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Ranking jobs is the easiest, fastest, and least expensive approach to job evaluation. It is also most effective in smaller organizations with few job classifications. To rank positions, order jobs from highest to lowest based on their relative value to your organization. The process of job ranking typically assigns more value to jobs that require managerial or technical competencies. For example, a job-ranking system might rank the job of CEO as the most valued job within the organization and the job of product assembler as the least valued.

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Advantages Simplicity is the main advantage in using a ranking system. It is also easy to communicate the results to employees, and it is easy to understand. Disadvantages Ranking jobs is subjective. Jobs are evaluated, and their value and complexity are often assessed on the basis of opinion. Also, when creating a new job, existing jobs must be re-ranked to accommodate the new position.

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The general purpose of job classification is to create and maintain pay grades for comparable work across your organization. To conduct a job classification: First, write descriptions for a category of jobs; next, develop standards for each job category by describing the key characteristics of those jobs in the category; finally, match all jobs to the categories based on the similarity of tasks, the decision-making exercised, and the job's contribution to the organization's overall goals.

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Job evaluators must evaluate jobs carefully because similar titles might describe different jobs from different work sites. ` . You can assign new jobs and jobs with changing responsibilities within the existing system.` Advantage Job classification is simple once you establish your categories. Decisions rely on the judgment of the job evaluator. Disadvantages Job classification is subjective. so jobs might fall into several categories.

and working conditions. ` . Based on these factors. You first identify compensable factors that a group of jobs possess. In a point evaluation system. level of decision-making authority. Examples of compensable factors are skills required. number of reporting staff members. you express the value of a particular job in monetary terms.` Point evaluation is the most widely used job evaluation method. you assign points that numerically represent the description and range of the job.

` Advantage This method is often viewed as less biased than other methods because the job evaluator assigns each job's total points before the compensable factors become part of the equation. Disadvantages Subjective decisions about compensable factors and the associated points assigned might be dominate. The job evaluator must be aware of biases and ensure that they are not represented in points assigned to jobs that are traditionally held by minority and female employees ` .

` Job evaluators rank jobs that have similar responsibilities and tasks according to points assigned to compensable factors. Jobs across the organization are then compared to the benchmark jobs according to the market rate of each job's compensable factors to determine job salaries. The evaluators then analyze jobs in the external labor market to establish the market rate for such factors. .

` .` Advantage This method results in customized jobranking. Disadvantage Compensable factor comparison is a time-consuming and subjective process.

. It ends when an employee leaves your organization. Performance management is a whole work system that begins when a job is defined as needed.` ` Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities.

education. Negotiate requirements and accomplishment-based performance standards. and measures. Provide on-going coaching and feedback. and training. outcomes. ` ` ` ` .` Develop clear job descriptions. Provide effective orientation. Select appropriate people with an appropriate selection process.

` ` ` . Design effective compensation and recognition systems that reward people for their contributions. Assist with exit interviews to understand WHY valued employees leave the organization.` Conduct quarterly performance development discussions. Provide promotional/career development opportunities for staff.

Wilson .One of those special human encounters where the manager gets no sleep the night before. ²Thomas B. and the employee gets no sleep the night after.

What is Performance Appraisal? .

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Performance appraisal process Establishing performance standards Communicating standards Measuring actual performance Comparing actual with desired Discussing results Decision making .

TRAIT BEHAVIOR JOB RESULT ` .Evaluation Criteria ` Whom the company should evaluate What criteria should be used to evaluate.

Rewards on a fair and credible basis Clarify organizational goals .Objectives of Performance appraisal ` ` ` ` Motivation. Insight into staff and supervisors.

WHO SHOUL APPRAISE ` ` ` ` ` ` Immediate supervisor Peer appraisal Rating Committees Self-Ratings Appraisal by subordinates 360-Degree feedback .

` ` ` ` ` ` ` ` ` Traditional Methods Straight ranking method Man-to-man comparison Grading Graphic Rating Scales Forced distribution Check list Critical Incidents Group Appraisal Modern Methods Assessment Centre Management By Objectives Human Asset Accounting Behaviorally Anchored Rating Scales .

TYPES OF PERFORMANCE APPRAISALS ` Graphic Rating Scale Method Advantages isadvantages ‡ All characteristics are equally weighted ‡ Simple to use ‡ Provides a quantitative ‡ Standards may be unclear rating .

.Advantages ‡ Simple to use ‡ Avoids central tendency and other problems of rating. isadvantages ‡ Disagreements amongst employees.

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‡ Similar to grading on a curve. . ‡ Category need not be symmetrical. ‡ GE proposed the 20/70/10 split. ‡ Rating is categorized.

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with difficulty. Can expect to unload the trucks when asked by the supervisor. Can expect to inform only a part of the customers Can expect to take extended coffee breaks and roam around purposelessly Good Above average Average Below average Poor Extremely poor 6 5 4 3 2 1 . to deliver the goods in time.Performance Extremely good Points 7 Behavior Can expect trainee to make valuable suggestions for increased sales and to have positive relationships with customers all over the country Can expect to initiate creative ideas for improved sales Can expect to keep in touch with the customers throughout the year Can manage.

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Under this Technique. Discussions with Supervisors and a review of other Evaluations. Psychologists are used for Evaluations. they assess an individual¶s Future Potential and not the Past Performance. Psychological Tests. . The Appraisal normally consists of In-depth Interviews.

In-Basket exercises. as in the actual job. .An Assessment Centre is a central location where managers may come together to have their participation in Job-related exercises evaluated by Trained Observers. Work Groups ( Without leaders). Computer Simulations. Role Playing. and other similar activities which require the same attributes for successful performance. by observing their Behavior across a series of select exercises or Work Samples such as.

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Performance management system .

.` Performance appraisal process is incomplete without the feedback given to the employee about his appraisal and his performance. ` Feedback describes the situation when output from (or information about the result of) an event or phenomenon in the past will influence the same event/phenomenon in the present or future. But the way of giving as well as receiving the feedback differs from person to person and their way of handling and their outlook towards the issue.

" .` According to a popular saying: "A SUCCESSFUL MAN IS ONE WHO CAN LAY A FIRM FOUNDATION WITH THE BRICKS OTHERS HAVE THROWN AT HIM.

` The employee should have a positive attitude towards the feedback process He should listen to the suggestions of the appraiser calmly and try to incorporate them in his plans. Should not judge the appraiser as a person on the basis of the feedback. ` ` ` ` ` ` . Should take the feedback objectively. He should not hesitate to ask for the help of his superiors. Should have a co-operative attitude during the feedback meeting. Don¶t judge the appraiser as a person.

e. The appraiser should make it a two ± way conversation i.` The appraiser should make the receiver feel comfortable during the feedback meeting. ` ` ` . Listen to the employee and note his points. The goal is not to criticize the employee. The appraiser should not adopt a confrontational approach towards the meeting. suggestions. problems etc. let the employee speak.

Have a positive attitude towards the process Try to understand the reasons of his failure. Be fair and objective. ` ` ` ` ` . Make the appraisal feedback meeting useful and productive for the organization and the employee. Prepare yourself for what to say and how to say.e. in a way which will motivate him to perform better.` Provide a constructive feedback to the employee i.

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