be Able To Satisfy Both Performance And Reward. d) Unequal Performance Standards :People Differ From Each Other In The Way They Perceive Things. Because Of One Characteristic. c) Rater Biases: This Occurs When Manager Values Distort The Rating. So Different Managers Will Appraise The Same People Quite Differently Which Could Make Appraisal System Subjective And Manipulative. If An Employee Has Few Absences. What Is Good For Some May Be Bad For Others. b) Appraisal errors: These Are As Follows. SUB BY :-ANSHUL SHARMA . An Organization Should Avoid Using One Appraisal System To Achieve Both Objectives. Contrast Effects: The Halo Effect Occurs When A Manager Rates An Employee High Or Low On All Teams. Appearance Or Other Arbitrary Classifications.Halo. Age. The Particular System Of The Appraisal System Should Clarify Before It Is Designed And Should Be Discussed With All Managers And Employees To Gain Their Commitment. It Is Because Of This Type Of Overlap In Purposes That The Appraisal Loses It’s Practically And Increases The Conflict Between The Manager And The Employees. Reasons For Bias Differ. Recency. Religion.MU0014 1. Therefore Managers Have Different Judgments In Appraising Their Employees. This Will Be Negatively Reflected In Appraisal If The Appraisal Scheme Is Not Properly Designed. For Instance. For Instance. However Good The Design. Any Performance Appraisal System.3 Limitation Of Performance Appraisal a) Lack Of Clarity:The Objective Of Performance Appraisal Is To Evaluate And Develop Employees. His Manager Might Give Him High Rates In All Other Area Of Work. e) Cultural factors: Culture Has Profound Impact On The Appraisal System As It Should Be In Consonance With The Organizational Culture. Sex. Is Unlikely To Succeed If The Managers And Employees Are Suspicious Of Its Objectives. Managers’ Attitudes To Their Employees Differ. If A Manager Strongly Dislikes A Certain Ethnic Group. It Happens Because Employees Are Likely To Resist Negative Feedback And Tend To Be Defensive When Weakness In Current Performance Is Identified.
The Present Study Is One Such Attempt. SUB BY :-ANSHUL SHARMA . By Doing This The Researcher Can Make A Study To Explore New Dimensions In The Same Area And Add To The Body Of Knowledge. There Is Similar Issue.1 Review Of Literature Every Individual Has His Or Her Own Viewpoints Towards A Similar Issue. Hence It Is Imperative To Study About The Various Techniques And Strategies Adopted By Persons In Appraising Resolving Strategies Among The Organizational Supervisors. There Is Enough And More Scope For Men Who Are Interwoven In The Organizational Structure To Enter Into Appraising While Working Together.MU0014 Chapter – 2 2. Thus Is Appraising Inevitable Whenever Two Or More Human Beings Work Together. For Healthy And Effective Functioning Of A Human Being In An Organization One Should Be Adept In Handling Appraising An In Resolved Appraising Might Trigger A Long Line Of Troublesome Consequences For The Person As Well As To The Organization. This Review Of Literature Involves Collection Of Some Literature And Works Previously Done In The Same Area And Other Related Areas. Hence. Therefore A Scientific Enquiry In This Area Is Meaningful And Essential. Hence. The Researcher Can Make A Study To Explore New Dimensions In The Same Area And Add To The Body Of Knowledge.
And Use The Appraisal Interview As A Formal Round-Up Of These On-Going. Since People Know Exactly Where They Stand. It Is Important To Provide This Feedback Continuously. Providing Feedback: All Employees Want To Know How Their Performance Is Viewed By Their Manager. And Enables Managers To Express Concerns Than Storing Them Up. Continuously Improve Performance.MU0014 2. Getting The Most From Appraisal Provide continuous informal feedback Formally review performanc e Formally review developmen t • • • • An Effective Appraisal System Has Many Benefits. Use It To: Sustain Motivation And Commitment. Proper Feedback Helps Team Members Identify Where They Need To Improve Their Skills Knowledge And Attitudes. Even Highly Successful Achievers Needs Feedback To Help Them Sustain Their Performance. And Recognize How A Well-Managed System Benefits Employees And Organizations. On-Going Feedback Improves Morale. SUB BY :-ANSHUL SHARMA . Informal Reviews.2 Theoretical Background Effective Appraisal Is At The Heart Of Successful Management Understand How The Appraisal Process Works. Whether It Is Positive Or Negative. Developing People Regular Feedback Develops Staff And Helps Them To Achieve Their Objectives. Create An Environment In Which People Welcome Continuous Feedback. Given Direction And Agree Expected Contributions.
Defining Appraisal Effective Appraisal Relies On The Provision Of Regular Feedback. Celebrate Successes And Learn From Disappointments. Gather Ideas For Change. Bear In Mind That Criticism Can Be Difficult To Take. Identify Training Needs.MU0014 • • • • • • Set Targets In Line With Organizational And Team Goals. Each Involving A Different Approach To Purpose Of Top-Down. 2. Defining Appraisal Types There Are Three Distinct Types Of Appraisal. Appraising Effectively Think Carefully About How You Will Give Feedback Both Formally And Informally.3 Setting Objectives SUB BY :-ANSHUL SHARMA . Even When An Individual Is Aware That It Is Justified. And That Discussions Are Honest And Across. Understand Career Aspirations And Assess Potential. And 360-Degree Appraisals. And Why SelfAssessment Must Feature In Them All. Since People Will React To The Manner In Which You Provide Feedback. Make Sure That All Feedback Is Two-Way. In Order To Build For The Future. It Is Important To Be Constructive In What You Say And To Focus On The Future In The Way That You Say It. Peer. Review Development So Far. This Feedback Is Then Formalized In A Two-Part Review Of A Team Member’s Performance And Development.
And Follow-Up Meetings Should Be Held Afterwards To Ask New Employees For Feedback On The Induction. Priming New Employees The Process Of Setting Objectives Will Begin As Soon As A New Member Of Staff Joins Your Team. And Set Performance Objectives. Agree Job Descriptions. And Plan Future Development Needs. Revise. A New Recruit Could Be Working For Months Before Appraisals Take Place.MU0014 Appraisals Provide The Opportunity To Establish Objectives In Line An Organization’s Strategy. DEFINING THE PROCESS OF SETTING OBJECTIVE Induction session is held to introduce new staff to organization objectives Follow-up meeting is held to define responsibilities and individual/team objectives Job descriptions are agreed and documented to provide focus and direction Job descriptions are reviewed regularly to maintain team and organization focus Appraisal are used to discuss and refocus individuals if their job emphasis has changed Job descriptions are updated if necessary and new objectives agreed SUB BY :-ANSHUL SHARMA . Induction Sessions Should Be Used To Introduce Newcomers To The Aims Of Your Organization. If You Fail To Hold This Meeting. Identify Other Members Of Staff To Be Met. Use The Meeting To Pinpoint Training Needs. Bear in Mind That Up-To-Date Job Descriptions Are Vital If You Are to Use Appraisals to Discuses. And Align Objectives To Your Organization’s Aims.
Personal Development Plans (Pdps) Should Specify The Results You Want To Achieve. Delegating Control Of Objectives Agree objective with team member Allow team member to plan activities Agree team member’s plan Ask team member to suggest options if plan needs to change Agree performance measures with team member REWARDING SUCCESS SUB BY :-ANSHUL SHARMA . So There Is A Connected Set Of Training Plans. By Reviewing Training And Development Needs At Each Appraisal. The Appraisal And Each Development Plan Are Important Source Of Information For Organization To Plan Training Requirements. You Will Be Able To Match An Individual’s Requirements To Those Of Their Team And The Organization.MU0014 Planning For Development Just As There Is A Strong Link Between The Objectives Of Teams In An Organization. So That People Develop In A Way That Helps Them To Achieve Their Objective.
SUB BY :-ANSHUL SHARMA . Rather Than Focusing On Pay Reviews Alone.MU0014 Effective Appraisal Enables You To Reward Achievement And Encourage Continuous Improvement. Plan To Use Appraisals To Discuss Rewards That Satisfy The Needs Of The Individual And The Organization.
Finally. A Social Need. Where They Feel Responsible For Achieving A Result Rather Than Just Carrying Out Task. Their Sense Of Achievement Is A Great Morale-Booster. This Helps Them To Feel More In Control Of Their Jobs. To Keep Your Team Motivated. Think About What Will Motivate Each Individual. Most Are Also Motivated By A Sense Of Autonomy. Motivating People Appraisal Gives You An Opportunity To Reward Your Team By Thanking And Motivating Them. If A Team Member Achieves Success In A Delegated Task. Delegate Wherever Possible.MU0014 Analyzing Needs This Simplified Model Of Psychologist Abraham Maslow’s Hierarchy Of Needs Illustrates The Importance Of Satisfying Needs At The Lower Levels Before Motivating People At Higher Levels. The Fact That You Are Spending Time Alone With Them And Discussing Their Work Is In Itself Encouraging. Since Everyone Has Different Needs. SUB BY :-ANSHUL SHARMA . Plan Every Aspect Of The Discussion Thoroughly And Ensure That Appraisees Are Well Prepared To Ensure A Successful Outcome. People Like To Know That Their Work Is Being Observed By Their Manager. But It Will Not Be So Until Physiological Needs Have Been Met. May Be Motivational. A Car. Preparing To Appraise Good Preparation Is Essential Part Of Appraising Effectively.
Think Of Questions That Will Encourage The Appraisee To Talk.MU0014 Being Prepared The Appraiser And Appraisee Have Specific Responsibilities In An Appraisal. Identifying Goals Having Evaluated Performance. Note Down The Topics You Wish To Discuss In Order Of Importance. Setting Standards SUB BY :-ANSHUL SHARMA . Not A Judge Or Interrogator. Avoid Vague Or Ambiguous Terms Such As “Liaise” Or “Improve”. And Look For Ways Of Developing Skills And Knowledge. 2. Understand Your Own Role And Brief Appraisees On Their Responsibilities So That They Too Can Prepare Effectively. Phrase Objectives Carefully. Active Language. You Should Be A Conduit.4 Defining The Appraiser’s Role The Role Of The Appraiser Is To Encourage And Guide The Appraisee Through The Structure Of The Appraisal. Such As “Sell” And “Produce”. Focusing On Targets Challenging Yet Achievable Targets Are Essential If People Are To Feel Motivated To Improve Performance And Sustain High Standards. Read Any Guidance Notes That Accompany The Appraisal Documentation Issued By Your Organization. The Next Stage Of Preparation Is To Pinpoint Areas For Improvement And Set Objectives To Achieve Strategic Business Goals. Using Specific. To Ensure That The Discussion Is Focused And Controlled. Identify Current Levels Of Performance. So That You Know In Advance What You Need To Cover. Or A Catalyst. Prepare For Effective For Each. Plan The Logistics Of The Meeting At Least Two Weeks In Advance.
Allocating Tasks SUB BY :-ANSHUL SHARMA . Materials. This Will Help You To Ensure That What The Appraise Suggests Is Realistically Attainable. You May Wish To See That Staff Has Developed An Efficient Process For Following Up With Customers As Promised. Think How A High Performer Would Typically Behave-Perhaps He Or She Would Have The Ability To Listen Activity And Empathetically. Of The Tasks Necessary To Achieve The Objectives You Have Prepared For The Appraisee. Consider Equipment. You May Also Lose The Appraisee’s Trust If You Are Forced To Renege On A Promise That Cannot Be Resourced. Avoid Focusing On The People Who Are Currently Doing The Job And Concentrate On The Job Itself And The Desired Results. Estimate How Much Time Is Needed For Development Activities And Assess Whether You Will Need Cover While The Appraisee Is Away. By Which Competency Can Be Measured. Assess Whether The Appraisee Is Meeting The Standards So That You Can Discuss Development Or Praise Progress In The Appraisal.MU0014 It Is Important To Set Standards. Planning Time And Resources Estimate The Duration. Imagine What Ideal Performance Would Look Like. Plan The Resources Needed Both To Achieve Objectives And Undertake Development Activities. And What Needs Authorization. Defining Authority Make Sure You Know What You Will Be Able To Agree On Your Own Authority. For Example. And Start And Finishing Times. If You Are Unsure About This When You Come To Conduct The Appraisal. To Help You Do This. In A Customer Service Environment. Covering Both The Job And Personal Behaviour. This Well-Prepared “Project” Plan Will Provide A Starting Point For Your Appraisal Discussion. You Risk Reducing Your Credibility As A Manager By Dashing Them Later. And Facilities Such As Working Space. Next.
Create An Atmosphere Of Trust.MU0014 Consider In Advance Who Will Be Responsible For Carrying Out Proposed Actions After The Meeting. Consistent. And The Stronger The Relationship Between Appraiser And Appraisee. Achieving Them Must Be Within Their Direct Control. Receptiveness. The More Effective Appraisals Will Become. And Pay Attention To The Layout Of The Meeting Room To Help The Appraisee Relax And Feel Comfortable. Build Your Credibility. Bear In Mind That If The Appraisee Is To Take Ownership Of The Objectives. Who Will Monitor Any Milestones How Agreed On The Way To The Objectives? Consider How Exceptions Or Shortfalls Could Be Reported. Such As Training? Finally. Creating A Positive Environment Conductive Appraisal Environments Encourage Openness. Who Should Be Responsible For Researching And Organizing Development Work. This Task May Be Taking Responsibility Yourself. And Discussion. Earn Your Team’s Trust By Putting Into Action Decisions Made During The Appraisal. For Example. Building Trust Trust Grows Over Time. Being Objective SUB BY :-ANSHUL SHARMA . You Will Need To Be Assertive As A Manager. But You Should Always Be Seen As Honest. The Reputation Of An Appraisal System Can Be Ruined If What Is Said In The Appraisal Room Turns Out To Be A Series Of Good Intentions That Are Never Followed Through. And Fair.
For Example. Planning The Structure SUB BY :-ANSHUL SHARMA .MU0014 A Manager’s Personal Approach To An Appraisal Meeting Is Critical To Its Success Prepare Yourself For The Discussion By Considering How You Will Encourage Ideas. Allow Appraisees To Express Results In A Way That Makes Sense To Them. Having Ser Targets And Standards For What Is Important. It Is Vital For You Both To Agree On What Is To Be Measured. An Appraisee’s Success Criteria Can Be Just As Valid And Motivating For Them As Quantitative Criteria. By Simply Telling Them What To Do. You Will Learn Little About Your Team Members. You Risk Misdirecting A Team Member’s Productivity By Leading Them To Think That These Are Important. Avoid Bias. Frame Question That Will Prompt Appraisees To Voice Their Ideas And Take Ownership Of What Is Agreed. Your Staff Are Likely To Be Far More Knowledgeable About Their Jobs Than You Are. BEING RESULTS-ORIENTED Make Sure That The Appraisal Will Be Focused On What Is Important. Encouraging Ideas Remember That You Are Aiming To Encourage People To Come Up With Their Own Ideas And Opinions. Nevertheless. You Also Want To Hear Their Opinions. You Could Ask What Difficulties They Have Faced And How They Might Overcome Them Next Time. Or Their Ideas. So That There Are Clear Indicators Of What Has Been Achieved. You Should Also Avoid Subjective Or Judgmental Comments. If You Discussion Side Issues At Length. Not Simply A Reflection Of Your Views. And Focus On The Important Aspects Of The Job.
Plan How To Tackle The Issues Constructively.MU0014 A Good Appraisal Is Well Structured. Avoid Demotivating A Potentially Good Appraisee By Sounding OverCritical. Being Constructive Praise Criticize Praise If You Have To Give Negative Feedback. Introduction Establish the positive purpose of the meeting Agree items for discussion with the appraisee Initiate two-way communication Agenda Discussion Action plan FOLLOWING THE SIX-STEP APPRAISAL STRUCTURE Summary Agree actions needed to achieve objectives Ask appraisee to summarize agreed actions SUB BY :-ANSHUL SHARMA Monitor action plan Follow up . He Or She Will Be More Committed To Resolving Matters If The Idea Is Their Own. Then The Appraisee Needs To Understand The Impact Of The Problem. Not Backward. How Will You Get Them To Acknowledge That A Problem Exists? Think Of Questions That Will Prompt The Appraise Needs To Find Solutions. Establish The Order Of Proceeding. Encourage People To Look Forward. Then Consider How To Focus The Deliver Feedback Effectively. And Plan To Get The Meeting Off To A Positive Start. Or Failed To Provide Support? If There Are No External Reasons. If Performance Has Suffered. Look First At Your Own Leadership. Have You Misjudged Their Level Of Skill. Do So Constructively.
objectives MU0014 2. Build Their Confidence.5 Managing The Appraisal Introducing The Session The Start Of A Meeting Sets The Tone For What Is To Come. Agree What Will Be Discussed. And Explain How The Meeting Will Be Conducted To Give Them Time To Relax. Launch The Interview Successfully By Putting The Appraisee At Ease. Building Confidence SUB BY :-ANSHUL SHARMA .
Many Appraises Feel Nervous And Apprehensive At The Start Of Their Appraisal. Help Them To Overcome Their Anxieties By Creating A Welcoming, Encouraging Atmosphere. Address Any Uncertainties By Stressing The Positives Purpose Of The Meeting And Informing Them How Long You Expect It To Last. To Build Trust And Confidence, Being With A Motivational Statement That Conveys Faith In Their Ability. Then Ask An Easy Question To Start Them Talking. Do Not Launch Abruptly Into The Session By Will Cause The Appraisee To Feel Defensive.
The Aim Of The Appraisal Is To Develop A Set Of Objectives That The Employee Is Committed To Achieving. Agree With The Appraise That You Will Discuss Each Previous Objective In Turn To Identify What Went Well, What Did Not Go So Well, And Simply Be To Continue To Maintain High Standards, Or To Develop Their Skills In Order To Improve Their Performance. Establish That You Will Be Setting Future Objectives In The Form Of A Jointly Agreed Action Plan, With Criteria To Measure Success. You Will Also Agree On The Importance Of Objectives To The Team, To The Organization And, Most Importantly, To The Appraisal If They Are Successful.
Review previous objectives Praise achievements Give constructive feedback Identify development needs Praise additional achievements Agree new objectives
ORDERING ITEAMS FOR DISCUSSION
Agree further development needs Plan and agree actions Summarize SUB BY :-ANSHUL SHARMA
In A Successful Appraisal Interview The Appraise Should Be Doing Most Of The Talking. Encourage Staff To Take A Leading Role In The Discussion By Adopting Good Questioning Techniques, Then Listening Activity To The Answers
The Best Solutions Are Those That Appraisees Discover Themselves. Ask The Appraisee To Come Up With A Plan To Resolve Or Avoid The Problem Next Time. Offer Your Own Ideas Only If Necessary. Discuss The Options Before Making A Decision. If Their Solution Is Unrealistic, Prompt Them To Discuss Its Advantages And Disadvantages, Or Ask Them To Consider The Risks Associated With Their Proposal. By Asking Such Questions, You Can Help The Appraisee To Choose A More Workable Plan Of Action. Finally, Agree A Short – And Long-Term Action Plan That Will Immediately Bring Performance Into Line, And Then Continuously Improve It.
SUB BY :-ANSHUL SHARMA
The Following Are Examples Of Possible Development Activities: • • • • • • • • • • Coaching And Mentoring; Shadowing A Colleague; Reading Journals/Books; Attending Course Or Workshops; Taking On Delegated Tasks; Attending Project Meetings; Being Rotated In A Role Or Transferred To A New Job; Going On Secondment; Attending Conferences, Briefings, Or Seminars; Studying For Professional Or Work-Related Qualifications, Such As First Aid, Health And Safety, Or Business Management.
Planning For The Future :- Find Out About An Appraisee’s Aspirations For The Future So
That You Can Plan The Support And Development They Need. Use Open Questions To Explore How They Envisage Their Current Role Changing Over The Next Year. Then Ask What The Appraisee Would Like To Be Doing In, Say, One To Two Year’s Time. Aim To Identify Development Needs For Both Time Frames. There Are Many Ways Of Meeting Development Needs, Such As Special Projects, Site Visits, Or Preparing To Present To Colleagues, That Will Enable An Individual To Gain More Experience Or Skills. Planning Action
SUB BY :-ANSHUL SHARMA
Agree And Document A Detailed Action Plan That Sets Out What Needs To Be Done. Since This Will Not Encourage The Appraisee To Commit To It. Documenting Actions Write Down Actions That Arise From Your Discussion About Objectives To Ensure That You Have A Record Of What Has Been Agreed. Primarily Those Concerned With Resourcing Training And Development. It Is Vital That They Know Who Is Responsible For Which Actions And The Deadlines For Carrying Them Out.MU0014 In Order For An Appraisee To Achieve Objectives. You May Also Be Responsible For A Few Actions. As The Appraiser. Or Informing People In Other Areas Of Your Organization That The Appraisee Has Your Authority To Act. This Will Avoid Any Misunderstandings Or Disagreements Later. SUB BY :-ANSHUL SHARMA . Use A Prepared Form. Be Careful To Avoid Dictating An Action Plan. Or Ask The Appraisee To Use A Notepad.
No More Than A Simple Note Of Chasing Up Information. Some Of The Objectives You Agree May Well Constitute A Project. Or It May Be A More Detailed Rundown Of New Responsibilities Or Projects. It May Be. Planning A Project A Project Is A Series Of Activities Designed To Achieve A Specific Outcome To A Set Budget And Timescale. If You Agree SUB BY :-ANSHUL SHARMA .MU0014 Assigning A New Project Establish the overall purpose of the project Define the objectives of the project in detail Outline constraints and find ways to tackle them Ask the appraisee to list key milestones of the project Agree on how achievement of milestones will be measured Check that it is feasible for the appraisee to succeed in project Creating An Action Plan Draw Up An Action Plan To Provide A Record Of Actions Agreed.
It Is Important That You Keep The Actions That You Agree To In An Appraisee’s Action Plan To A Minimum. Or Close It With Training And Development. If The Appraisee Finds It Difficult To Sum Up The Action Plan In Their Own Words. Agree A Detailed Summary With The Appraisee As A Final Cheek That They Are Committed To Their Action Plan. After The Appraisal. Allocate The Time And Resources You Need To Enable You To Support The Appraisee’s Achievement Of Their Objectives Without Doing Their Job For Them. To Manage A Project Or Work Towards An Objective.MU0014 May The Appraisee During The Appraisal. Of What Has Been Agreed. Decide How The Appraisee Can Overcome The Skills Gap. Summatizing The Appraisa Documenting A Summary Of The Appraisal Provides A Vital Record For Both Parties. However. There May Be Issues That Are Beyond Their Control. And For The Organization. Let The Appraisee Know What You Need To Do. Address Them. Planning Diaries To Help The Appraisee Use Their Own Initiative And Take Ownership Of Their Objectives. Help Them To Use The Discipline Of Project Management To Improve Their Performance. Finally. Let The Appraisee Summarize What Has Been Agreed As A Final Cheek That They Are Committed To The Action Plan. This Indicates That. SUB BY :-ANSHUL SHARMA . Or The Form That They Have Filled In. If You Have Any Doubts About The Appraisee’s Ability To Complete The Project Successfully. Make Sure That You Can Measure Success Quantitatively And Qualitatively. Involving The Appraisee Using Their Notes. So That You Can Both Note The Dates By Which Actions Will Be Completed.
Ask The Appraisee To Repeat The Point. Respond Immediately. The Appraisee May Have Altered The Content. Since It Will Be Difficult To Raise The Issue Again Without Damaging The Credibility And Trust You Have Built Up. Perhaps To Avoid Taking Action. Do Not Allow A Misunderstanding To Continue. Evaluating Development Review agreed learning objectives with the appraisee Assess whether those objectives were achieved Ask appraisee how they have applied new skills to their work Identify actions that have taken place as a result of learning Evaluate specific improvements to performance Record result development on personal development plan SUB BY :-ANSHUL SHARMA . Or Give Your Own Summary And Check That You Are Both On The Same Wavelength. Or The Tone Of What Was Said. If You Need Clarification. Or Misinterprets An Issue.MU0014 Clearing Up Misunderstandings If An Appraise Omits A Vital Point From Their Summary.
Using The Six-Step Plan The Six-Step Plan Not Only Provides A Framework For Individual Appraisals But Is Also Useful In The Team Environment. Ensure That People Write Down Their Actions. Explain The Purpose Of The Session And Establish What Team Members’ Roles Are. As You Work Through The Agenda. SUB BY :-ANSHUL SHARMA . And Review How The Team Is Progressing Against Objectives. Team Members Should Be Encouraged To Share Information And Knowledge To Build Support And Trust. As Well As Encouraging People To Give And Receive Feedback During Their Own Appraisal. Build Good Working Relationships.MU0014 Encouraging Teamwork The Six-Step Appraisal System Works Just As Well When Used For Teams As It Does For Individuals. In The Open Environment Encouraged By An Effective Appraisal. Ensure That The Entire Team Is Clear About Their Objectives And How They Are Linked To Other Teams Within The Organization. Postpone These To A Separate Meeting. Use Team Meeting To Solve Problems. Develop The Skills And Improve The Performance Of Your Team As A Whole By Holding Regular Team Appraisals And Integrating Training Needs. Help Them To Be Open And Constructive With Each Other. Ask Everyone To Summarize Their Own Action Plans To Check Their Understanding And Commitment. And Call The Team Together For A Combined Appraisal On How Well They Are Working Together. Finally. Encouraging Team Feedback Extend The Use Of The Appraisal Process To Improving Teamwork Skills. If There Are Issues That Involve One Or Two People And Not The Whole Group. Prepare The Key Issues For Discussion.
SUB BY :-ANSHUL SHARMA .MU0014 Integrating Training Group Individuals With Common Training And Development Needs Together So That Training Courses Will Be More Economical. If Senior Managers Are Convinced By The Business Case For Developing Their Staff. On Which Subjects. And The Benefits. They Will Continue To Invest. Keep A Record For Senior Management Of Who Have Been Attending Course. This Will Allow The Management Team To Assess Whether Their Investment In Training And Development Is Paying Off In Terms Of Business Objectives. Future Development Plans Are More Likely To Be Approved Of They Build On Past Successes.
Performance Appraisal Is The One Of The Most Important Way By Which An Organization Can Understand Its Employees And Evaluate Their Desiring Skill Set To Perform A Specific Task. This method is primarily used for making promotional decision at the managerial level. SUB BY :-ANSHUL SHARMA . As Was Conceived By Dracker. The MBO Concept. With The Help Of Different Appraisal Technique An Organization Can Achieve The Organizational Objectives. Management By Objectives It Was Peter F.MU0014 Chapter . Reflects A Management Philosophy Which Values And Utilizes Employee Contributions. Field reviews are also useful when comparable information is needed from employees in different units or locations. Field Review Method This is an appraisal by someone outside the. Increase Job Satisfaction And Achieve Their Full Potential On Desire Level Skill Set Of An Individual To The Benefit Of The Individual And The Organization As A Whole. Develop Their Abilities.Iii 3. Two disadvantage of this method are:1. An "outsider" is usually not familiar with conditions in an employees’ work environment which may affect the employee's ability or motivation to perform. assessor’s own department. A Good Employee Appraisal System Helps An Organization To Understand Its Human Capital Needs And Its Weakness. Individual Objectives And Also Mutual Objectives. Dracker Who First Gave The Concept Of MBO To The World Way Back In 1954 When His The Practice Of Management Was First Published. Application Of MBO In The Field Of Performance Appraisal Is A Recent Thinking.1 Need Of The Study The Purpose Of Performance Management Is To Help And Encourage Everyone To Raise Their Performance. Usually someone from the corporate office or the HR department. The outsider reviews Employee records and holds interviews with the rate and his or her superior. It Also Highlights An Individual’s Weakness And Strength.
But only in an artificially structured interview situation which extends over a very short period of time. An 'outsider' review does not have the opportunity to observe employee behavior of performance over a period of time and in a variety of situations. SUB BY :-ANSHUL SHARMA .MU0014 2.
This checker can be expected to block off the check sta. In the daily course of personal relationships. If the lights are flashing this checker can be expected to check out a customer with 15 items. Being independent of the work scene they normally have less bias for or against the rate than docs the immediate supervisor. This checker can be expected to verify with another checker a discrepancy between the shelf and the marked price before ringing up that Item. . making field reviews normally receive training on how to conduct the interview and develop their writing skills. In order to take a break. You could expect this checker to ask the customer the price of an Item that he or she does not know. he or she may be expected to linger in long conversations with a customer or with another checker. This checker would ask the other clerk if the item is taxable.When in doubt. When operating the quick check. Raters. Even when a supervisor or others concerned supply biased information the rater may be able to pinpoint areas requiring training and development assistance. A BARS Scale for the Knowledge and Judgment Dimension of a Grocery Checker's Job.
Ability To Understand New Material. employee assessment may be based upon a test of knowledge or skills. Responsibility n. Ability To Work With Others. Technical Ability (Job Knowledge). Had followed this method for a long time. Good. . Etc. Defect-Indebtedness. Fair And Poor). Attendance. g. Grade Scale (Excellent. b. Judgment. ITI.not ruled out. For example. Memo Served. Ability To Reason. Originality And Resourcefulness. The test must he reliable and validated to be useful. h. Though its application in the industry . Practicality may suffer if costs of test development or administration arc high. In order for the test to be job related. Leadership. i. Confidential Records Confidential records arc maintained mostly in government Departments. Even then. Called the Annual Confidential Report (ACR). o.Performance Tests and Observations With limited number of jobs. m. k. Initiative. l. The approach had 14 itemsa. Twelve Of These Were Filled . f. Areas Of Work That Suits The Person Best. e. The test may he of the paper-and-pencil variety or an actual demonstration of skills. Self-Expression (Written Or Oral). d. j. performance tests are apt to measure potential more than actual performance. c. observations should he made under circumstances likely to be encountered. Integrity.
Very good. Poor).The system was highly secretive and confidential Feedback to the assesse was given only in case of an adverse entry. The AC'R was highly subjective. Justification was required for outstanding or poor rating. Even ITI has discontinued ACR system for these reasons. there were special instructions from the management. Average. The ACR contained recommendations and signature of the rater. the head of the department and the CMD. again with justification for rating as outstanding or poor.For integrity. Ratings were easily manipulated because the evaluation was linked to promotion. Over: rating on a five-point scale was separately given (Outstanding. . Recommendations for promotion were also given. Good.
A relationship is established between the cost included in keeping the employee and the benefit the organization derives from him or her. V. A problem with this method is that the rate may be rated on the quality of the appraisals that they give. . III. Thus. The Rater's Overall Impression Of The Employee's Performance. How much they should state and the depth of the narrative The essay method can consume much time because the rater must collect the information necessary to develop the essay and then he or she must write it The essay method also depends on the memory power of the rater. Performance of the employee is then evaluated based on the established relationship between the cost and the benefit. They become confused about what to say.Essay Method In the essay method the rater must describe the employee within a number of broad categories such as I. it is most frequently found in combination with others. The Training And The Development Assistance Required By The Employee. IV. Cost Accounting Method This method evaluates performance from the monetary returns the employee yields to his or her organization. The quality standard for the appraisal may be unduly influenced by appearance rather than content. It is extremely useful in filing information gaps about the employees that often occur in the better structured checklist method. The strength of the essay method depends on the writing skills and analytical ability of the rater. Although This Method May Be Used independently. a 'high quality' appraisal may provide little useful information about the performance of the rate. The Promo Ability Of The Employee The Jobs That The Employee Is Now Able Or Qualified To Perform The Strengths And Weaknesses Of The Employee. However many raters do not have good writing skills. II.
The number of comparisons may be calculated with the help of a formula which reads thus: N (N-1)/ 2 where N stands for the number of employees to be compared. nor answered. Comparative appraisals are usually conducted by supervisors. This can be assessed by focusing on . Future-oriented Appraisals Is it not enough if only the past performance is assessed? How an employee can perform in the days to come is equally important. If there are 10 employees. Then A is compared with C. The same procedure is repeated for other employees. All that the HR department knows is that A is better than B.Comparative evaluation stuffy These are a collection of different methods that compare one worker's performance with that of his/her coworkers. Its advantages include ease of administration and explanation. they are useful in deciding merit-pay increases. Ranking Method In this. D and E. For example there are five employees named A. D and E in that order. although rankings by two or more raters can be averaged to help reduce biases. B. the number of comparisons will be 10(10-1)/2 = 45. C. the superior ranks his or her subordinates in the order of their merit. starting from the best to the worst. As these appraisals can result in a ranking from best to worst. Paired-comparison Method Under this method the appraiser compares each employee with every other employee one at a time. The. the results can be tabulated and a rank is created from the number of times each person is considered to be superior. This method is subject to the halo and regency effects. After the completion of comparison. The usual comparative forms used in this kind of evaluation are the ranking method and the paired comparison method. 'how' and 'why' are not questioned. promotions and organizational rewards. The performance of A is first compared with the performance of B and a decision is made about whose performance is better. No attempt is made to fractionalize what is being appraised into component elements.
The Evaluator Explores Reasons For The Goals That Were Not Met And For The Goals That Were Exceeded. Jobs With Little Or No Flexibility. psychological appraisals. The Actual Level Of Goal Attainment Is Compared With The Goals Agreed Upon. In Others. As Subordinates Perform. They Know Fairly Well What There Is To Do. What Has Been Done. Besides. The commonly used future-oriented techniques are MBO. In The Third Step. One Comment Made Against The Approach Is That It Is Not Applicable To All Jobs In All Organizations. Four Steps In The Mbo Process How Mbo Works Can Be Described In Four Steps: The First Step Is To Establish The Goals Each Subordinate Is To Attain. Such As Assembly-Line Work.Page 38 of 62 employee potential or setting future performance goals. It Also Alerts The Superior To Conditions In The Organization That May Affect A Subordinate But Over Which The Subordinate Has No Control. This Step Helps Determine Possible Training Needs. The Goals Typically Refer To The Desired Outcome To Be Achieved. and assessment centers. When The Result Of An MBO System Are To Be Used To Allocate Organizational Rewards. Are Not Compatible With MBO. And What Remains To Be Done. An Assembly-Line Worker Usually Has So Little Job Flexibility That The Performance Standards And Objectives Are Already Determined. Superiors And Subordinates Work Together To Establish Goals. Superiors Establish Goals For Subordinates. Employees May Be Less Likely To Establish Challenging Goals-Goals They Are Confident That They Can Accomplish. Further. The Allocation Of Merit Pay On A Semi-Annual Or Annual Basis May Encourage The Setting Up Of Goals With Short Time Horizons To The Disadvantage Of Important Long-Term Goals. The Second Step Involves Setting The Performance Standard For The Subordinates In A Previously Arranged Time Period.ANSHUL SHARMA MU0014 . MBO Too Has Been Criticized. The MBO Process Seems To Be Most Useful With Managerial Personnel 'And Employees Who Have A Fairly Wide Range Of Flexibility And Self-Control In Their Jobs. In Some Organizations. SUB BY :. As With Other Approaches. These Goals Can Then Be Used To Evaluate Employee Performance.
Others Think. The Psychologist Then Write An Evaluation Of The Employee's Intellectual.Page 39 of 62 3. 1.ANSHUL SHARMA MU0014 . Awarding Pay Increases. Appraisal In Future. Since The Quality Of The Appraisal Depends Largely On The Skills Of The Psychologists. Appraisal Aims At Improving The Performance. Or It May Be A Global Assessment Of His Or Her Future Potential. Emotional. The Appraisal Normally Consists Of In-Depth Interviews. When Psychologists Are Used For Evaluations. In The Systems Approach. Placement And Development Decisions May Be Made To Shape The Person's Career. It Is Usually Required For Bright Young Members Who. May Have Considerable Potential Within The Organization. Towards This End. Psycho1ogical Tests. In The Systems Approach.2 Psychological Appraisals Large Organization Employs Full-Time Industrial Psychologists. These Objectives Are Appropriate As Long As The Approach In Appraisal Is Individual. SUB BY :. Opportunity Factors Include The Physical Environment Such As Noise. The Emphasis In All These Is To Correct Problems. Motivational And Other-Related Characteristics That Suggest Individual Potential And May Predict Future Performance. Because This Approach Is Slow And Costly. Especially If Cross-Cultural Differences Exist. Instead Of Merely Assessing It. In The Systems Approach The Emphasis Is Not On Individual Assessment And Rewards Or Punishments. Some Employees Object To This Type Of Evaluation. The Evaluation By The Psychologist May Be For A Specific Job Opening For Which The Person Is Being Considered. These Opportunity Variables Are More Important Than Individual Abilities In Determining Work Performance. Assessing Training Needs. The Objectives Of Appraisal Stretch Beyond The Traditional Ones. And The Like. Would Assume Systems Orientations. Ventilation And Lightings. Available Resources Such As Human And Computer Assistance And Social Processes Such As Leadership Effectiveness. But It Is On How Work The Work System Affects An Individual’s. From These Evaluations. They Assess An Individual’s Future Potential And Past Performance. Discussions With Supervisors And A Review' Of Other Evaluations. An Appraisal System Seeks To Evaluate Opportunity Factors. Objectives Of Appraisal Objectives Of Appraisal As Stated Above Include Effecting Promotions And Transfers.
Coaching Frequent Low Group Orientation Guiding Value Primary Roles Leadership Practices Appraisal Frequency Degree Of Formality Reward Practices SUB BY :. If A Systems Approach Is Going To Be Successful. Thus. Managers Must Learn To Appreciate The Impact That Systems Levels Factors Have On Individual Performance And Subordinates Must Adjust To Lack Of Competition Among Individuals. Problem Solving Facilitative. Evaluative Occasional High Individual Orientation Systems Attribution To Systems Development. The Identifications Of Systems Obstacles Should Be Used To Facilitate Development And Motivation. Documentation Directional. Not That The Role Of The Individual Is Undermined. Everyone Will Benefit. The Employee Must Believe That By Working Towards Shared Goals. In Order To Use A Systems Approach.ANSHUL SHARMA MU0014 . The Individual Is Responsible For A Large Percentage Of His Or Her Work Performance. But It Is On How The Work Systems Affect An Individual’s Performance.Page 40 of 62 In The Systems Approach The Emphasis Is Not On Individual Assessment And Rewards Or Punishments. Employees Should Not Be Encouraged To Seek Organizational Reasons For His Failures. Not As An Excuse To Poor Performance. The Following Table Displays Some Of The Differences Between The Traditional Approach And The Systems-Oriented One. PERFORMANCE APPRAISAL SYSTEMS Traditional Attribution To Individual Control.
They Are: 1.Page 41 of 62 2. Who Are The Raters? 4. Design Appraisal Programmed Designing An Appraisal Programmer Poses Several Questions Which We Need To Answers. What Should Be Evaluated? 7. What Methods Of Appraisal Are To Be Used? What Methods? Formal V/S Informal Whose Performance E When To Evaluate? Appraisal Design What Are The Raters? What To Evaluate? How To Solve? What Problems SUB BY :. When To Evaluate? 8. Formals Versus Informal Appraisal 2. Normally. 3. A Discussion Is Held With His Or Her Superior To Review The Major Duties Contained In The Job Place Of Formal Performance Evaluation. This Includes Informing The Employee What Is Expected Of Him Or Her On The Job. What Problems Are Encountered? 5.ANSHUL SHARMA MU0014 . How To Solve The Problems? 6. Whose Performance Is To Be Assessed? 3. Establish Job Expectations The Second Step In The Appraisal Process Is To Establish Job Expectations.
Page 42 of 62 SUB BY :.ANSHUL SHARMA MU0014 .
It May Be Desirable To Appraise Performance Both At Work-Group Level For Merit-Pay Increases And At The Individual Level To Assess Training Needs.Page 43 of 62 1. If The Employee Has Been Consistently Meeting Or Executing Standards. Informal Performance Appraisal Can Occur Whenever The Superior Feels The Need For Communication. It Is Also Possible To Define The Rate At Multiple Levels. Work Group. Ranging From The Manager’s Office To The Canteen. Formal Appraisal Usually Occurs At Specified Time Periods—Once Or Twice Year. Two Conditions Necessitate A Group Level Appraisal—Group Cohesiveness And Difficulty In Identifying Individual Performance. The Answer Is Obvious—Employees. For Example. Or Organizations. There Is Cooperation And Clear Understanding To Accomplish Tasks Which Are SUB BY :. The Informal Appraisal Is Very Helpful For More Performance Feedback. Is It Individual Or Teams? Specifically The Rate May Be Defined As The Individual. Description. The Formal Appraisal Is Most Often Used As Primary Evaluation. Individual Should Not Be Expected To Begin The Job Until They Understand What Is Expected Out Of Them. Formal V/S Informal Appraisal: . An Informal Appraisal May Be In Order To Simply Recognize This Fact. Formal Appraisals Are Most Often Required By The Organizations For The Purposes Of Employee Evaluation. For Example. Division.ANSHUL SHARMA MU0014 .The First Step In Designing An Appraisal Programmer Is To Decide Whether The Appraisal Should Be Formal Or Informal. Informal Appraisal Should Not Take The Group Cohesiveness Refers To Shared Feeling Among Work-Team Members. However. 2. But Care Needs To Be Taken To Ensure That The Discussion Is Held In Private. Many Organizations Encourage A Mixture Of Both Formal And Informal Appraisal. Discussions Can Take Place Anywhere In The Organizations. Under Some Condition. Whose Performance Should Be Rated? To The Question As To Whose Performance Should Be Rated.
There Are 3 Reasons In Support Of This Choice. Since Appraisal Programmer Is Often Clearly Linked To Training And Development. 2) Subordinate Can Assess The Performance Of Their Superiors. The Difficulty In Identifying Individual Contribution Is Also Important To Consider. The Superior Authority May Be Undermined Seriously. Training And Development Of Subordinate Is Am Portent Element In Every Mangers Job. Not By Effective Leadership. Interdependent Of Tasks Is So Complete That It Is Difficult To Identify Who Has Contributed What. The Immediate Superior May Be The Legal Choice To Conduct The Performance Evaluation. Who Are Raters? Raters Can Be Immediate Supervisors. The Use Of This Choice May Be Useful In Assessing An Employee Ability To Communicate. Clients. Self-Appraisal. When The Tasks Of Evaluating A Subordinate Is Given To Another Person. And Deal With Employees On A Fair Basis. Such Facts Include . But By Mere Gimmicks. Finally. But The Point To Be Remembered Is That The Performance Of All Employees Must Be Rated. But The Problem With The Subordinate Evaluation Is That Supervisors Tend To Become Popular. Disseminate Information. Or A Combination Of Several. Allocate Resources. Peers. 1) Immediate Supervisor Is The Fit Candidate To Appraise The Performance Of His Or Her Subordinate. Committees.Interdependent. Delegate Work. Any Attempt To Assess Individual Performance Shall Undermine Group Cohesiveness And Tend To Promote Individualistic Or Even Competitive Orientation. Subordinates. 3) Peers Are In Better Position To Evaluate Certain Facts Of Job Performance Which The Subordinates Or Supervisors Cannot Do. Resolve Intra-Personal Conflict. Specialist From The HR Department. No One Is Familiar With The Subordinate’s Performance Than His Or Her Superior. In Some Cases. There Is No Other Choice But To View That Task As A Team Effort. All Must Become Raters. Another Reason Is That The Superior Has The Responsibility Of Managing A Particular Unit.
1supervisor May Work With The Employee When Technical Aspects Of A Job Are Being Performed And Another Supervisor May Deal With The Same Employee In Situations Where Communications Skills Are Crucial. There Are Several Benefits In . Series Conflicts Among Co-Workers May Develop. External To The Organization Can Also Offer Similar Kinds Of Information. Behavioral Quirks. d. These Committees Are Often Composed Of The Employee’s Immediate Supervisor And Three Or Four Other Supervisors Who Come In Contact With The Employee. Nothing Prevents An Organization From Using This Source. Infosys.Contribution Skills. Clients May Be Members Within The Organization Who Have Direct Contact With The Rate And Make Use Of An Output (Goods Or Services) This Employee Provides. Many Employees Use Rating Committees To Evaluate Employees. Reliability And Initiative. For E. Besides Assessing Performance. Tempers And Loyalty Are Evaluated By The People Who Are Best Placed To Do It. Peers. Although Clients Are Seldom Used For Rating Employee Performance. Values. Closeness Of The Working Relationships And The Amount Of Personal Contacts Place Peers In A Better Position To Make Accurate Assessments. In The 360 Degree Method. It Is Called The 360-Degree System Of Appraisal. GE (India). Ethical Standards. Other Attributes Of The Assess—Talents. Crompton Greaves. Unfortunately Friendship Or Animosity May Result In Distortion Of Evaluation. Clients.G. This Choice Is Welcome When An Employee In The Course Of His Or Her Job Performs A Variety Of Tasks In Different Environment. Finally Join Together To Rate Each Other High. Where Appraisal Is Made By The Superior. Dependability And Innovativeness Are But A Few Of The Qualities For Which Clients Can Offer Rating Information. Thermal And Thomas Cook Are Using The Method With Greater Benefits. Wipro. Reliance Industries. Further When Reward Allocation Is Based On Peer Evaluation. US In 1992 The System Has Become Popular In Our Country Too. Courtesy. Interest. Subordinates And Clients. First Developed At General Electric. The Arthur Anderson Survey 1997 Reveals That 20% Of The Organization Use 360 Degree Method. Godrej Soaps.
Using Multiple Raters. The Disadvantages Of Committee Rating Are That It Diminishes The Role Of The Immediate Supervisor In The Area Of Training And Development. Even That Of Peers Who Are More Lenient Than Their Superiors. Hewlett-Packard And Texas Instruments Too Ask Their Performance To Prepare Their Own Appraisal. They Tend To Be More Lenient Compared To Other Sources Of Evaluation. On The Positive Side It May Be Stated That In Self-Appraisal There Is An Opportunity To Participate In Evaluation Particularly If It Is Combine With Goal Setti9ng And This Should Be Improve The Mangers Motivation. Self-Appraisal Is Best Suited Where Executive Development Is The Main Purpose Of Evaluation As The Approach Enablers’ Managers To Clearly Assess Their Areas Of Differences. Managers Are Less Defensive In Self-Evaluation Than When Supervisors Tell Them What They Are. Unfortunately Self-Appraisal Falls Short Almost By Any Criterion. Self-Appraisal Is Also More Likely To Be Less Biased And Less In Agreement With Judgment Of Others. First There May Be Objectivity In Rating As More Than Rater Is Involved In The Assessment. In Practice A Combination Of Methods Is Followed For Employe . Furthermore Where There Are Differences In The Rater Ought Ratings They Usually Stem From The Fact That Raters At Different Level In The Organization Often Observe Different Facets Of An Employee Performance-The Appraisal To Reflect These Differences. In Self –Appraisal Employee Himself Or Herself Evaluates His Or Her Own Performance. Indian Telephone Industries Has Been Following The Self-Appraisal System For Executives In Grade I To IV.
When Some Of The Elements Are Selected With The Intention Of Finding Out Some Things About The Population From Which They Are Taken. It Is A Way To Systematically Solve The Research Problem.CHAPTER – IV Research Methodology Meaning Of Research: Research Can Be Defined As The Search For Knowledge Or Investigation With An Open Mind “Research Is A Common Parlance Refers To Search For Knowledge. That Group Of Elements Is Referred As A Sample And The Process Of Selection Is Called “Sampling”. In This Survey The Design Used Is Descriptive Research Type. “According To The Advanced Learners Dictionary Of Current English Lays Down The Meaning As “A Careful Investigation Or Inquiry Especially Through Search For New Facts In Any Branch Of Knowledge. Sampling And Sampling Size: A Sample Is A Smaller Representation Of A Larger Whole. The Research Design Is The Basic Frame Work Or Plan For A Study That Guides The Collection Of Data And Analysis Of Data. As It Exists At Present. Research Design: Research Design Is The Arrangement Of Conditions For Collection And Analysis Of Data In A Manner That Aims To Combine Relevance To Research Purpose With Economy In Procedure. .” Research Methodology: Research Methodology Is Maybe Understood As A Science Of Studying How Research Is Done Scientifically. To Know The Performance Appraisal Of The Employees In Hatsun. The Main Purpose Of The Descriptive Research Is Description Of State Of Affairs.
The Sampling Method Adopted Is Simple Random Sampling. Simple Random Sampling Simple Random Sampling Refers To The Sampling Technique In Which Each And Every Item Or Each Possible Sample Combination In The Whole Population Has An Equal And Independent Chance Of Being Included In The Sample. . Questionnaire Method And Interview Method Are Used To Collect The Primary Data.Sample Size The Sample Size Is Used For The Study Is 120 Respondents Sampling Unit The Sample Unit Is Employees Of The Industry Sampling Method The Two Major Methods Are Probability And Non-Probability Sampling Technique. Which Are Collected As Fresh For The First Time And Happen To Be Original In Character. The Studyrequires Probability Sampling Method. The Data Those. Data Collection: The Two Types Of Data Sources Are • • Primary Data Secondary Data • Primary Data: Primary Data Was Collected Through Questionnaire.
It Is A Direct And More Flexible Form Of Investigation Involving Face. The Research Instrument: • • Questionnaire Method Interview Method. Quantitative And Accurate.Face Communication And Through Recorded Questionnaires Filled In Personally. . The Information Is Qualitative.Secondary Data: The Secondary Data Which Have Already Been Collected And Analyzed By Someone Else. Secondary Data Were Collected Form • • Company Profile Previous Records The Research Approach: Survey Method: The Most Widely Used Technique Of Gathering Primary Data Is The Survey Method. The Sources Interviewed Personally At The Place Of Work And Also With Questionnaires.To.
2. Hence Any Analysis Of Data Compiled Should Be Subjected To Relevant Analysis So That Meaningful Conclusions Could Be Arrived.Tools Used For Analyzing The Data This Constitutes An Integral Part Of Research Analysis. The Statistical Tools Applied In This Research Are. Simple Percentage Method: A Simple Percentage Statistical Tool Was Used To Identify The Percentage Of Respondent’s Responses. Percentage = (No Of Respondents/ Total No Of Samples) * 100. Weighted Average Mean: The Weights Stand For The Relative Importance Of The Different Items Σwiσxi . 3. o Simple Percentage Method o Analysis Of Correlation o Weighted Average Method 1. Analysis Of Correlation ∑XY Correlation = ------------------√ (∑X²) (∑Y²).
. Assessment Center Are Now "Being Used For Evaluating Executive Or Supervisory Potential. Computer Simulations.2 Assessment Centers Mainly Used For Executive Hiring. After Recording Their Observations Of Rate Behaviors. By Observing (And Later Evaluating) Their Behavior Across A Series Of Select Exercises Or Work Samples. The Raters Meet To Discuss These Observations. 20 Star Manager Went Through The Exercise. The Principal Idea Is To Evaluate Managers Over A Period Of Time Say One To Three Days. Work Groups (Without Leaders). Assesses Are Requested To Participate In In-Basket Exercises. Role Paying. And Other Similar Activities Which Require The Same Attributes For Successful Performance. Assessment Centre .W= ΣW Where Wi = Weighted Average Mean X = Weighted Value W = Respondent Modern Ways Of Methodology Used In Indusrties 4. An Assessment Center Is A Central Location Where Managers May Come Together To Have Their Participation In Job-Related Exercise Evaluated By Trained Observers. Self-Appraisal And Peer Evaluation Are Also Thrown In For Final Rating. • Old Timers Like Tata Have Created Their Own Assessment Centers. As In The Actual Job. And So Have The Talent Centric Companies' Like Wipro And Cognizant. The Decision Regarding The Performance Of Each Assesse Is Based Upon This Discussion Of Observations.Many Takers • Ranbaxy Retained The Services Of A Team Of Psychologists From The UK-Based Kelly& King To Take The Executives (Of Ranbaxy) Through An Assessment Center.
Difficulty Of Conducting The Test Frequently. While GE India Subsidiary GECIS Has Used It On 20% Of It5 Middle Managers. But The Evaluators Are Often Company Managers Who Are Assigned To The Assessment Center For Short Durations.• SHL. The Problem With The Assessment Centers Is Their Cost Not Only Are The Asses Sees Away From Their Jobs While The Company Pays For Their Travel And Lodging. The Approach Also Involves Real Hazards. Other Problems Include-Strong And Unhealthy Sense Of Competition Among Assesses. Another Drawback Is Its Potential Adverse Effect On Those Not Selected To Participate In The Exercise.000 Assessment Centers. And The Possibility Of Overemphasizing The Test . Consulting Firm ECS (Formerly Known As Either Consulting Services) Does A Number Of Assessments In A Month For A Variety Of Clients Like Tata Steel. Employees Who Receive A Poor Report From The Center May React In Negative Ways. Solid Performers In Day-To-Day Operations Feel Suffocated In The Simulated Environment. A HR Consulting Firm Has Worked With Over 100 Companies Conducting Dose To 1. Assessment-Center Staff Is Often Influenced By Subjective Element. These Managers Are Often Supplemented By Psychologists And HR Specialists Who Run The Center And Also Make Evaluations. One Of The Most Obvious Is The Examination-Taking Syndrome. Such As Personality Of The Candidates: Raters Tend To Evaluate The Quality Of The Individual's Social Skills Rather Than The Quality Of The Decisions He/She Makes. A Poor Report Can Demoralize An Employee Who Was Once An Asset. Assessment -Center Ratings Seem To Be Strongly Influenced By The Participant's Interpersonal Skills. A Rejected Employee Would Return To His Or Her Former Job Satisfied That He Or She Would Not Be Promoted To A Job He Or She Could Not Handle. ING Visa And The Host Of BPO Outfits. Ideally. A Good Performer At One Level May Leave The Organization In Order To Remove The Bad Assessment Report From His Or Her Work Record.Effective Only In Large Organizations. • • ICICI Bank Uses Assessment Center As A Recruitment And Selection Tool To Find The Best Talent. However. Hence This Approach Is Cost . Thus.
. Finally.Performance. Reliability. Also. The Assessment Center Test Clearly Defines The Criteria For Selection And Promotion. The Test Also Makes Sure That The Wrong People Are Not Hired Or Promoted. Content Validity. But A Well-Conducted Assessment Center Can And Does Achieve Better Forecasts Of Future Performance And Progress Than Other Methods Of Appraisal. And Predictive Validity Are Said To Be High In The Assessment Centers.
Receiving Feedback On Performance From Multiple Sources Can Be Intimidating. And Analyzing The Data. In Addition. The 360-Dcgree Appraisal Provides Formalized Communication Links Between An Employee And His Or Her Customers. Besides. In Fact.Threatening Environment By Emphasizing The Positive Impact Of The Technique On An Employee's Performance And Development. The 360-Degree Appraisal Provides A Broader Perspective About An Employee's Performance. Raters Can Have Enormous Problems Separating Honest Observations From Personal Differences And Biases. Derived From A Number Of Stakeholders--The Stakeholders Being The Immediate Supervisors. The Technique Is Called 360 Degree Appraisal. The Technique Facilitates Greater Self-Development Of The Employees. Customers.CHAPTER. Customer Satisfaction. For One's Development. Firms That Use The Technique Take A Long Time On Selecting The Rater. Further. There Are Drawbacks Associated With The 360-Degree Feedback. However. Multiple Raters Are Less Adept At Providing A Balanced And Objective Feedback Than The Supervisors Who Are Sought To Be Replaced. . Anyone Who Has Useful Information On How An Employee Does The Job May Be One Of The Appraisers. Multi-Source Feedback Is Highly Useful. In Addition. And Self. The Technique Is Particularly Helpful In Assessing Soft Skills Possessed By Employees. The 360-Degree Appraisal Is Effective In Identifying And Measuring Interpersonal Skill. It Is Essential That The Organization Create A Non . Where Multiple Raters Are Involved In Evaluating Performance. It Enables An Employee To Compare His Or Her Perceptions About Self With Perceptions Of Others. Team Members. By Design. The 360 Degree Technique Is Understood As Systematic Collection Of Performance Data On An Individual Or Group. And Team-Building Skills.5 Practical Aspect Of Performance Appraisal 360-Degree Feedback As Stated Earlier. Designing Questionnaires. Peers. It Makes The Employee Feel Much More Accountable To His Or Her Internal Or External Customers.
Leadership Abilities. Judgment. Also Called Directive Interview.Appraise The Performance The Next Step In The Appraisal Process Is To Measure The Performance. (Ii) To Maintain The Behavior Of Employees Who Perform In An Acceptable Manner (Iii) To Recognize Superior Performance Behaviors So That They Will Be Continued. The Interviewer Let Assesses Know How Well They Are Doing And Sells Them On The Merits Of Setting Specific Goals For Improvement. In Tell And Sell. Employee Performance Common To Most Jobs Include The Following Elements: • • • • • Quantity Of Output Quality Of Output Timeliness Of Output Presence At Work Cooperativeness In Addition To These. The Raters Should Discuss And Review The Performance With The Rates. If Needed.Raters Offer Feedback To The Rates Through Several Methods-Tell And Sell. Once Appraisal Has Been Made Of Employees. Versatility And Health. Problem Solving And Mixed. Assessment Should Also Include One's Potential To Perform And Not Just Actual Performance. Feedback Is Necessary To Effect Improvement In Performance. Performance Interview Performance Interview Is Another Step In The Appraisal Process. The Tell And Listen Interview Provides The Subordinates With Chances To Participate And Establish A Dialogue With Their Superiors. We Revert To The Moral Of The Story Narrated In The Beginning Of This Chapter. Guidelines For Effective Appraisal Interview . The Moral Taught Us That We Need To Measure The Performance And Not Mere Activities. So That They Will Receive Feedback About Where They Stand In The Eyes Of Superior. Specifically. Supervision. Especially When It Is Inadequate. What Then Is Performance? Performance Is Essentially What An Employee Does Or Does Not Do. Performance Interview Has Three Goals: (I) To Change Behavior Of Employees Whose Performance Does Not Meet Organizational Requirements Or Their Own Personal Goals. Other Elements That Deserve Assessment Are Job Knowledge. Tell And Listen.
• • • • • • • • • • • • Select A Good Time Minimize Interruptions Welcome. But Promotes Physiological. Grow. 6. The Data And Information Generated Through Performance Evaluation Must Be Used By The Hr Department. It May Be Recollected That The Most Significant Rewards Employers Offer To Employees Are: 1. 3. A Sense Of Performance And Stability Through The Continuing Existence Of The Organization And The Job. Specifically. The Data And Information Will Be Useful In The Following Areas Of Hrm: . Opportunities To Interact With Other People In A Favorable Working Environment. 2. And Make Full Use Of Their Potential. Data And Information Outputs Of A Performance-Appraisal Programmer Can Critically Influence These Coveted Employer-Employee Reward Opportunities. Money To Purchase Goods And Services Required Not Only For Current And Future Survival. In One Way Or Another. Set At Ease Start With Something Positive Ask Open – Ended Questions To Encourage Discussion Listen Manage Eye Contact And Body Language Be Specific Rate Behavior. 4. Emotional And Psychological Health. Opportunities To Learn. Not Personality Layout Development Plan Encourage Subordinate Participation Complete Form The Final Step In The Evaluation Process Is The Use Of Evaluation Data. The Opportunity To Perform Work Assignments Within An Environment That Not Only Protects. The Opportunity To Use Innate And Learned Skills And Talents In A Productive Manner That The Individual And His Or Her Managers And Co-Workers Recognize As Valuable. 5. But Also For The Luxuries Modern Life Has To Offer.
I. 2. Promotion. Three To Four Hours Interview Annually. Validation Of Selection Programmers 3. It Is Worthwhile To Note Edward Deming's Views On Performance Evaluation. Employee Training And Development Programmers 4. Transfer And Lay-Off Decisions Deming On Performance Appraisal Towards The End Of This Section. Deming Is Opposed To Employee Assessment. And 5. . With Subordinates Aimed At Support And Encouragement. Rewards People For Manipulating The System Rather Than Improving It. Is Inherently Unfair. And 6. Because It: I. His Alternatives To Performance Appraisal Are: 1. 4. Accommodation To Lone Workers. Is Often Self-Defeating. Is Inconsistent With Team-Work. Getting Leaders To Function As Colleagues Rather Than As Judges. And Improved Training And Education After Selection. Remuneration Administration 2. 2. Educating Workers About Their Obligations. Meticulous Selection Of Leaders. 3. 3. 4. 5. Acts As A Substitute For Proper Management. Subordinate Performance To Be Assessed Using Statistical Data.
Fix The Minimum Acceptable Target Determine Intangible Parameters(Like Initiative). Another Challenge Is That Both. Need To Be Measured. A Suitable Device Needs To Be Developed To Assess The Performance Of Empowered Teams Because More And More Firms Use Such Teams To Enhance Productivity. If One Recalls.Challenges Of Performance Appraisal With The Increased Significance Of Performance Appraisal. Identify Kras Critical To Business During The Year Target Set Tangible s For Eac h KRA. Which Indicate Pockets Of Individual Excellence With The Team Evaluate Performance Of The Team Against Predetermined Targets Communicate The Results To Ensure Transparency Measure The Performance Of The Team (ActualVersus Targets) Every Month Identify Individuals Who Have Excelled. These Self-Managed Teams Create Special Challenges For Performance Appraisal-Empowered Teams Perform Without Supervisors. One Serious Challenge Facing The Performance Appraisal System Relates To Assessment Of Self-Managed Teams. Figure Below Contains A Typical Model Of Team Appraisal. Discount Subjective Factors By Including Assessors From Outside The Team To Identify Outstanding Individuals. Popularly Called Empowered Teams. Incorporate Stretch Elements For Each Target. Challenges Confronting The System Are Mounting. Individual And Team Performance. It Is The Supervisor Who Assesses The Performance Of His Or Her Subordinates. Figure: Appraising Teams . Historically.
The Following Table Contains Challenges Of Performance Appraisal - Challenges Of Appraisal: • • • • • • • Create A Culture Of Excellence That Inspires Every Employee To Improve And Lend Himself Or Herself To Be Assessed Align Organizational Objectives To Individual Aspirations Clear Growth Paths For Talented Individuals Provide New Challenges To Rejuvenate Careers That Have Reached The Plateau Stage Forge A Partnership With People For Managing Their Careers Empower Employees To Make Decisions Without The Fear Of Failing Embed Teamwork In All Operational Processes .
. Grievance Handling Procedure Must Be Properly Adopted And Rendered To The Employees. Counseling Programme Can Be Arranged To Make The Employees Emotional Independent. Opportunities For Overall Development Must Be Provided In Different Areas. 60 .2 Suggesstions Training Programmes Can Be Organized Based On Interpersonal Development. Don’t Be Rigid In The Ways Of Functioning Attitudes And Decisions.6. Personality Etc. Considered Difficult Adverse Are Demanding Job Situations As Inevitable Part Of The Job To Overcome The Hardships. Team Work. The Organization Can Organize Training Programmes To Their Employees About The Recent Trends In Industrial Sector. Employees Must Be Motivated Through Monitory Benefits As Well As Other Welfare Services. Personality Development Programmes Must Be Given To The Employees To Attain Uniqueness. Yoga And Other Recreation Programmes To Their Employees At Different Levels To Reduce Their Job Stress. The Organization Can Organize Programmes Like Meditation. Such As Technology.
The Employees Should Not Follow This Avoidance Strategy Is Followed Mostly It Should Be Avoided.Conclusion It Is Evident That Half Of The Respondent Perceives A Moderate Level Of Solution Oriented Strategies. 61 . Hence. By Discussing With The Employees It Is Found That Most Of Them Perceive That The Management Is Not Performing Upto The Task. So It Is Recommended That The Strategies Like Collaboration And Compromise Should Be Enhanced Through More Opens Of Discussion Regarding The Appraising Topics. So. So That. A Good Solution Could Be Made. So At The Time Of Decision-Making It Makes Its More Difficult To Reach A Better Solution. The Members Should Be Ready To Reach A Compromise By Giving Others A Equal Chance. There Is A Need To Develop A Competitive Environment Among The Employees To Have A Control Over The Appraising Topics By Making Them To Work Towards Efficient And Effective Achievements. The Problems Should Be Discussed By Allowing All The Members To Collaborate And To Reach A Solution That Is Acceptable. Also It Causes Ego Problems Among The Employees. Suggestions From The Relevant Departments And Individuals Should Be Allowed To Get A Clear View Of The Actual Problem. Proper Planning Should Be Done For The Betterment Of The Employees. So That All The Employees Exactly Know The Organization’s Goal And To Control Themselves From Creating Problems. The Members Should Not Follow The Avoidance Strategy Because It Causes More Problems Due To Lack In Communication Of The Actual Problem.
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