You are on page 1of 155

UPLOAD SIGN IN JOIN

BooksAudiobooksComicsSheet Music
of 66
1

Welcome to Scribd! Start your free trial and access books, documents and
more.FIND OUT MORE

PERFOR
MANCE
APPRAIS

AL
SYSTEM
IN
INSURA
NCE

peers, sub
ordinates,
customers,
and ones
self. It is
not necess
ary,

or always
appropriate
, toinclude
all of the
feedback
sources in a
particular

appraisal
program.Th
e organizat
ional cultur
e and missi
on must be
considered,

and the pu
rpose of fe
edback will
differ
with each
source. For
example,

subordinate
assessment
s of a
supervisor
sPerforman
ce can
provide

valuable
developme
ntal
guidance,
peer
feedback
can be the

heart
of Excellenc
e in
teamwork,
and
customer
service

feedback
focuses on
the quality
of the
teamsor
agencys
results. The

objectives
of
performanc
e appraisal
and the
particular
aspects

of perform
ance that
are to be
assessed
must be
established
before

determinin
g which
sources
areappropri
ate.

SUPERIO
RS
Evaluations
by superior
s are the
most traditi
onal source

of employe
e feedback.
Thisform of
evaluation
includes
both the
ratings of

individuals
by
supervisors
on
elementsin
an
employees

performanc
e plan and
the
evaluation
of
programs
and teams

bysenior
managers.

S
ELFASSESSM
ENT

This form of
performanc
e
information
is actually
quite
common

but usually
used
onlyas an i
nformal pa
rt of the su
pervisoremployee

appraisal f
eedback se
ssion.Supe
rvisors fre
quently op
en the disc
ussion with

: How do
you feel yo
u have perf
ormed? In
a
somewhat
more

formal
approach,
supervisors
ask
employees
toidentify
the key

accomplish
ments they
feel best
represent
their
performanc
e in

criticaland
non-critical
performanc
e elements.
In a 360degree
approach,

if selfratings
aregoing to
be
included,
structured
forms and

formal
procedures
are
recommend
ed.

PEERS

With
downsizing
and
reduced
hierarchies
in
organizatio

ns, as well
as the
increasingu
se of teams
and group
accountabil
ity, peers

are often
the most
relevant
evaluators
of their
colleagues
performanc

e. Peers
have
a unique pe
rspective
on a coworkers
job perform

ance and
employees
are
generally
very
receptive to
the concept

of rating
eachother.
Peer
ratings can
be used
when the
employees

expertise is
known or
the perform
ance and
results can
be
observed.

There are
both
significant
contributio
ns and
4

PERFOR
MANCE
APPRAIS
AL
SYSTEM

IN
INSURA
NCE
serious pitf
alls that m
ust be care

fully consid
ered before
including t
his type of
feedback in
a
multifacete

d appraisal
program.

SUBORDI
NATES
An upwardappraisal

process or
feedback
survey
(sometimes
referred to
as a
SAM,for S

ubordinate
s Appraisin
g Manager
s) is amon
g the most
significant
and yetcon

troversial f
eatures of
a full circl
e perform
ance evalu
ation progr
am. Bothm

anagers
being
appraised
and their
own
superiors
agree that

subordinat
es have
aunique, of
ten
essential,
perspective
. The subor

dinate ratin
gs provide
particularly
valuable d
ata on perf
ormance el
ements co

ncerning m
anagerial a
nd supervis
ory behavi
ors. Howev
er, there is
usually gre

at reluctan
ce, even fe
ar, concern
ingimpleme
ntation of
this rating
dimension.

On balance,
the
contributio
ns can
outweighth
e concerns
if the

precautions
noted
below are
addressed.

CUSTOM
ERS

Executive
Order
12862,
Setting
Customer
Service
Standards

, requires
agencies
tosurvey in
ternal and
external cu
stomers, p
ublish cust

omer servi
ce standar
ds, andme
asure agen
cy
performanc
e against t

hese
standards. I
nternal cus
tomers
are defined
as users of
products or

services
supplied by
another
employee
or group
within
theagency

or
organizatio
n. External
customers
are outside
the
organizatio

n and
include, but
are not
limited to,
the general
public.

Basic
Purposes
E
ffective per
formance a
ppraisal sy
stems cont

ain two bas


ic systems
operating i
nconjunctio
n: an
evaluation
system

and a
feedback
system
.The main
aim of the
evaluation
system is

to identify
the
performan
ce gap
(if any).This
gap is the
shortfall

that occurs
when
performanc
e does not
meet the
standard
set by

theorganiza
tion as
acceptable.
5

PERFOR
MANCE
APPRAIS
AL
SYSTEM

IN
INSURA
NCE
The main
aim of the
feedback

system is
to inform
the
employee
about the
quality
of his or

her
performanc
e.
(However,
the
information
flow is not

exclusively
one way.
Theapprais
er also
receives
feedback
from the

employee
about job
problems,
etc.)One of
the best
ways to
appreciate

the
purposes of
performanc
e appraisal
is to look
atit from
the

different
viewpoints
of the main
stakeholder
s: the
employee
and the

organizatio
n.

EMPLOYE
E
VIEWPOI
NT

From the
employee
viewpoint,
the purpose
of
performanc
e appraisal

is four-fold:
(1) Tell me
what you
want me to
do(2) Tell
me how
well I have

done it(3)
Help me
improve my
performanc
e(4)
Reward me

for doing
well.

ORGANIZ
ATIONAL
VIEWPOI
NT

From the
organizatio
n's
viewpoint,
one of the
most
important

reasons for
having a
systemof p
erformanc
e appraisal
is to establ

ish and up
hold the
principle o
f accounta
bility
.For
decades it

has been
known to
researchers
that one of
the chief
causes of
organizatio

nalfailure is
"nonalignment
of
responsibili
ty and
accountabil

ity." Nonalignment
occurs
whereempl
oyees are
given
responsibili

ties and
duties, but
are not
held
accountabl
e for the
way

inwhich
those
responsibili
ties and
duties are
performed.
What

typically
happens is
that
severalindi
viduals or
work units
appear to

have
overlapping
roles.The
overlap
allows indeed
actively

encourages
- each
individual
or business
unit
to"pass the
buck". This

event, the
principle of
accountabil
ity breaks
down comp
letely.Orga
nizational

failure is
the only
possible
outcome. In
cases
where the
non-

alignment
is notso
severe, the
organizatio
n may
continue to
function,

albeit
inefficiently.
Like a
poorly
madeor
badly tune
d

engine, the
non-aligned
organizatio
n may
run, but
it will
be sluggish

, costlyand
unreliable.
One
of the princ
ipal aims o
f performa
nce apprai

sal is to ma
ke people
6

PERFOR
MANCE

APPRAIS
AL
SYSTEM
IN

INSURA
NCE
accountabl
e. The obje
ctive is to
align respo

nsibility an
d accounta
bility at ev
eryorganiz
ational
level.

DEVELOP
MENTAL
PERFOR
MANCE
APPRAIS
AL

PURPOS
ES
The
developme
ntal
approach
to

performanc
e appraisal
has been
related to
employees
asindividua
ls. This

approach
has been
concerned
with the
use of
performanc
e appraisal

as
acontributo
r to employ
ee motivati
on, develo
pment, and
human res

ources pla
nning. The
developme
nt
approach
contained
all of the

traditional
overall
organizatio
nal
performanc
eappraisal
purposes

and the
following
additional p
urposes:1.
Provided
employees
the

opportunity
to formally
indicate
the
direction
and level of
theemploye

e's
ambition2.
Show orga
nizational i
nterest in e
mployee d
evelopmen

t, which wa
s cited to h
elp theente
rprise
retain
ambitious,
capable

employees
instead of
losing the
employees
to
competitors
3. Provided

a structure
for
communica
tions
between
employees
and

manageme
nt to
helpclarify
expectation
s of the
employee
by

manageme
nt and the
employee4.
Provide
satisfaction
and encour
agement to

the employ
ee who has
been trying
to perform
well.
7

PERFOR
MANCE

APPRAIS
AL
SYSTEM
IN

INSURA
NCE

EXPECT
AT I O N S
OF A M

ANAGE
R IN DO
ING AP
ERFORM
ANCE

APPRAIS
AL
The followi
ng is typica
lly expecte
d from com
pany mana

gers when
doing perfo
rmanceapp
raisals:i.Tra
nslate orga
nizational
goals

into individ
ual
job objecti
ve.ii.Comm
unicate
manageme
nt's

expectatio
ns
regarding
employee
performanc
e.iii.Provid
e feedback

to the
employee
about job
performan
ce in light
of manage
ment'sobje

ctives.iv.Co
ach the
employee
on how
to achieve
job
objectives/

requiremen
ts.v.Diagno
se the
employee'
s strengths
and weakn
esses.vi.De

termine
what kind
of
developme
nt
activities
might help

the
employee
better
utilizehis or
her skills
improve
performanc

e on the
current job.

Obje
ctive

s of
Perf
orm

ance
Appr

aisal
s
Performanc
e
appraisals

seek to
meet
specific
objectives.
They
include tell
and sell,tell

and listen,
problem
solving,
and mixed
model.
Tell and
sell

is
evaluative
in nature. It
isused for
purely
evaluative
purposes.

The
supervisor
coaches by
telling the
employee
theevaluati
on and then

persuading
the
employee
to follow
recommend
ations for

improveme
nt.
Tell and
listen
is
evaluative
in

nature.The
supervisor
coaches by
telling the
employee
the
evaluation

and then
listens to
theemploy
ee's reacti
ons to the
evaluation
in a nonjud

gmental m
anner.
Problem
solving
isdevelopm
ental in nat
ure and inv

olves coun
seling. It is
used for e
mployee d
evelopmen
t purposes.
The

supervisor
does not
offer
evaluation
but lets the
employee
decide his

or
her weak
areas and
works with
the
employee
to develop

an action
plan for
improveme
nt. The
mixed mod
el

combines c
oaching an
d counseli
ng. It is us
ed for both
evaluative
anddevelop

ment
purposes.
The
supervisor
begins the
appraisal
with a

problemsolving
sessionand
concludes
with a more
directive
tell and sell

approach.D
ata relating
to
performanc
e
assessment
of

employees
are
recorded ,
stored and
use
for several
purposes.

The main
purposes
of employ
ee
assessme
nt are as
follows:-

Similar to Performance Appraisal in Insurance

Project Report on Performance Appraisal

REINSURANCE PROJECT

The Performance Appraisal System of HDFC SLIC by Parshuram Sahoo IILM BS HYD

Sample Sales Performance Evaluation Form

Motor Insurance

HRM bagts 2-1

Performance Appraisal of Employees at BAJAJ ALLIANZ

Fire Insurance

Recruitment and Selection Process of Insurance Companies

Performance Appraisal of Sbi

Recruitment & Selection Process at Bharti Axa Life Insurance Company, Pune

MOA & AOA

Dabur - Performance Appraisal

Domestic Enquiry 158

Performance analysis of Life insurance companies in Bangladesh

insurance project

CLASSIFICATION OF PSYCHOLOGICAL TESTS 2

HR Project on Performance Appraisal

Performance Appraisal project report

Performance Appraisal

HRM in Insurance Sector

A Project Report on Bharti-AXA Life Insurance Co.

Health Insurance

Comprehensive OD Interventions

Recruitment process in insurance company

Ratio Analysis of Life Insurance Companies in Bangladesh

More From This User

Crm of Icici Bank

Commodity Market

Icici Bank Crm

Difficulties in Filing Acknowledgement of Income Tax Return

Performance Appraisal in Insurance


Sep 15, 2010 by Canute Fernandes
(0 ratings)
2.8K views
EMBED

DOWNLOAD

ADD TO LIBRARY
Download as DOC, PDF, TXT
More information
RELATED

Project Report on Performance Appraisal


by Niranjan Mishra

REINSURANCE PROJECT
by Dattu Boga

The Performance Appraisal System of HDFC SLIC by Parshuram Sahoo IILM BS HYD
by sahoo_iilm

Sample Sales Performance Evaluation Form


by Kamrul Hasan
Previous
Next
Page 1 of 6
AB O UT

Browse books

Site directory

About Scribd

Meet the team

Our blog

Join our team!

Contact Us
PAR TNE RS

Publishers

Developers / API
ME MBE RS HI P S

Join today

Invite Friends

Gifts
S UP P O R T

Help

FAQ

Accessibility

Press

Purchase help

AdChoices
L E G AL

Terms

Privacy

Copyright

Copyright 2016 Scribd Inc.Terms of serviceAccessibilityPrivacyMobile SiteSite Language:


English