...Methods of Performance Appraisal BBA (day) Course Code: 602 Course Title Submitted by Assoc.prof. Md.Rafiqul Islam Faculty of business studies Dhaka international university Prepared By Mahbub Alam Roll:-43 Reg:-241063 Batch:-33/A BBA (day) Session:-2010-2011 Human resource management Page 1 Methods of Performance Appraisal A. Concept B. What performance Appraisal? C. About Performance Appraisal D. The performance Appraisal process. E. Objectives of Performance Appraisal. F. The Four Phases. G. Method of Performance Appraisal. i. ii. Past Oriented Methods Future Oriented Methods 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Rating Scales: Checklist: Forced Choice Method: Forced Distribution Method: Critical Incidents Method: Behaviorally Anchored Rating Scales: Field Review Method: Performance Tests & Observations: Confidential Records: Essay Method Cost Accounting Method: Comparative Evaluation Method (Ranking & Paired Comparisons): i. Ranking Methods ii. Paired Comparison Methods H. Formula Of Performance Appraisal I. Conclusion Human resource management Page 2 Methods of Performance Appraisal C ONCEPT Agencies are required by the Government Performance and Results Act of 1993 to establish program goals and report organizational performance to stakeholders, including the Office of Management and Budget and the Congress. This creates pressure to use methods that improve organizational performance and maximize goal achievement. Using...
Words: 1868 - Pages: 8
...“Is Post-Appraisal Weeding good strategy?” Dilip Thosar Paper for The International Research Conference on HRM 25-26 August 2012 at MIT College of Management, Pune Is Post-Appraisal Weeding good strategy? Dilip Thosar Fellow Student, AHRD (Academy of Human Resources Development), Ahmedabad. ABSTRACT Many progressive Indian organizations are seen to annually lead a practice of weeding out their lowest-performing manpower, with the strategic intent of increasing their performance capability and competence. The genesis of this practice lies in the “20-70-10 principle” which states that the top 20% of workforce is productive, 70% work adequately and the remaining bottom 10% do not deliver and should be fired. During the annual appraisal, the head of every business team within the organization is asked to classify his/her team-members into top, medium and bottom performers. Those in the bottom bucket are asked to resign. This reportedly creates tremendous dissonance and unhappiness across the organization. There seems to be no evidence of the expected theoretical result of a continuously improving highperforming business unit. Even short-run competence is not reported to increase perceptibly. Notable is the expensive attrition and erosion of precious employee-engagement among residuals, with consequent burn-outs and reduced productivity. The significant negative outcomes of this practice seem to outweigh any positive potential. Literature studied and industry leaders decry it as...
Words: 4931 - Pages: 20
...responsibility of Human Resource [HR] management is to manage the workforce of an organization with an emphasis on minimizing financial risk while maximizing profit for the business. One aspect of minimizing risk is ensuring that the workforce is performing their jobs efficiently and effectively. So, the question is how do we gauge the efficiency and effectiveness of the workforce? The answer is, through the implementation of a competent performance appraisal system. In light of the results of the recent employee survey conducted, there are both real and perceived issues that exist between HR and the management team. The lack of cohesion within the organization has resulted in low employee morale which affects performance and ultimately, profitability. The purpose of this presentation is to explain the merits of a good performance appraisal system, for both individuals and teams of the organization and to show how it will help to resolve the problems uncovered by the survey. Moreover, my intention is to describe the process for assessing team performance and the differentiating factors for executing an appraisal for an individual versus a team in an organization. Lastly, the board of directors asked for a report with regard to succession planning in the last board meeting. I want to describe the benefits of succession planning and propose a solution for the implementation of succession planning in our organization. Performance Appraisals Performance appraisals, when properly used, are...
Words: 3327 - Pages: 14
...qualification -Marketing depends on customer & customer behavior. Definitely Rebecca should know the culture of Sri Lanka. It helps her to understand the customers & customer behavior in Sri Lanka. I suggest to do an Induction programme for her to understand the culture of Sri Lanka & culture of the company. She is not suitable for the position, Head of marketing. According to her qualifications she suits for the position Assistant marketing manager. Problem 02, Heavy work scheduled & Not enough time limits have given for the Performance Appraisal- According to this case study we can see Rebecca don’t know how to do a performance appraisals. She had completed the 30 performance appraisal forms of the entire Marketing Team within a single day. Marketing manager and HR manager can coordinate and delegate Rebecca’s task to her subordinates until she get use to the system. Problem 03, No proper knowledge in performance appraisal- HR Manager can provide training and development to uplift...
Words: 2688 - Pages: 11
...Running Head: HR MANAGEMENT Trends & Challenges in HR Management Introduction Human resource management confronts a lot of existing and future challenges while working with employees especially with issues like diversity, yield, health and safety and benefits. With the changes in employees’ skills, job requirements and experience, these challenges will also change and will demonstrate new challenges in front of HR management. Here in this paper, a discussion concerning to the trends and challenges of HR management will be done along with the discussion of how a complete performance management system differs from the use of annual performance appraisals. In addition to this, an evaluation of the effectiveness of various performance appraisal methods and possible problems affecting performance appraisals and a discussion of the advantages of managing turnover in organizations will be also be done. In the end, the significant safety and health management issues in the workplace will be identified along with the other trends and challenges of human resource management. Complete Performance Management System and Annual Performance Appraisals A complete Performance Management System facilitates an organization in sustaining profitability and functioning by connecting the employees' remuneration to capability and contribution (Heathfield, 2010) whereas in an annual performance appraisal, salary increase is associated with outcome, which is quite old...
Words: 612 - Pages: 3
...for database development and systems of middle-tier software, enterprise resource planning software (ERP), customer relationship management software (CRM) and supply chain management (SCM) software. HR PRACTICES IN ORACLE CORPORATIONS LEADERSHIP CAPABILITY In order to strengthen organisations capability, Oracle corporations continues on developing talent through two unique programs the Global Leadership Cadre(GLC) and Management Trainee (MT) program which hires the best talent from top academic campuses and grooms them through a focused program to take up higher managerial and decision making responsibilities. Oracle Corporations develop leaders at all levels who achieve business results, exemplify our values, and lead us to grow and win. ORACLE I-RECRUITMENT Oracle i -Recruitment is a full-cycle recruiting solution that gives managers, recruiters and candidates the ability to manage every phase of finding, recruiting, hiring, and tracking new employees. Focused on the manager- recruiter-candidate hiring relationship, this end-to-end recruitment offering incorporates all aspects of applicant tracking with capabilities that allow managers, recruiters and candidates to fully manage the entire recruiting cycle via a self-service interface. PERFORMANCE APPRAISAL Performance...
Words: 1709 - Pages: 7
...Carringbush Council. The purpose of this report is to analyse, and indentify internal and external issues, and suggest if any changes to the work culture and performance management system can help, overcoming these identified problems. In future, there are a few changes expected, in external environment. They will affect the council. Along with these external influencing factors, there are internal issues as well, which need to be addressed, in order to maintain or improve the performance of the council. Various theories developed by researchers are used to suggest the effective ways, to overcome these issues. This organization is a public sector organization, so obviously it is a hierarchical organization. The work is well defined with no room for flexibility. From this mechanistic approach, the organization has to transform into an organic type of organization, in order to achieve the desired structure. Next identifies issue is lack of managerial skills in middle level managers. A training to upgrade their skills and tools like 360 degree feedback can be helpful. In addition to that, there is no platform where employees can go for training and development, rather than just relying upon managers; they can be benefitted by creation of a learning organization. This important characteristic of HPWS does, not only improves the performance, but also employee...
Words: 2886 - Pages: 12
...HR should be aligned with the Organizations Goals to increase employee engagement and the company's bottom line. Companies are more successful when HR is aligned and the results are reflected in better profitability. HR strategic planning defines how the organizations goals will be achieved through people by integrate HR policies and practices, which should be tailored to fit the needs of the organization. Having the right people in the right place at the right time to meet or exceed standards of the job. Maersk's was experiencing a rise in Employee turnover, had become a publicly traded company and competition was on the increase. HR had to analyze the situation, form a strategy and implement it. Maersk was expanding globally and trends in the broader market became increasingly mobile. The work force changed, talent, needs and practices also changed. Finding and retaining high-quality talent was becoming a bigger challenge. One advantage of hiring internally is that promoted employees are already familiar with the policies and culture. Hiring internally may also improve employee morale and loyalty. Disadvantages of hiring internally are potential narrowing of thinking, stale ideas (inbreeding), smaller talent pool (fewer applicants) and internal politics will occur (possible discontent of rejected applicants, new subordinates may not respect new boss). One advantage of hiring externally is that new candidates can provide new ideas or fresh perspectives. Another is...
Words: 1977 - Pages: 8
...PCM ASSIGNMENT PERFORMANCE MANAGEMENT SYSTEM OF NTPC TABLE OF CONTENT * Performance Management: Meaning, System & Process. * Components of Performance Management System. * About the Company NTPC. * Performance Appraisal system of NTPC. * Performance Management System in NTPC. * Effectiveness of Performance Management System in NTPC. ------------------------------------------------- Performance Management - Meaning, System and Process Definition of Performance Management The role of HR in the present scenario has undergone a sea change and its focus is on evolving such functional strategies which enable successful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and improving the performance of the employees by building a conducive work environment and providing maximum opportunities to the employees for participating in organizational planning and decision making process. Today, all the major activities of HR are driven towards development of high performance leaders and fostering employee motivation. So, it can be interpreted that the role of HR has evolved from merely an appraiser to a facilitator and an enabler. Performance management is the current buzzword and is the need in the current times of cut throat competition and the organizational battle for leadership. Performance management is a much broader and a complicated...
Words: 5239 - Pages: 21
...Performance Analysis Brittannie DePew Bus 303 Ricci Rizzo 10/6/2014 Performance Analysis Annually or bi-annual every employee has experience with reviews the show performance through the time of work one may be employed. Performance appraisals are assessment tools that have proven to have advantages to the effectiveness of the work place. The performance appraisal process can be referred to as terms that provoke and propel strong responses; opinions, judgment, and sentiments are expressed in contextual format (Kumar 2005). Scholars have regarded performance appraisals as a strategic and integral part of an organization (Longenecker and Goff 1992). Typically those who administer the performance appraisals are human resource managers/professionals or managers. A tool used in the appraisal process needs to be standardized, reliable, valid, and appropriate for the position; making sure this tool meets all these qualifications is a mere part of the process of administering the appraisal process. Success in a business can be dependent upon an employer’s ability to be proactive with their employees. “Research shows that managers with poor communication or interpersonal skills are often the downfall of a company's otherwise sound performance management program (“Setting up a performance management system”, 1999). Strong communication skills provide comfort and the ability to provide feedback with empathy and remain professional; which are considered very important when communicating...
Words: 1046 - Pages: 5
...Performance Review Takes a Page from Facebook HRM500 – HR Management Foundations May 12, 2013 Today’s workforce has evolved just as technology. The dynamics of the labor force consist of generational differences. These differences can support organizational success as well as cause its failure. What constitutes as a productive workforce are the tools provided by the employer. Performance management systems have become essential to the development, productivity and retention of top producers. It is imperative that employers understand the needs and listen to the concerns of their employees. The old way of conducting performance appraisals are no longer efficient because they are seen as outdated and cumbersome. Organizations should use technology especially the widespread acceptance of social networking as their new found way to communicate and provide feedback. This style of communication promotes comradery, supports inclusion and allows managers to perform better. It also supports the notion of 360 degree feedback but also provides the entire workforce an outlet to recognize accomplishment and seek guidance. I will attempt to explain and show how social media network performance systems are beneficial to the organization and their employees. Keywords: Social network, performance management, communication, generational workforce. Performance Review Takes a Page from Facebook Agree or disagree with this statement and provide reasons for your response....
Words: 1620 - Pages: 7
...Case 7 (Training and Performance) Unequal-Equal Supervisors Hubert Johnson is a department head. He has been with the company for 30 years and knows his way around quite well. He has two employees, Harriet Green and Neil White. Harriet has been with the company for 15 years and Neil has been with the company for six years. Harriet has always been cooperative, loyal, dependable, but not an especially good supervisor. Recently Hubert has noticed that Harriet has begun to “slip” in the performance of some of her duties. Neil, on the other hand is a very ambitious, energetic, and dependable supervisor who grasps problems quickly and easily. Hubert has to complete performance appraisals on both individuals annually. Ten months ago he did his appraising with a great deal of displeasure because he hated to face the unpleasantness of a negative performance appraisal review. As a result, he rated both the employees about the same. When a discussion about the ratings was conducted, both supervisors appeared to be satisfied with the rating they had received. Six months ago business began to fall off and a reduction in force was put into effect. This week, after a number of other people were laid off or demoted, it became necessary to move either Harriet Green or Neil White from the position of a supervisor to that of a worker until sales picked up. Hubert wants to keep Neil on the supervisor job, but on the basis of the appraisals there is no difference between the two. In the past when...
Words: 344 - Pages: 2
...Career Development Plan Part III – Performance and Career Management Damesha N. Horace HRM/531 Human Capital Management June 21, 2010 Career Development Plan Part III- Performance and Career Management A training and mentoring program was implemented for the new InterClean sales force. Our next step is to develop a performance and career management program that continues to work in alignment with the company’s new strategic direction. Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management reminds us that training, strong commitment, and hard work alone is not enough to achieve desired results. InterCleans major contribution of performance management is its focus on achieving results – the sales team will be trained to engage directly with facilities managers, health care professionals, and operational executives in their customers' organizations (University of Phoenix, n.d). In addition to performance management, career management is a critical tool that will be applied to provide employees with a life long, self-monitored process of career planning that involves setting personal goals and formulating strategies for achieving them. The development of a performance and career management program will explain the employee feedback process, manager’s assistance with helping employee’s reach a higher level of performance, opportunities for advancement...
Words: 992 - Pages: 4
...Performance Appraisals: Motivating and Encouraging Employees Performance appraisals are a reality in organizations of every size. They offer an opportunity for managers and employees to take a “time-out” and discuss work matters that may otherwise get ignored. If done correctly they can have a profound effect on an employee’s satisfaction with the job and provoke them to contribute even more. Unfortunately most organizations do not put the time and effort in for the process to be effective (Bouskila-Yam & Kluger, 2011, p. 139). Below we look at one such organization that evaluates their employees but provides little feedback and virtually no one on one time to discuss results. Suggestions will be offered on possible ways to alter the current process so that employee performance is formally reviewed and discussed as it should be. This focused interaction between a manager and their direct report can be a powerful motivator and should not be underestimated (Karimi, Malik & Hussain, 2011, p. 247). Government contracting organizations work on some of the country’s most sensitive and unique missions, so it may be surprising to learn just how relaxed one such organization is when reviewing its employees. As a member of the Human Resources team at one of the top 5 Government Contracting (GC) companies I have the luxury of having direct line of sight to how and when reviews take place. I was disappointingly aware of the ineffectiveness and inefficiency of our current...
Words: 2298 - Pages: 10
...Green-Valley Megastores Green-Valley Megastores was a part of a large business group having investments in diverse businesses like pharmaceuticals, luxury hotels, textile manufacturing and exports, and food processing. The mega-stores were aimed to give the customers a truly international shopping experience—a one stop destination where entire families could enjoy a day together—watching movies, shopping, eating out and playing games in an unmatched ambience. This concept of shopping-cum-entertainment had paralleled the growth of shopping malls in India. Today, the customers who did not prefer to just watch movies at the old-fashioned movie halls had the option of going into multiplexes which offered more than one movie show at a single time, along with the option of spending time at multiple shops or restaurants at the same time within the same complex. This was designed so that the customer need not travel from place to place in search of different products – but could have it at one place. With this, the businesses tried to replicate the weekend holiday concept of the West where an entire family could spend a day out engaging itself in watching movies, shopping and eating out. To further this aim, Green-Valley Megastores had invested in multiplexes with floor space varying from 20,000 square feet to 40,000 square feet in prime locations in different cities. The shop-space was then leased out to different brands—who would sell their products within the multiplex. Thus...
Words: 2303 - Pages: 10
