Beruflich Dokumente
Kultur Dokumente
Submitted for the partial fulfillment of the degree of Masters of Business Administration
Supervised By
Madhulika Sinha
Submitted By
Surabhi Agarwal
Facilitator D.E.I
D.E.I Study Centre, Ellora Branch Dayalbagh Educational Institute (Deemed University) Dayalbagh Agra-282110
CONTENTS
Acknowledgement Human resource management Performance appraisal Need of the study Objectives of performance appraisal Standards and indicators of performance appraisal Approaches in performance appraisal Performance appraisal system Methods Process of performance appraisal Performance appraisal examples Cases a) Albon drinks b) Quest computers c) Call centers Problems in evaluating appraisal Guidelines for appraisal Conclusion Bibliography
IT IS NATURAL FOR A HUMAN BEING TO DEVELOP AND ACHIEVE HIS FULL POTENTIAL AS IT IS FOR A CORN TO GROW INTO A MAJESTIC OAK TREE
ACKNOWLEDGEMENT
I have had considerable help and support in making this project reality.
First and foremost, gratitude goes to Ms.Madhulika Sinha (Supervisor of HRM) who provided me all the guidance and support in realizing the dissertation.
I am especially indebted to Mrs. Avina Mathur (Mentor) who gave me an opportunity to prepare a project report on Performance appraisal.
Last but not the least I also convey my regards to my parents and friends, without their co-operation this project could not have been thought of.
SURABHI AGARWAL
PREFACE
In the fast changing world the success of an organization very much depends upon the quality, capacity and utility of men power. The human beings are the most important assets in an organization which represents heavy investment, hence their utilization require very careful handling as well as most efficient and proper managing (i.e.) planning, organizing, leadership and evaluation. The role of human resources or personnels is to keep the wheel that is the organization moving. Human being also put needed objects otherwise useless into productive use. Here the innovation power, skill and capacity of human resources are utilized.
In present scenario the importance of HRM is growing very fast in every organization, since there is a change in social climate, value & norms, the employees who join now are more educated, competent & informed. While they are great assets yet can become problem if the organization fails to manage, motivate & meet their aspiration.
As I have discussed above with the changing trends the idea of personnel management which was confined to recruitment, salary, administration & industrial relation has become the thing of past & is replaced with HRD which besides above involves placement, selection for promotions providing financial rewards or incentives & other actions as motivation & encouragement, but above all the human welfare in order to achieve, smooth harmonious comprehensive progress of organization.
In view of the recent changes due to Globalization and entrance of Multinationals in Indian Market, the business scenario has been changed drastically.
In order to understand the process of Performance Appraisal in real practice and to have practical experience.
Thats why this field has been selected for study by the student.
Performance appraisal should evaluate, audit, motivate, identify training needs, develop the individual and plan for future performance
Give employees feedback on performance. Identify employee training needs. Document criteria organizational rewards. used to allocate
Provide the opportunity for organizational diagnosis and development. Facilitate communication between employee and employer. Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.
Impersonal feedback
Noticeable feedback Relevance and responsiveness Commitment
Intuitive approach-In this approach, a supervisor or manager judges the employee based on their perception of the employee's behavior. Self-appraisal approach- Employees evaluate their own
performance using a common format. Group approach- The employee is evaluated by a group of persons. Trait approach -This is the conventional approach. The manager or supervisor evaluates the employee on the basis of observable dimensions of personality, such as integrity, honesty,
dependability, punctuality, etc. Appraisal based on achieved results- In this type of approach, appraisal is based on concrete, measurable, work achievements judged against fixed targets or goals set mutually by the subject and the assessor.
Accomplishments and Activity Working efficiently and Working effectively Work and Important work Working hard and Working smart
Source: Nickel, L. J. 1989. Research Management for Development: An Open Letter to a New Agricultural Research Director. San Jose, Costa Rica: ICCA.
SYMPTOMS
Ambiguity in roles and responsibilities of each job Job performance is difficult to quantify No clear statement of overall objectives of units or the organization Appraisal contains only numerical indices Disagreement on ratings Official review changes ratings Top management fails to reward managers who are excellent in staff assessment and development Appraisal forms not completed Managers com plain about time needed System seen as belonging to the designers, not the users Personnel/HR specialists take enforcer not adviser role system revised frequently
Marginal performers receive Appeals, grievances, promotions or salary increases accusations of bias, discrimination
POTENTIAL CURES
Job analysis and credible job description Outcomes of each job identified Overall goals set for units and the organization Train managers to make documented judgments Observable, behaviorally based criteria Performance documented over time rater training and practice Effective communication of performance expectations Top management actually uses performance appraisal itself Polices for performance appraisal consistently applied performance-contingent reward system operates Implement performance appraisal using the Performance Management (PM) model
Source: Craig, E. S., Beatty, R. E., and Baird, L. S. 1986. How to contract a successful performance appraisal system. Training and Development Journal, April: 38-42
METHODS
A common approach to assessing performance is to use a numerical or scalar rating system whereby managers are asked to score an individual against a number of objectives/attributes. In some companies, employees receive assessments from their manager, peers, subordinates, and customers, while also performing a self assessment .This is known as a 360-degree appraisal and forms good communication patterns.
The most popular methods used in the performance appraisal process include the following:
Management by objectives 360-degree appraisal Behavioral observation scale Behaviorally anchored rating scales
TRADITIONAL METHODS
Essay Appraisal Method
Paired comparison
Field Review
Checklist methods
Forced Distribution
3. Paired comparison
A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings.
5. Field review
In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors personal bias.
6. Checklist method
The rate is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees. Yes
1. Are supervisor's orders usually followed? 2. Does the individual approach customers promptly? 3. Does the individual suggest additional merchandise to customers? 4. Does the individual keep busy when not serving a customer? 5. Does the individual lose his or her temper in public? 6. Does the individual volunteer to help other employees?
No
8. Forced distribution
To eliminate the element of bias from the raters ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion.
MODERN METHODS
Assessment centers
Management by objectives
360-degree appraisal
1. Assessment centers
An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics. The major competencies that are judged in assessment centers are interpersonal skills, intellectual capability, planning and organizing capabilities, motivation, career orientation etc. assessment centers are also an effective way to determine the training and development needs of the targeted employees.
2. Management by objectives
Management by Objectives (MBO) is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they need to do in the organization. The term "management by objectives" was first popularized by Peter Drucker in his 1954 book 'The Practice of Management'. The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employees actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities. Some of the important features and advantages of MBO are: 1. Motivation Involving employees in the whole process of goal setting and increasing employee empowerment. This increases employee job satisfaction and commitment. 2. Better communication and Coordination Frequent reviews and an interaction between superiors and subordinates helps to maintain harmonious relationships within the organization and also to solve many problems. 3. Clarity of goals 4. Subordinates tend to have a higher commitment to objectives they set for themselves than those imposed on them by another person. 5. Managers can ensure that objectives of the subordinates are linked to the organization's objectives.
3. 360-degree appraisal
In the formatted from of 360-degree performance appraisals, the performance of an employee will be assessed based on ideas of many other different people, for example customers, suppliers, peers and direct reports. If the assessed is a manager, his/her staff will be often asked for feedback on how that manager is doing his task. In case of using 360-degree performance appraisal, it is vital that the process be implemented by the manager of Human Resources Department so that the subordinate reviewers (or staff) are made sure that all their assessments on performance are kept anonymous.
The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them
In this method, an employees actual job behavior is judged against the desired behavior by recording and comparing the behavior with BARS. Developing and practicing BARS requires expert knowledge.
Comparing the Actual with the Desired Performance The actual performance is compared with the desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set. The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance. It includes recalling, evaluating and analysis of data related to the employees performance.
Discussing Results
the result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus. The feedback should be given with a positive attitude as this can have an effect on the employees future performance. The purpose of the meeting should be to solve the problems faced and motivate the employees to perform better.
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A RESEARCH REPORT
Recent research undertaken by the CIPD provides a snapshot of a number of features of performance management. Clearly one of the most important aspects of enhancing performance is performance appraisal, which is a critical element of performance management and a key feature of organizational life. As Bach (2005: 289) notes, performance appraisals have become far more than just an annual ritual and are viewed as a key lever to enhance organizational performance. Performance appraisal is defined by Heery and Noon (2001: 7) as, the process of evaluating the performance and assessing
Source: This material is taken from Managing Performance: Performance Management in Action by Armstrong, M. and Baron, A., 2nd edition (2005), with the permission of the publisher, the Chartered Institute of Personnel and Development, London.
decided to save valuable time and money, and circulated copies of the training material in November to all appraising managers, along with copies of the relevant paperwork, with the instruction that all employees were to have received an appraisal by the end of December, by which date all documentation was to have been returned to the HR department. These guys are experienced managers, said the HR Director, so they shouldnt need any training in how to conduct an appraisal, should they? The problems begin The first murmurings of dissent started almost immediately when some of the Head Office managers raised questions over who they were supposed to be appraising. Certain departments had a shared resource pool of secretaries and administrative staff, and it had never been made clear who reported to whom, so there was confusion over who exactly was the appraising manager for some employees. In a few departments it was evident that managers and supervisors were using the lack of clarity as a way to evade responsibility for undertaking appraisals. It wasnt too long after this that managers raised their concern over the terminology in the key competencies section of the appraisal documentation, particularly one area that required them to assess the Innovation and Creativity of their subordinates. One manager commented, I pay my staff to come to work and make sure that the books balance at the end of the month. Whether or not they are innovative or creative has got nothing to do with the job. Issues took a further negative turn when representatives from both Trade Union groups (i.e. both the Head Office Trade Union and the one representing factory-based staff) requested to see the HR Manager. The TU official representing the factory staff made his view perfectly clear by stating, You might think that you can force something like this on the guys in the Head Office, but theres no way that my members in the factory will agree to have such a shoddy process imposed on them. Ill be instructing them to refuse to co-operate if you introduce something like this without consulting with the shop stewards. The HR Manager raised his concerns with his boss the HR Director, who suggested that they let events take their course, as he was certain that at least in the Head Office the majority of managers would comply with the requirement to have all appraisals completed by the end of the year. The New Year The HR Manager left it until after the Christmas and New Year break before he counted the returned appraisal paperwork. Less than 45% had been returned. Early in the New Year the HR Director and HR Manager sat down to review events. Where did we go wrong and how could we have managed this better? was his question. How do you believe the HR Manager should have responded?
SOURCE: - Graham Salisbury www.hrcasestudies.blogspot.com September 2009
not play that kind of a role, as they are supposed to try to bring the team together, but all anyone saw Anderson doing was creating divisiveness. Instead of working together to fine-tune a coherent growth strategy, Quest's senior executive team became disjointed and increasingly detached from the rest of the company. Their inability to lead soon had an effect on the morale of almost every employee within the company. Two of Anderson's initiatives drove home the point of an executive team that was out of touch with its workers. The first initiative was the building of a multimillion-dollar on-campus cafeteria that included reserved underground parking for senior executives. Prior to that, executives shared parking space with the rest of the company's employees. The second initiative was the increased security on the eighth floor of the corporate building. Here the executives and several key managers had their offices; even though every other executive objected to the idea by arguing that it created a hierarchical environment not conducive to a free exchange of ideas with subordinates. Anderson was at the center of almost every bit of chaos that existed within the company. Clarke denied that Anderson had undue influence. Every executive has the same access to me, Clarke said. He continued, I have always had an across-the-board relationship with everybody. I always maintained a high degree of equality. There was no favoritism. Clarke also maintains that Anderson had very good relations with just about everybody. Anyone who says otherwise, Clarke added, must have an ax to grind. Many former executives said they were reluctant to complain to Clarke about Anderson because Clarke took personal offense, as if he were being criticized, and because they feared winding up on Anderson's list. The erosion of the executive team came at a very bad time. Its main competitor was starting to grab big chunks of PC market share by proving the viability of the direct-sales model. When Clarke replaced the former CEO in 1992, his aggressive price-cutting initiatives reversed Quest's direction and led the company to the top of the PC market. But now, Clarke was much less decisive. As one former executive noted, He was paralyzed by the speed with which the market was changing, and he couldn't make the difficult decisions. Clarke failed to see the opportunity of the web. Its main rival was now selling over $2 million worth of products per day over the Web. In 1998, its rival surpassed Quest in desktop PC sales to U.S. businesses for the first time. The high turnover in the sales divisions led to instability that caused several high-profile corporate accounts to take their business elsewhere. As people left, the performance of the company started to degrade. Quest attempted to construct its own build-to-order strategy by purchasing a rival company. This failed as it had no vision to guide its direction. Finally, things came to a head. Quest could not significantly reduce distribution and manufacturing costs or boost PC revenues. Huge oversupplies of inventory adversely affected Quest. While its main competitors grew at about 55 percent from the first quarter of last year to the first quarter of this year, Quest's business fell by 11 percent over the same period. By the end of this year's first quarter, Quest's stock lost almost half its value, and the company's first-quarter earnings fell far short of analysts' estimates.
Then came the kicker, the forced resignations of both Clarke and Anderson. The new CEO, Paula White, now has the massive job of turning a lot of infighting rank and file into a cohesive organization. The leadership structure was severely damaged due to the large number of people leaving Quest. Although a large number of replacements were found, it is extremely hard to replace the collective experience of that many people leaving in such a short time. To help rebuild the leadership structure, Paula White has charged the interim human resource vice president, Samuel Wines, with rebuilding the leadership structure. Samuel created a special leadership task force team by hiring several new human resource specialists. You were brought on as a training analyst to be a part of that team.
Discussion - Competencies
The team's first decision is a long-term strategy of implementing a competency based performance appraisal system. 1. What are competencies and how are they related to performance? 2. How do Skills, Knowledge, and Attitudes (SKA) fit into competencies?
Measurement You establish performance measures (e.g.: sales turnover) You establish measurable behavioral goals that will improve performance (e.g.: making 30 prospective phone calls a day) You measure current behaviors (e.g.: logging actual phone calls) Appraisal You compare the current behaviors with the behavioral goals and identify the main differences (e.g.: on average, 20 phone calls are actually being made, giving a shortfall of 10 phone calls). Action For each difference, you plan how to bring actual behaviors in line with the goals, in order to improve the performance (e.g.: introduce a revised telephone script that qualifies the prospect more quickly, shortening each phone call and enabling more calls to be made in the time available) You implement the plan (e.g.: issue the revised script to all telesales people, perhaps with some training to support its use) Monitoring Check that the new plans are being followed (eg: review a sample of phone call recordings to determine whether the new script is being used and check that it is 'workable'). At an appropriate time, you return to the appraisal stage to assess the impact of the changes on the behavioral and performance measures (e.g.: review the average number of calls made per day and sales achieved).
How would you rate the coaching effectiveness of Chicago Cubs baseball manager Dusty Baker? If you evaluate him based on his team's 2003 win-loss record, or getting the Cubs into the post-season playoff for the first time in years, you might come to one conclusion. However, if you evaluate him based on the fact that the team did not advance to the 2003 World Series after leading the Florida Marlins baseball team 3-1 in the best of seven games series, your conclusion may differ. This is an example of how one particular factor may distort an appraisal.
Conventionally, the number of contributions accepted for publication in refereed professional journals has been a useful measure for evaluating the performance of scientists. This is perhaps an appropriate measure for those who are engaged in basic research. However, publication numbers do not adequately measure performance of those engaged in adaptive and applied research, which are aimed at meeting practical and critical needs of users.
Assessment problems
It is difficult to observe behavior and interpret it in terms of its causes, effects and desirability. Rating behavior on an appraisal form is quite difficult. The human element plays a significant role in the appraisal process and introduces subjectivity and bias. This can be minimized by: documenting performance from time to time; basing criteria for evaluation on observable behavior; training the supervisors; and effectively communicating the expectations which management has of staff.
Policy problems
The results of the appraisal system should be followed up through a set of well designed and enforced policies, and translated into rewards and punishments. Performance of researchers is sometimes difficult to assess. A research manager has to balance between researchers' creativity and organizational goals. Researchers do not like others passing judgment on qualitative or quantitative aspects of their work, yet the need for an effective performance planning and appraisal system in a research organization is well accepted.
The HOD should evaluate the training given by the immediate Assistant Manager & in case
if he does not agree on any rating, he must discuss with the persons who has given the rating & also put his comments for disagreement after discussing with the employees along with the officer, who has done internal appraisal.
The rating should be done only for his present position & for the period for which appraisal
is being done.
The period of appraisal in this case will be one year. The evaluation should be based on objective assessment of factor 7 over emphasis on any
resent incident or misbehavior should be avoided.
Avoid personal prejudice/biasness. Base your training on entire period & not on isolated incidences. Every individual has some weak & strong points, highlight both objectively. Avoid halo effect i.e. do not allow the tendency to influence assessment of one trait another,
treat each trait separately & independently uninfluenced by the rating you give to other factors.
Avoid saving up praise or criticism for the next appraisal, try to deal with issues as they arise. Before working your rating, read & understand each trait/factor & read the comments given
in front of the first five factors & consider the employee performance on the basis of your own observation & data maintained by you.
The ideal way would be of maintaining a data book for each individual in which records of
all past & present incidents, good work etc is recorded for the period of appraisal. The rating should be based on facts & figure thus compiled.
After the rating of the immediate assistant manager & the comments of HOD have been
completed, the concerned employee must be discusses at length (appraisal interview/feedback) about the rating & should be informed about his strength & short coming.
Avoid feeling of anxiety & defensiveness, do not use complete rating as a mutual but do it
properly in a real way keeping in view the objectives stated above
An informal process of continuous review should be used to give your staff feedback on their
performance & prospects at the same time this encourages then to practice self appraisal, this appraisal will help you to judge your staff impartially without damaging team relationship.
CONCLUSION
People differ in their abilities and their aptitudes. There is always some difference between the quality and quantity of the same work on the same job being done by two different people. Performance appraisals of Employees are necessary to understand each employees abilities, competencies and relative merit and worth for the organization. Performance appraisal rates the employees in terms of their performance. The most difficult part of the performance appraisal process is to accurately and objectively measure the employee performance. Measuring the performance covers the evaluation of the main tasks completed and the accomplishments of the employee in a given time period in comparison with the goals set at the beginning of the period. Measuring also encompasses the quality of the accomplishments, the compliance with the desired standards, the costs involved and the time taken is the in achieving basis of the results.
Measuring
employee
performance
the Performance
appraisal processes and performance management. Accurate and efficient performance measurement not only forms the basis of an accurate performance review but also gives way to judging and measuring employee potential. Measuring the performance of the employees based only on one or some factors can provide with inaccurate results and leave a bad impression on the employees as well as the organization. For example: By measuring only the activities in employees performance, an organization might rate most of its employees as outstanding, even when the organization as a whole might have failed to meet its goals and objectives. So it is the important function of an HR Manager.
BIBLIOGRAPHY
Ashwathappa K, Human Resource Management, Tata Mc Graw Hill, New Delhi, Fifth edition, 2009. Dr. Sanjeev Bhatnagar, Personnel management, 2009 www.humanresources.about.com www.hremguide.com- HRM related articles, features and link www.hr-topics.com- Human resources news and releases www.questia.com/library- Job evaluation- Appraising employee performance