Professional Documents
Culture Documents
Appraisal System
EXECUTIVE SUMMARY
By the same token, appraisal results are used to identify the poorer
performers who may require some form of counseling, or in extreme cases,
demotion, dismissal or decreases in pay. (Organizations need to be aware
of laws in their country that might restrict their capacity to dismiss
employees or decrease pay.)
· did;
Therefore an employee would desire that the appraisal system should aim at:
From the point of view of the organization, performance appraisal serves the purpose
of:
Performance appraisal should also aim at the mutual goals of the employees and the
organization. This is essential because employees can develop only when the
organization’s interests are fulfilled. The organization’s main resources are its employees,
and their interest cannot be neglected. Mutual goals simultaneously provide for growth
and development of the organization as well as of the human resources. They increase
harmony and enhance effectiveness of human resources in the organization.
• To help each employee understand more about their role and become clear about
their functions;
• to help in identifying the developmental needs of employees, given their role and
function;
• to help employees internalize the culture, norms and values of the organization,
thus developing an identity and commitment throughout the organization;
ERRORS OCCURRED
IN
PERFORMANCE APPRAISAL
One of the biggest problems with performance appraisal is the fact that most people are not accurate
raters of others’ performance . When an employee’s performance rating does not reflect their true or
actual performance , we say a rater error has occurred . The most common rater errors are:-
METHODOLOGY
Basically there are two types of performance appraisal done on the basis of post of the
SAIL’s employee. They are:
This system is for performance appraisal for executives of the level E-0 to E-4 . The
various steps involved are:
I. Appraisee write his view over the actual achievement for the Key performance
area / Task and Target assigned to him for the year.
II. Comments on fulfillment of KPA / Task and Target are written by the
Reporting Officer , taking account of time frame also.
III. Special Jobs other than tasks given and normal routine work are written by
appraisee.
C) Performance Assessment
I. Rating between 1 to5 are given to the appraisee by the Reporting Officer
and Reviewing Officer individually on the basis of Performance Factors and
Potential Factors.
I. Both reporting and reviewing officers write their suggestions whether the
appraisee should be transferred to other department. Either a good employee is
transferred so that he can acquire knowledge of all the departments, or a worst
performing employee is transferred so as to improve his performance.
II. In some exceptional case Head of department give his comments on overall
performance & potential of the employee.
E) Final Assessment
I. Total Factor Score by both Reporting and Reviewing officers is written and
average is calculated.
II. Final Grading between O / A / B / C is given .
III. If Final Grade is C , indicate whether to promote or not to promote the appraisee.
IV. If not to promote give reasons.
V. Meeting with non-promotable appraisee.
I. Rating are given by both Reporting and Reviewing officers on the basis of
performance of the appraisee depending upon factors: Performance on
the Job
Job Knowledge & skill
Multi-skill Utilization
Conduct & behavior
Punctuality & availability on job
Innovativeness
Cost & Quality Consciousness
Initiative & Capacity to assume higher
responsibility
Housekeeping & safety consciousness
III. Scores out of 100 are calculated by multiplying rating with weightage .
Forced Choice Method. - This appraisal method has been developed to prevent evaluators
from rating employees to high. Using this method, the evaluator has to select from a set
of descriptive statements, statements that apply to the employee. The statements have
been weighted and summed to at, effectiveness index.
Forced Distribution. - The term used to describe an appraisal system similar to grading
on a curve. The evaluator had been asked to rate employees in some fixed distribution of
categories. One way to do this has been to type the name of each employee on a card and
ask the evaluators to sort the cards into piles corresponding to rating.
Paired Comparison. - The term used to describe an appraisal method for ranking
employees. First, the names of the employees to be evaluated have been placed on
separate sheets in a pre-determined order, so that each person has been compared with all
other employees to be evaluated. The evaluator then checks the person he or she felt had
been the better of the two on the criterion for each comparison. Typically the criterion has
been the employees over all ability to do the present job. The number of times a person
has been preferred is tallied, and the tally developed is an index of the number of
preferences compared to the number being evaluated.
Graphic Rating Scale. - The term used to define the oldest and most widely used
performance appraisal method. The evaluators are given a graph and asked to rate the
employees on each of the characteristics. The number of characteristics can vary from
one to one hundred. The rating can be a matrix of boxes for the evaluator to check off or
a bar graph where the evaluator checked off a location relative to the evaluators rating.
Checklists. - The term used to define a set of adjectives or descriptive statements. If the
rater believed the employee possessed a trait listed, the rater checked the item; if not, the
rater left the item blank. rating score from the checklist equaled the number of checks.
Behavioral Anchored Rating Scales. - The term used to describe a performance rating
that focused on specific behaviors or sets as indicators of effective or ineffective
performance, rather than on broadly stated adjectives such as "average, above average, or
below average". Other variations were:
DATA ANALYSIS
• SAIL wins 'India's Employers of Choice Award-2007' in the Public Sector
• SAIL's Q4 net profit Rs.1902 crore – up 72%
• President Kalam presents prestigious Corporate Social Responsibility
award to SAIL
• SAIL has been a pioneer in promulgating a firm policy
• on safety in the workplace.
• SAIL has been an active participant in the National RCH programme
across all since 1995. All SAIL hospitals have participated in the National
RCH program.
• In all SAIL Plants, Mahila Samities have been formed since inception.
The members of the Samities are spouses of the employees. Spouses of
MDs, EDs etc are also a member of Mahila Samities . A lot of work is
being done for the society by these Samities.
OBSERVATIONS
In the present performance appraisal system of SAIL we found the
following loop holes:
If the appraisee has good terms with the reviewing officer and does not
have a smooth relationship with the reporting officer , in such case the
reporting officer is sometimes forced by the reviewing officer to give
better score to the appraisee.
RECOMMENDATIONS
Websites :- www.sailindia.co.in
www.wikipedia.org
www.performance-appraisal.com/intro.htm
www.telecollege.dcccd.edu/contents/evaluate.htm
Books :-
i. Personnel – Human Resource Mgmt
By David A Decenzo
ii. Human Resource Mgmt
By Gary Dessler