...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 an essential and invaluable tool in the managers arsenal to plan and control productivity. Managers should use appraisals for the proliferation and oversight of their subordinates. For example, appraisals can be used to determine promotions, commendations, and terminations, as well, they are permissible evidence Maximizing...
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...EMPLOYEES’ PERCEPTION OF THE PROBLEMS AND PRACTICES OF EMPLOYEE PERFORMANCE EVALUATION: a Case study of Awash International Bank (AIB) BY: ZELALEM BAYISA GURMESSA A project paper submitted to the school of graduate studies of AAU in partial fulfillment of the requirements for the degree of Masters of Business Administration [MBA] Advisor: Dr. TILAHUN TEKLU Assistant Professor of Management Department of Management August, 2007 Addis Ababa University School of Graduate Studies MBA Program Employees’ Perception of the Problems and Practices of Employee Performance Evaluation: A Case Study of Awash International Bank (AIB) BY ZELALEM BAYISA Approval Board Committee ________________________ Chairman, Graduate Studies __________________ Research Advisor __________________ Examiner __________________ Examiner ________ Signature _________ Signature _________ Signature ________ Signature Dr. Tilahun Tek lu Assistant Professor of Management Department of Business Management Faculty of Business and Economics Addis Ababa University Addis Ababa, Ethiopia C E R T I F I C A T E This is to certify that this project work, “Employees’ Perception of the Problems and Practices of Employee Performance Evaluation: A Case Study of Awash International Bank (AIB)”, undertaken by Zelalem Bayisa for the partial fulfillment of Master’s of Business Administration [MBA] at Addis Ababa University, is an original work and not submitted earlier for any degree either at this University or any...
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...Republic of the Philippines Polytechnic University of the Philippines Quezon City Campus Don Fabian Street, Commonwealth, Quezon City A Research Paper “The Implementation of Performance Appraisal System in Small Scale Businesses in Quezon City” In Partial fulfillment of the Requirements for the subject Fundamentals of Research Presented to: Prof. Diana Lee Tracy K. Chan By Grutas, Princess May T. Rivero, Jubelle A. Sta.Ana, Babylyn E BSBA HRDM 3-1N S.Y 2013-2014 CERTIFICATION This Undergraduate Research entitled “Implementation of Performance Appraisal in Small Scale Businesses in Quezon City” prepared and submitted by Princess May T. Grutas, Jubelle A. Rivero and Babylyn E. Sta. Ana, in fulfillment of the requirements for the course FUNDAMENTALS OF RESEARCH has been examined and recommended for approval. DIANA LEE TRACY K. CHAN, MEM Adviser APPROVAL SHEET Approval by the PANEL OF EXAMINERS on the ORAL EXAMINATION with a grade of . ROSALIE A. CORPUS, DEM Chairman ANALYN DIAZ, DEM ...
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...assessment. This difference could be due to bias, prejudice, or other subjective, extraneous influences. 2) _______ A) content validity B) a first-impression effect C) rating error D) the performance appraisal process 3) In 2009, employees were expected to earn average merit increases of what percent? 3) _______ A) 8.3% B) 2.9% C) 5.2% D) 1.3% 4) Management by objective is part of which type of performance appraisal system? 4) _______ A) behavioral observation scale B) behaviorally-anchored rating scale C) goal-oriented system D) trait system 5) This occurs when a rater generalizes good performance behavior in one aspect of the job to all aspects of the job. 5) _______ A) negative halo effect B) positive halo effect C) first-impression effect D) similar-to-me effect 6) Which comparison system requires the rater to place a specific number of employees into groups that represent the entire range of performances? 6) _______ A) the critical incident technique B) hierarchical C) paired comparison D) forced distribution 7) Among the various performance appraisal techniques, this appraisal system is the most defensible in court...
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...performance appraisals performance appraisals, performanceevaluation and assessment of jobskills, personality and behaviour - andtips for '360 degree feedback' and'360° appraisals' Performance appraisals are essential for the effective managementand evaluation of staff. Appraisals help develop individuals, improveorganizational performance, and feed into business planning. Formalperformance appraisals are generally conducted annually for all staff inthe organization. Each staff member is appraised by their linemanager. (Directors are appraised by the CEO, who is appraised by thechairman or company owners, depending on the size and structure of the organization). Annual performance appraisals enable managementand monitoring of standards, agreeing expectations and objectives,and delegation of responsibilities and tasks. Staff performanceappraisals also establish individual training needs and enableorganizational training needs analysis and planning. Performanceappraisals data feeds into organizational annual pay and gradingreviews, and coincides with the business planning for the next tradingyear. Performance appraisals generally review each individual'sperformance against objectives and standards for the trading year,agreed at the previous appraisal meeting. Performance appraisals arealso essential for career and succession planning. Performanceappraisals are important for staff motivation, attitude and behaviourdevelopment, communicating organizational aims, and fosteringpositive...
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...Report on “How I assess the training & development issues/needs of an Organization?” Prepared by : Supervised by & submitted to: Nazia Tazreen ID 2010010002014 Tazreen Rahman Md. Rasel Bhuyan ID 2011010004081 Course Teacher Abeda Awwal ID 2010110001061 Training & Development Kaniz Fatema ID 2010110001080 Mahajabin Begum ID 2010110001070 Program : MBA (THIS REPORT IS SUBMITTED FOR THE PARTIAL FULFILMENT OF THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION WITH A MAJOR IN HRM) 13 December 2011 Tazreen Rahman Course Teacher (Training & Development) Southeast University Dhaka Campus Subject: Submission of Report Dear Madam, With a pleasure, I would like to submit my internship report entitled “How I assess the training & development issues/needs of an Organization?” in connection of my practical experience in Bestway Group I have tried my level best to expose it’s “training & development issues/needs assessment” through collecting various significant information of Bestway Group. I hope you would kindly accept the report considering my unintentional mistakes in preparing of the report. Thanking You Sincerely Yours, ______________________ Nazia Tazreen & Group MBA Program Southeast University Dhaka Campus. |Content Name | |Page No. | |First Phase: Training & Development Process ...
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...evaluations to be completed for pay raises. This, in turn, may affect morale, productivity, and turn-over rates. The evaluation of employees’ job performance is an important personnel function and is critically important to the organization. Appraisals give the employees an opportunity to contemplate their performance at work. It is the time when employees look forward to a raise in the salary and a promotion. For the managers, appraisals are about reviewing the past performance of their employees and providing them with feedback along with some tips to improve. Performance appraisal is the means by which the work performance of employees is evaluated. Employee performance is assessed in terms of the quality and quantity of work he/she has put in. It is calculated in terms of the time and efforts contributed by the employees in achieving an assigned task. Reviews of employee performance taken within an organization are known as performance or employee appraisals. They aim at analyzing employee performance, identifying their potential and inabilities, in order to determine the employee training needs. They also aim at taking decisions about salary revisions and promotions of employees. Ideally, a performance appraisal should give way for an open communication between the employees and their manager or employer. It should provide the employees with the means to communicate their points of view about the organization structure and openly discuss the difficulties...
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...performance appraisal is a process—often combining both written and oral elements—whereby management evaluates and provides feedback on employee job performance, including steps to improve or redirect activities as needed. Documenting performance provides a basis for pay increases and promotions. Appraisals are also important to help staff members improve their performance and as an avenue by which they can be rewarded or recognized for a job well done.” There are many benefits to the employees as well as the business owner. Performance appraisals are used to improve a company’s productivity. It provides a launching point for a business to grow by setting goals for the company to accomplish. It also benefits the company by defining job responsibilities for management and employees. The employees can see benefits through direct communication, understanding of management roles, and understanding employee responsibilities. All of these goals can be accomplished through direct communication between employers and employees and leading to the betterment of all parties and ultimately a successful business. Through these systems we see several outcomes. Clear job descriptions, clear growth, effective management of staff, and staff input towards the company. Employees too will see several outcomes such as clear job descriptions, valued staff input, and they will know the strategies and goals to help them receive monitory incentives. The main goal of the appraisal system is...
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...Performance Appraisal and Succession Planning Benefits Benefits of a Performance Appraisal System • One-on-one discussion of issues • Opportunity to focus on work activities and goals • Provides employee recognition • Lets employee know the company is interested in their performance and development Optimal Results of Performance Appraisals • Measure performance • Establish job expectations • Nurture growth • Open communication • Increase motivation • Merit increase or bonus Pre-Appraisal Activities • Constantly ongoing • Monthly or weekly “catch up” meetings • Maintain running list of projects or achievements • Give employee a copy of appraisal before meeting Post-Appraisal Activities • Keep dialogue open • Set additional meeting for merit discussion • Document key points of appraisal meeting • Set expectations for next year Appraisal Feedback • Make feedback constructive • Do not “sugar-coat” the feedback • Feedback is an open discussion • Not a time to train/coach • Avoid feedback that can be considered personal • Ask correct questions Giving an Optimal Performance Appraisal • Take notes during appraisal • Understand different points of view • Encourage or offer help • Help with weaknesses • Set short, long-term and company goals Company Benefits • Skilled workforce • Increased productivity and loyalty • Decreased turnover • Interactive ideas Assessing Teams • Evaluated just as often as individuals • Interact, not observe teams •...
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...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 two employees had the same ratings, the person with the most seniority receives priority. Hubert must decide today what to do. Case 7 Questions 1. How have the inaccurate performance ratings created more problems? 2. 3. Comment on the case: do you think it is an exception or does this happen quite often? What...
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...JDT2 Human Resources Task 3 Performance Appraisal System “Presenter’s Notes” Western Governor’s University Grace H. Kwasman April 8, 2014 Introduction “The bottom line in leadership isn't how far we advance ourselves but how far we advance others.” John C. Maxwell Performance Appraisal Systems Performance appraisal is a process by which the job performance of an employee is evaluated. It is a part of employee’s professional development and consist of regular reviews of employee performance within organizations (Wikipedia.org). The performance appraisal is a quintessential part of the human resources management in any organization. Section A- Benefits Big and small, any organization must adopt an effective performance appraisal systems in order to keep their workforce productive, meet company objectives and at competitive edge in today’s market. When effectively used, performance appraisals the benefits to the employee, the manager and the company are invaluable: a. Alignment- It provides a forum to discuss clear understanding of the expectations and what actions are needed to achieve those job expectations for the employee. The manager/company gets the opportunity to connect team and individual objectives with the organizational strategic goals. b. Accountability- During the performance appraisal, the employee are able to gain a better understanding of their faults, strengths and are able to make plan for improvement as needed...
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...Six Factors That Distort Performance Appraisals Multiple psychological factors can sway evaluators to rate employees a certain way. Most companies use performance appraisals, also known as job evaluations, to determine whether employees are meeting expectations, and to get some clues about how the employee could improve for the benefit of the business. Even so, performance appraisals have a major flaw in that they are not completely objective. Six major factors cause distortions in performance appraisals. 1. Stereotyping * People usually can fall into at least one general category based on physical or behavioral traits, and performance evaluators sometimes let stereotypes associated with those categories sway their employee appraisals. For example, a boss might assume that because many Asians excel, an Asian worker who doesn't meet a performance objective simply isn't working hard enough, even if the worker tried his best. Similarity * Often, people tend to seek out and rate more positively those who are similar to themselves. This tendency to approve of similarity may cause evaluators to give better ratings to employees who exhibit the same interests, work methods, points of view or standards. A major problem with this cause of distortion is that it can stifle innovation in a company, as "different" people must struggle to rise in the ranks. Leniency * Leniency, sometimes referred to as inflation, is the tendency of evaluators to give employees higher...
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...actions. Performance appraisal is the ongoing process of evaluating and managing both the behavior and outcomes in the organization (Carrell, Elbert & Hatfield, 2008). It is not a process that happens once a year or every six months, but one that happens every day. Stripped to its essentials, performance appraisal always involves setting work standards, assessing the employees’ actual performance relative to those standards, and providing feedback to the employees with the aim of motivating him or her to eliminate performance deficiencies or to continue to perform above par (Dessler, 2011). Indeed, performance appraisals are widely used for administrating wages and salaries, giving performance feedback, and identifying individual employee strengths and weaknesses (Mathis & Jackson, 2011). Definition of Performance Appraisal P erformance appraisal is the process of evaluating the behavior of the employees in the work place (Maxwell, 1992). This process assumes that the employees are aware of their performance standards, and that the supervisor also provides the employees with the feedback, development, and incentives required to help the person eliminate performance deficiencies. Basically, performance appraisal is intended to engage, align, and coalesce individual and group effort to continually improve overall organizational mission accomplishment (Vance, 2006). According to Dessler (2012, p. 332), “Performance appraisal means evaluating an...
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...1.1 INTRODUCTION Appraisal of performance is widely used in society. Usually parents will assess children and top management will assess employees. The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management. However formal evaluation of employees is believed to have been adopted for the first time during the First World War at instance of Walter dill Scott, the US army adopted the ‘man to man’ rating system for evaluating military personnel. During 1920 to 1930 hourly paid workers in industrial units were evaluated on the basis of rating sources. This early appraisal system was called merit rating. In early fifties performance appraisal techniques began to be used for technical, professional, & managerial personnel. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee's recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgment of an employee's performance in a job based on considerations other than productivity alone. Performance appraisal is the process of determining...
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...“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...
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