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Performance Appraisal Effectiveness Analysis

HUMAN RESOURCE MANAGEMENT (H R M) Definition 1 Integration HRM is a series of integrated decisions that form the employment relationships; their quality contributes to the ability of the organizations and the employees to achieve their objectives. Definition 2 Influencing HRM is concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true, regardless of the type of the organization government, business, education, health, recreational, or social action. Definition 3 Applicability HRM planning, organizing, directing and controlling of the procurement, individual, development, organizational compensation, and social integration, are maintenance and separation of human resources to the end that objectives accomplished. MEANING OF HRM: HRM is management function that helps managers to recruit, select, train and develop members for an organization. Obviously HRM is concerned with the peoples dimensions in organizations.

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Performance Appraisal Effectiveness Analysis

HRM refers to set of programs, functions, and activities designed and carried out Core elements of HRM People: Organizations mean people. It is the people who staff and manage organizations. Management: HRM involves application of management functions and principles for acquisitioning, developing, maintaining and remunerating employees in organizations. Integration & Consistency: Decisions regarding

people must be integrated and consistent. Influence: Decisions must influence the effectiveness of organization resulting into betterment of services to customers in the form of high quality products supplied at reasonable cost. Applicability: HRM principles are applicable to business as well as non-business organizations too, such as education, health, recreation and the like. OBJECTIVES OF HRM: Societal Objectives: To be ethically and socially

responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization. Organizational Objectives: To recognize the role of HRM in bringing about organizational effectiveness. HRM is

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Performance Appraisal Effectiveness Analysis

only means to achieve to assist the organization with its primary objectives. Functional Objectives: To maintain departments

contribution and level of services at a level appropriate to the organizations needs. Personal Objectives: To assist employees in achieving their personal goals, at least in so far as these goals enhance the individuals contribution to the organization. This is necessary to maintain employee performance and satisfaction for the purpose of maintaining, retaining and motivating the employees in the organization. SCOPE OF HRM: From Entry to the Exit of an employee in the organization Scope of HRM can be described based on the following activities of HRM. Based on these activities we can summarize the scope of HRM into 7 different categories as mentioned below after the activities. Lets check out both of them. HRM Activities 1. HR Planning 2. Job Analysis 3. Job Design 4. Recruitment & Selection 5. Orientation & Placement

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Performance Appraisal Effectiveness Analysis

6. Training & Development 7. Performance Appraisals 8. Job Evaluation 9. Employee and Executive Remuneration 10. Motivation

11. Communication 12. Welfare 13. Safety & Health 14. Industrial Relations 7 Categories of Scope of HRM 1. Introduction to HRM 2. Employee Hiring 3. Employee and Executive Remuneration 4. Employee Motivation 5. Employee Maintenance 6. Industrial Relations 7. Prospects of HRM ROLE OF HRM 1. Advisory Role: HRM advises management on the solutions to any problems affecting people, personnel policies and procedures.

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Performance Appraisal Effectiveness Analysis

a.

Personnel

Policies:

Organization

Structure,

Social

Responsibility, Employment Terms & Conditions, Compensation, Career & Promotion, Training & Development and Industrial Relations. b. Personnel Procedures: Relating to manpower planning recruitment procedures, and selection procedures, and training procedures, management

procedures, employment

development procedures, performance appraisal procedures, compensation procedures, industrial relations procedures and health and safety procedures. 2. Functional Role: The personnel function interprets and helps to communicate personnel policies. It provides guidance to managers, which will ensure that agreed policies are implemented. 3. Service Role: Personnel function provides services that need to be carried out by full time specialists. These services constitute the main activities carried out by personnel departments and involve the implementation of the policies and procedures described above. Role of HR Managers (Today) Humanitarian Role: Reminding moral and ethical

obligations to employees Counselor: Consultations to employees about marital, health, mental, physical and career problems.

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Performance Appraisal Effectiveness Analysis

Mediator: Playing the role of a peacemaker during disputes, conflicts between individuals and groups and management. Spokesman: To represent of the company because he has better overall picture of his companys operations. Problem Solver: Solving problems of overall human resource planning. Change Agent: Introducing and implementing institutional changes programs Management of Manpower Resources: Broadly and installing organizational development management and long-term organizational

concerned with leadership both in the group and individual relationships and labor-management relations. Role of HR Managers (Future) Protection and enhancement of human and non-human resources Finding the best way of using people to accomplish organizational goals Improve organizational performance Integration of techniques of information technology with the human resources Utilizing behavioral scientists in the best way for his people

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Performance Appraisal Effectiveness Analysis

Meeting

challenges

of

increasing

organizational

effectiveness Managing diverse workforce FUNCTIONS OF HRM ALONG WITH OBJECTIVES HRM Objectives Social Objectives (3) Supporting Functions Legal Compliance Benefits Union Management Relations Organizational Objectives (7) Human Resource Planning Employee Relations Recruitment & Selection Training & Development Performance Appraisals Placement & Orientation Employee Assessment Functional Objectives (3) Performance Appraisals Placement & Orientation Employee Assessment Personal Objectives (5) Training & Development Performance Appraisals HRM

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Placement & Orientation Compensation Employee Assessment

Managerial Functions of HRM Planning: Plan and research about wage trends, labor market conditions, union demands and other personnel benefits. Forecasting manpower needs etc. Organizing: Organizing manpower and material resources by creating authorities and responsibilities for the achievement of organizational goals and objectives. Staffing: Recruitment & Selection Directing: Issuance of orders and instructions, providing guidance and motivation of employees to follow the path laid-down. Controlling: Regulating personnel activities and policies according to plans. Observations and comparisons of deviations Operational Functions of HRM Procurement: Planning, Recruitment and Selection, Induction and Placement Development: Training, Development, Career planning and counseling. Compensation: Wage and Salary determination and administration

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Performance Appraisal Effectiveness Analysis

Integration: Integration of human resources with organization. Maintenance: Sustaining and improving working conditions, retentions, employee communication Separations: Managing separations caused by resignations, terminations, lay offs, death, medical sickness etc.

History of Human Resource Management


For any organization, the employees are the biggest resources. That's pretty much how the term was coined. However, the practice has been in existence, seems some time before it was given a name. Lets see how this complex management form came into existence. They say that communication is the oldest existential phenomenon on earth. Well, if that's the case then human resource management would get the second place in the sibling hierarchy. In spite of being added as a subject in management courses fairly late, HRM has been a concept that was utilized ever since human beings

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Performance Appraisal Effectiveness Analysis

started following an organized way of life. So shall we start digging up the history of human resource management? Some of human resource management's vital principles were used in prehistoric times. Like, mechanisms being developed for selecting tribal leaders. Knowledge was recorded and passed on to the next generation about safety, health, hunting, and gathering. 1000 B.C to 2000 B.C saw the development of more advanced HR functions. The Chinese are known to be the first to use employee screening techniques, way back in 1115 B.C. And turns out it was not Donald Trump who started "the apprentice" system. They were the Greek and Babylonian civilizations, ages before the medieval times. HRM has seen a lot of nick naming in its age. Since it was recognized as a separate and important function, it has been called "personnel relations" then it evolved to "industrial relations", then "employee relations" and then, finally, to "human resources". I strongly believe that human resources are the most apt name for it. It, quintessentially, proves the importance of the human beings working in the organization. With the Industrial Revolution, came the conversion of the US economy from agriculture-based to industry-based. This led them to require an extremely wellorganized structure. Further, this led them to recruit a lot of people. More so, the industrial revolution brought in maddening amounts of immigration. Again, to create employment for all the immigrants, recruitment and management of the recruited individuals gained vitality. As such, there was a blaring need for Human Resource Management. Early human resource management, in general, followed a social welfare approach. It aimed at helping immigrants in the process of adjusting to their jobs and to an "American" life. The main aim behind these programs was to assist immigrants in learning English and acquiring housing and medical care. Also,

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these techniques used to promote supervisory training to ensure an increase in productivity. With the advent of "labor unions" in the 1790's, the power in the hands of the employees multiplied considerably and increased at a rapid pace by the 1800s and furthermore in the 1900s. This led to the HR department being more capable of politics and diplomacy. The two feats that were quintessential to the importance of HR were; the fact that it was the HR department that got the management and the labor unions to come on common grounds. They basically worked on getting the management to see things from the labor perspective and grant them medical and educational benefits. The other would be Frederick W. Taylor's (1856-1915) Scientific Management. This book had tremendous impact on attaining better productivity from low-level production workers. B.F. Goodrich Company was the pioneers in designing a corporate employee department to address the concerns of the employees in 1900. National Cash Register followed suit in 1902 by forming a separate department to handle employee grievances, record keeping, wage management and other employeerelated functions. Personnel Managers started seeing more sunshine since the Wagner's Act (aka National Labor Relations Act) in 1935. There was a shift in focus from workers efficiency to efficiency through work satisfaction, thanks to the Hawthorne studies around the 1930s to 1940s. Between the 1960s and 1970s, the HRM movement gained further momentum due to the passing of several acts like the Equal Pay Act of 1963, the Civil Rights Act of 1964, the Employee Retirement Income Security Act of 1974 (ERISA), and the Occupational Safety and Health Act of 1970. Now, the HR department was the apple of the corporates' eyes because, the corporates placed a lot of importance on human resource management to avoid plausible law suit.

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So by the end of the 1970s, HRM had taken over the world! Almost all big and medium scale industries had a department to manage their recruitment, employee relations, record-keeping, salaries and wages, etc. Towards the 1980s, the importance of HR continued to intumesce for several reasons like increase in skilled labor, training, regulation compliance, dismissal, etc. The HR managers were the ones who did the hiring and the firing. In today's date, HR has the same importance as the other departments, in some corporates, it has more. With the constant increase in education, technology and frequent fluctuations in economic status and structures, I believe, HR is the oldest, most mature and yet, the most efficient of all management styles.

PERFORMANCE APPRAISAL Definition 1: Systematic Evaluation It is a systematic evaluation of an individual with respect to performance on the job and individuals potential for development. Definition 2: Formal System, Reasons and Measures of future performance It is formal, structured system of measuring, evaluating job related behaviors and outcomes to discover reasons of performance and how to perform effectively in future so that employee, organization and society all benefits. Meaning of Performance Appraisals
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Performance Appraisals is the assessment of individuals performance in a systematic way. It is a developmental tool used for all round development of the employee and the organization. The performance is measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility and health. Assessment should be confined to past as well as potential performance also. The second definition is more focused on behaviors as a part of assessment because behaviors do affect job results. Performance Appraisals and Job Analysis Relationship Job Analysis Performance Standards Performance Appraisals the of job each

Describe the work and Translate job requirements Describe of a particular job. unacceptable performance weaknesses individual.

personnel requirement into levels of acceptable or relevant strengths and

Objectives of Performance Appraisals Use of Performance Appraisals 1. Promotions 2. Confirmations 3. Training and Development 4. Compensation reviews 5. Competency building 6. Improve communication 7. Evaluation of HR Programs
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8. Feedback & Grievances 4 Goals of Performance Appraisals General Goals Developmental Use Specific Goals Individual needs Performance feedback Transfers and Placements Strengths and Development needs Administrative Decisions / Uses Salary Promotion Retention / Termination Recognition Lay offs Poor Performers identification Organizational Maintenance HR Planning Training Needs Organizational Goal achievements Goal Identification HR Systems Evaluation Reinforcement needs Documentation Validation Research of organizational

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For HR Decisions Legal Requirements Performance Appraisal Process Objectives definition of appraisal Job expectations establishment Design an appraisal program Appraise the performance Performance Interviews Use data for appropriate purposes Identify opportunities variables Using social processes, physical processes, human and computer assistance Difference between Traditional and Modern (Systems) approach to Appraisals

Categories

Traditional Appraisals

Modern, Appraisals

Systems

Guiding Values

Individualistic, Control Systematic, oriented, Documentary Developmental, Problem solving

Leadership Styles Frequency Formalities

Directional, Evaluative Occasional High

Facilitative, Coaching Frequent Low


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Rewards

Individualistic

Grouped, Organizational

TECHNIQUES / METHODS OF PERFORMANCE APPRAISALS Numerous methods have been devised to measure the quantity and quality of performance appraisals. Each of the methods is effective for some purposes for some organizations only. None should be dismissed or accepted as appropriate except as they relate to the particular needs of the organization or an employee. Broadly all methods of appraisals can be divided into two different categories. Past Oriented Methods Future Oriented Methods

Past Oriented Methods 1. Rating Scales: Rating scales consists of several numerical scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived. Advantages Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required. Disadvantages Raters biases 2. Checklist: Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation. Advantages economy, ease of administration, limited training required, standardization.
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Disadvantages Raters biases, use of improper weighs by HR, does not allow rater to give relative ratings 3. Forced Choice Method: The series of statements arranged in the blocks of two or more are given and the rater indicates which statement is true or false. The rater is forced to make a choice. HR department does actual assessment. Advantages Absence of personal biases because of forced choice. Disadvantages Statements may be wrongly framed. 4. Forced Distribution Method: here employees are clustered around a high point on a rating scale. Rater is compelled to distribute the employees on all points on the scale. It is assumed that the performance is conformed to normal distribution. Advantages Eliminates Disadvantages Assumption of normal distribution, unrealistic, errors of central tendency. 5. Critical Incidents Method: The approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Advantages Evaluations are based on actual job behaviors, ratings are supported by descriptions, feedback is easy, reduces recency biases, chances of subordinate improvement are high. Disadvantages Negative incidents can be prioritized, forgetting incidents, overly close supervision; feedback may be too much and may appear to be punishment. 6. Behaviorally Anchored Rating Scales: statements of effective and ineffective behaviors determine the points. They are said to be behaviorally anchored. The rater is supposed to say, which behavior describes the employee performance. Advantages helps overcome

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Performance Appraisal Effectiveness Analysis

rating errors. Disadvantages Suffers from distortions inherent in most rating techniques. 7. Field Review Method: This is an appraisal done by someone outside employees own department usually from corporate or HR department. Advantages Useful for managerial level promotions, when comparable information is needed, Disadvantages Outsider is generally not familiar with employees work environment, Observation of actual behaviors not possible. 8. Performance Tests & Observations: This is based on the test of knowledge or skills. The tests may be written or an actual presentation of skills. Tests must be reliable and validated to be useful. Advantage Tests may be apt to measure potential more than actual performance. Disadvantages Tests may suffer if costs of test development or administration are high. 9. Confidential Records: Mostly used by government departments, however its application in industry is not ruled out. Here the report is given in the form of Annual Confidentiality Report (ACR) and may record ratings with respect to following items; attendance, self expression, team work, leadership, initiative, technical ability, reasoning ability, originality and resourcefulness etc. The system is highly secretive and confidential. Feedback to the assessee is given only in case of an adverse entry. Disadvantage is that it is highly subjective and ratings can be manipulated because the evaluations are linked to HR actions like promotions etc. 10. Essay Method: In this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promote ability of employee, existing

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Performance Appraisal Effectiveness Analysis

capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee. Advantage It is extremely useful in filing information gaps about the employees that often occur in a better-structured checklist. Disadvantages It its highly dependent upon the writing skills of rater and most of them are not good writers. They may get confused success depends on the memory power of raters. 11. Cost Accounting Method: Here performance is evaluated from the monetary returns yields to his or her organization. Cost to keep employee, and benefit the organization derives is ascertained. Hence it is more dependent upon cost and benefit analysis. 12. Comparative Evaluation Method (Ranking & Paired

Comparisons): These are collection of different methods that compare performance with that of other co-workers. The usual techniques used may be ranking methods and paired comparison method. Ranking Methods: Superior ranks his worker based on merit, from best to worst. However how best and why best are not elaborated in this method. It is easy to administer and explanation. Paired Comparison Methods: In this method each employee is rated with another employee in the form of pairs. The number of comparisons may be calculated with the help of a formula as under. N x (N-1) / 2

Future Oriented Methods

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Performance Appraisal Effectiveness Analysis

1. Management By Objectives: It means management by objectives and the performance is rated against the achievement of objectives stated by the management. MBO process goes as under. Establish goals and desired outcomes for each subordinate Setting performance standards Comparison of actual goals with goals attained by the employee Establish new goals and new strategies for goals not achieved in previous year. Advantage It is more useful for managerial positions. Disadvantages Not applicable to all jobs, allocation of merit pay may result in setting short-term goals rather than important and long-term goals etc. 2. Psychological Appraisals: These appraisals are more directed to assess employees potential for future performance rather than the past one. It is done in the form of in-depth interviews, psychological tests, and discussion with supervisors and review of other evaluations. It is more focused on employees emotional, intellectual, and motivational and other personal characteristics affecting his performance. This approach is slow and costly and may be useful for bright young members who may have considerable potential. However quality of these appraisals largely depend upon the skills of psychologists who perform the evaluation. 3. Assessment Centers: This technique was first developed in USA and UK in 1943. An assessment center is a central location where managers may come together to have their participation in job related exercises evaluated by trained observers. It is more focused on observation of behaviors across a series of select exercises or work samples. Assessees are requested to participate in in-basket
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exercises, work groups, computer simulations, role playing and other similar activities which require same attributes for successful performance in actual job. The characteristics assessed in assessment center can be assertiveness, persuasive ability, communicating ability, planning and organizational ability, self confidence, resistance to stress, energy level, decision making, sensitivity to feelings, administrative ability, creativity and mental alertness etc. Disadvantages Costs of employees traveling and lodging, psychologists, ratings strongly influenced by assessees inter-personal skills. Solid performers may feel suffocated in simulated situations. Those who are not selected for this also may get affected. Advantages well-conducted assessment center can achieve better forecasts of future performance and progress than other methods of appraisals. Also reliability, content validity and predictive ability are said to be high in assessment centers. The tests also make sure that the wrong people are not hired or promoted. Finally it clearly defines the criteria for selection and promotion. 4. 360-Degree Feedback: It is a technique which is systematic collection of performance data on an individual group, derived from a number of stakeholders like immediate supervisors, team members, customers, peers and self. In fact anyone who has useful information on how an employee does a job may be one of the appraisers. This technique is highly useful in terms of broader perspective, greater self-development and multi-source feedback is useful. 360-degree appraisals are useful to measure inter-personal skills, customer satisfaction and team building skills. However on the negative side, receiving feedback from multiple sources can be intimidating, threatening etc. Multiple raters may be less adept at providing balanced and objective feedback. Ethics of Performance Appraisals / Legally defensible Performance Appraisals

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Ethics of Procedures 1. Formal Standardized Performance Appraisal Systems 2. Uniform to all employees, no illegal differentiations based on cast, religion etc. 3. Standards formally communicated to all employees 4. Freedom to review performance appraisal results 5. Formal appeal process about ratings and judgments 6. Written instructions and training to raters 7. All personal decision makers should be aware of anti-discrimination laws. Ethics of Contents 1. Content based on job analysis 2. Traits based appraisals should be avoided 3. Objectively verifiable data should be used 4. Constraints on performance beyond control should be prevented 5. Specific job related dimensions to be used rather than single or global dimensions. 6. Dimensions must be assigned weight to reflect relative importance in performance score Ethics of Documentation of Results 1. A thoroughly written record of evidence leading to termination should be maintained 2. Written documentation of extreme ratings should be maintained
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3. Documentation should be consistent among the raters. Ethics of Raters 1. The raters should be trained in how to use an appraisal system 2. The rater must have opportunity to observe ratees first hand and review important ratee performance products. 3. Use of more than one rater is desirable to reduce biases.

Organizational Support Factors for Performance Appraisal Systems Performance appraisal serves many organizational objectives and goals. Besides encouraging high level of performance, the evaluation system is useful in identifying employees with potential, rewarding them equitably, and determining employee needs for development. All these activities are instrumental in achieving corporate plans and long-term growth, typical appraisal system in most organizations have been focused on short-term goals only. From the strategic management point of views, organizations can be grouped under 3 different categories as defenders, prospectors and analyzers. Defenders: They have narrow and stable product market domain. They dont need to make any adjustment in technology, structure or methods of operations etc. They devote entire attention on improving existing operations. Because of emphasis on skill building successful defenders use appraisals as means for identifying training needs. It is more behavior oriented. Prospectors: They continuously search for new products and opportunities. They experiment regularly to new and emerging trends. They more focus on skills

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Performance Appraisal Effectiveness Analysis

identification and acquisition of human resources from external sources prospectors often use appraisals for identifying staffing needs. The focus is on results. Analyzers: They operate in two type of product domain markets. One is stable and other is changing. They watch their competitors closely and rapidly adopt the ideas that are promising. They use cost effective technologies for stable products and matrix technologies for new products. Analyzers tend to emphasize on skills building and skills acquisitions and employ extensive training programs. Hence they use appraisal more for training and staffing purposes. However performance appraisal systems has strategic importance in three different ways. Feedback Mechanism: Performance evaluation is the central mechanism that not only provides feedback to individuals but also aids in the assessment of the progress of organization as a whole. Without appraisals managers of any firm can only guess as to whether or not employees are working towards realization of the organization goals. Consistency between strategy and job behavior: Performance appraisal not only is a means of knowing if the employee behavior is consistent with the overall strategies focus but also a way of bringing to the fore any negative consequence of the strategy behavior fit. Thus the performance appraisal system is an important mechanism to elicit feedback on the consistency of the strategy behavior link. Consistency between Values and Job Behavior link: Performance evaluation is a mechanism to reinforce values and culture of the organization. Another importance is to align appraisal with organizational culture.

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Thus the purpose of performance evaluation is to make sure that employees goals, employees behavior and feedback of information about performance are all linked to the corporate strategy.

Essentials of a Good Performance Appraisal System: 1. Standardized Performance Appraisal System 2. Uniformity of appraisals 3. Defined performance standards 4. Trained Raters 5. Use of relevant rating tools or methods 6. Should be based on job analysis 7. Use of objectively verifiable data 8. Avoid rating problems like halo effect, central tendency, leniency, severity etc. 9. Consistent Documentations maintained 10.No room for discrimination based on cast, creed, race, religion, region etc. Problems of Rating: 1. Leniency & Severity 2. Central Tendency 3. Halo Error 4. Rater Effect

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5. Primacy & Regency Effect 6. Perceptual Sets 7. Performance Dimensions Order 8. Spillover Effects 9. Status Effect

Summary of the Performance Analysis System


Setting performance standards, observing and providing feedback, and conducting appraisals enables the Team Leader to achieve the best results through managing employee performance. To begin the process, the Team Leader and the employee collaborates on the development of performance standards. The Team Leader then develops a performance plan that directs the employee's efforts toward achieving specific results, to support organizational growth as well as the employee's professional growth. Discussion of goals and objectives throughout the year provides a framework to ensure that employees achieve results through One on One and mutual feedback. At the end of the rating period, the Team Leader appraises the employee's performance against existing standards, and establishes new goals together for the next rating period. As the immediate supervisor, the Team Leader plays an important role; his closest interaction with the employee occurs at this level. There are four key elements in the appraisal system:
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1. Set objectives - Decide what the Team Leader wants from the employees and agree these objectives with them. 2. Manage performance - Give employees the tools, resources and training they need to perform well. 3. Carry out the appraisal - monitor and assess the employees' performance, discuss those assessments with them and agree on future objectives. 4. Provide rewards/remedies - Consider pay awards and/or promotion based on the appraisal and decide how to tackle poor performance.

Performance Standards
How does the Team Leader decide what's acceptable and what's

unacceptable performance? The answer to this question is the first step in establishing written standards. Performance expectations are the basis for appraising employee performance. Written performance standards let the Team Leader to compare the employee's performance with mutually understood expectations and minimize ambiguity in providing feedback. Having performance standards is not a new concept; standards exist whether or not they are discussed or put in writing. When the Team Leader observes an employee's performance, he usually makes a judgment about whether that performance is acceptable. Standards identify a baseline for measuring performance. From performance standards, the Team Leader can provide specific feedback describing the gap between expected and actual performance.

Guiding Principles
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Effective performance standards: Serve as an objective basis for communicating about performance. Enables the employee to differentiate between acceptable and unacceptable results. Increase job satisfaction because employees know when tasks are performed well. Inform new employees of your expectations about job performance.

Key Responsibility Areas (KRA)


The Team Leaders in association with the Project Manager write performance standards for each key area of responsibility on the employee's job description. The employee actively participates in its development. Standards are usually established when an assignment is made, and they are reviewed if the employee's job description is updated. The discussions of standards include the criteria for achieving satisfactory performance and the proof of performance (methods the Team Leader will use to gather information about work performance).

Characteristics of Performance Standards Standards describe the conditions that must exist before the performance can be rated satisfactory. A performance standard should: Be realistic, in other words, attainable by any qualified, competent, and

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fully trained person who has the authority and resources to achieve the desired result Describe the conditions that exist when performance meets expectations Be expressed in terms of quantity, quality, time, cost, effect, manner of performance, or method of doing Be measurable, with specified method(s) of gathering performance data and measuring performance against standards

Expressing Standards The terms for expressing performance standards are outlined below: Quantity: Specifies how much work must be completed within a certain period of time. Quality: Describes how well the work must be accomplished. Specifies accuracy, precision, appearance, or effectiveness. Timeliness: Answers the questions, by when? , How soon? , Or within what period? Effective Use of Resources: Used when performance can be assessed in terms of utilization of resources: money saved, waste reduced. Effects of Effort: Addresses the ultimate effect to be obtained; expands statements of effectiveness by using phrases such as: so that, in order to, or as shown by.
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Manner of Performance: Describes conditions in which an individual's personal behavior has an effect on performance, e.g., assists other employees in the work unit in accomplishing assignments. Method of Performing Assignments: Describes requirements; used when only the officially prescribed policy, procedure, or rule for accomplishing the work is acceptable.

Performance Measurements
Since one of the characteristics of a performance standard is that it can be measured, the Team Leader identifies how and where evidence about the employee's performance will be gathered. Specifying the performance measurements when the responsibility is assigned will help the employee keep track of his progress, as well as helping the Team Leader in the future performance discussions. There are many effective ways to monitor and verify performance, the most common of which are: Direct observation Specific work results (tangible evidence that can be reviewed without the employee being present) Reports and records, such as attendance, safety, inventory, financial
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records, etc. Commendations or constructive or critical comments received

about the employee's work.

Observation and Feedback (One on One)


Once performance objectives and standards are established, the Team Leader observes the employees' performance and provides feedback. The Team Leader has a responsibility to recognize and reinforce strong performance by an employee, and identify and encourage improvement where it is needed. The Team Leader provides informal feedback almost every day. By observing and providing detailed feedback, the Team Leader plays a critical role in the employee's continued success and motivation to meet performance expectations.

One On One Sessions


One on One is a method of strengthening communication between the Team

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Leader and the employee. It helps to shape performance and increase the likelihood that the employee's results will meet expectations. One on One sessions provide the Team Leader and the employee the opportunity to discuss her progress toward meeting mutually established standards and goals. A One on One session focuses on one or two aspects of performance, rather than the total review that takes place in a performance evaluation.

Guiding Principles
Effective One on One can: Strengthen communication between the Team Leader and the employee Help the employee attain performance objectives Increase employee motivation and commitment Maintain and increase the employee's self-esteem Provide support

Key Elements of One on One

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To make One on One sessions effective, the Team Leader keeps the following key elements of One on One in mind while conducting such a session: Observe the employee's work and solicit feedback from others. When performance is successful, take the time to understand why. Advise the employee ahead of time on issues to be discussed. Discuss alternative solutions. Agree on action to be taken. Schedule follow-up meeting(s) to measure results. 4sRecognize successes and improvements. Document key elements of One on One session.

Questions to Consider during One on One


To provide effective feedback the Team Leader must understand the elements of performance and analyze marginal performance. These questions are kept in mind: How is the employee expected to perform? Does the employee understand these expectations? If not, why not? Does the employee know what successful results look like? How does the Team Leader know? Does the employee know the performance is marginal? How does the

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Team Leader know? Are there obstacles beyond the employee's control? Can the Team Leader remove them? Has the employee ever performed this task satisfactorily? Is the employee willing and able to learn? Does satisfactory performance result in excessive work being assigned? Does unsatisfactory performance result in positive consequences such as an undesirable task being reassigned?

During the One on One Session


When the Team Leader conducts a One on One session to provide positive feedback to the employee, he keeps the following points in mind: Describe the positive performance result or work habit using specific details. Ask the employee's opinion of the same product or behavior. Ask the employee to identify elements that contributed to success (adequate time or resources, support from management or other employees, the employee's talent and interest in the project).

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Discuss ways in which the Team Leader and the employee can support continued positive results. Reinforce for the employee the value of the work and how it fits in with the goals of the work unit or department. Show your appreciation of the positive results and your confidence that the employee will continue to perform satisfactorily. If appropriate, document your discussion for the employee's file.

When the Team Leader conducts a One on One session to improve performance, he uses the following format: Describe the issue or problem, referring to specific behaviors. Involve the employee in the problem-solving process. Discuss causes of the problem. Identify and write down possible solutions. Decide on specific actions to be taken by each of the Team Leader. Agree on a follow-up date. Document key elements of the session.

Follow-Up Discussion
During a follow-up discussion, the following steps are followed: Review the previous discussion(s). Discuss insufficient improvement and ask for reasons why.
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Indicate consequence of continued lack of improvement. Agree on action to be taken and set a follow-up date, if appropriate. Convey confidence in the employee. Document the discussion.

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COMPANY PROFILE
Management Consulting Group is Bangalore based IT Solutions Company has focused on Consulting, implementation and continuous improvement using Business Process Management (BPM) and ITIL framework to lead towards ISO 20000 Certification.

What is BPM?

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The term Business Process Management (or BPM) refers to activities performed by businesses to optimize their business processes. A Business process is a collection of activities and tasks that produce something of value to the organization or its customers. The term Workflow refers to the movement of tasks or documents through the business process

BPM Definition

BPM is a set of tools and services that support human and application interaction with business processes. BPM suites automate manual processes by routing tasks through departments and applications. These routings are rule and action-based, and are defined in a set of formulas. Actions can be automatically triggered, without an underlying rule requiring additional information; therefore, the process can be continuous and manual processes can be avoided.

Organizations use BPM systems to improve the effectiveness of their core operations. BPM specifically coordinates interactions between systems, business processes, and human interaction. It automates the routing of activities and tasks to employees, taking away non-value adding activities, such as routine decisions, data, and form transfer etc., and instead, provides users with tailored lists of task. With todays tight integration of process definitions and underlying applications, changes in the definition can be deployed and communicated virtually immediately. Business Process Management Better service, Increase efficiency.

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The principles of BPM to address the major operational challenges of delivering better services with increased efficiency BPM methodology, best practices learnt in the industry have been adapted and extended for organization application In most organizations the majority of approval cycles are not well managed and are one of the major areas where improvements and operational efficiencies can be made Automating workflow tasks is considered as a strategic requirement because it enables managers to have control and visibility over implementation of their decisions Successful implementation brings reduced approval-cycle time and the ability to automate manual tasks Providing automated workflows throughout an organization as part of the office infrastructure and making it available to everyone is no longer an expensive or a complex process Enforce organizational policies and reduce internal process complexity BPM include internal administration processes, constituent relationship management, economic development, case management, disaster centers, help desk complaint and enquiries Management Consulting Group (MCG) unique is its customer driven innovation. Our focus is to provide IT related services, products that enhance managerial effectiveness. This drives services and inspires products that targeted to enhance both customer to and bottom line, across the most complex environments. Solutions are engineered and delivered by highly qualified and experienced

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technocrats. It is delivered through a full cycle support approach, which extends from Analysis, through Architecture design, Assessment and Deployment.

Aim of the Research To ascertain the effectiveness of Performance Appraisal methodology used by the Organisation Objectives of the study The following are the objectives of the study To develop my understanding of the subject.

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Performance Appraisal System implemented in various Organizations varies according to the need and suitability. Through my research, I have tried to study the kind of Appraisal used in the Organization and the various pros and cons of this type of system. To conduct a study on social behavior. Social behavior is a very unpredictable aspect of human life but social research is an attempt to acquire knowledge and to use the same for social development. To enhance the welfare of employees. The Appraisal system is conceived by the Management but mostly does not take into consideration the opinion of the employees. This can lead to adverse problems in the Organization. Therefore by this study I have attempted to put forth the opinion of the employee with respect to the acceptability of the Performance Appraisal System. To exercise social control and predict changes in behavior. The ultimate object of my research is to make it possible to predict the behavior of individuals by studying the factors that govern and guide them.

Research Design A research design is a type of blueprint prepared on various types of blueprints available for the collection, measurement and analysis of data. A research design calls for developing the most efficient plan of gathering the needed information. The design of a research study is based on the purpose of the study. A research design is the specification of methods and procedures for acquiring the information needed. It is the overall pattern or framework of the project that stipulates what information is to be collected from which source and by what
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procedures.

Sampling An integral component of a research design is the sampling plan. Specifically, it addresses three questions Whom to survey (The Sample Unit) How many to Survey (The Sample Size) & How to select them (The Sampling Procedure) Making a census study of the whole universe will be impossible on the account of limitations of time. Hence sampling becomes inevitable. A sample is only a portion of the total employee strength. According to Yule, a famous statistician, the object of sampling is to get maximum information about the parent population with minimum effort.

Methods of Sampling Probability Sampling is also known as random sampling or chance

sampling. Under this sampling design every individual in the organization has an equal chance, or probability, of being chosen as a sample. This implies that the section of sample items is independent of he persons making the study that is, the sampling operation is controlled objectively so that the items will be chosen strictly at random.

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Non Probability Sampling is also known as deliberate sampling,

purposeful and judgmental sampling. Non-Probability Sampling is that which does not provide every individual in the Organization with a known chance of being included in the sample.

Data collection method Collection of data is the first step in statistics. The data collection process follows the formulation for research design including the sample plan. The data can be secondary or primary. Collection of Primary Data during the course of the study or research can

be through observations or through direct communication with respondents on one form or another or through personal interviews. I have collected primary data by the means of a Questionnaire. The Questionnaire was formulated keeping in mind the objectives of the research study. Secondary data means data that is already available i.e., they refer to data,

which has already been collected and analyzed by someone else. When a secondary data is used, the researcher has to look into various sources from where he can obtain data. This includes information from various books, periodicals, magazines etc.

Research Methodology Adopted

Research Design Instrument

: :

Descriptive research Research Structured Questionnaire Sampling

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Plan i) Sample Method (Convenience Sampling) ii) Sample Size iii) Sample Unit : : 50 Employees who do not hold a Supervisory position : Non-Probability Sampling

Sampling Design Convenience Sampling, as the name implies, is based on the convenience of the researcher who is to select a sample. Respondents in the sample are included in it merely on account of their being available on the spot where the survey was in progress. Source of Data a. b. Primary Data Secondary Data : : Structured Questionnaire Journals, Booklets, Company Data, etc.

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DATA ANALYSIS

Male/Female ratio

Male / Female ratio within sample the selected

Male Female

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Data Male 24 Female 26

Analysis There is equality in terms of the ratio between males and females in Management Consulting Group This can also be ascertained from the fact that the same ratio is present among the total strength of 100+ employees in the company. The sample was carefully chosen to ensure that the study gave an equal opportunity to both the sections to voice their opinion and there gain a truer picture of the conclusions derived by the study. The balance of both the genders in the Organization also gives rise to a good work atmosphere and better understanding between the employees. This trend can also be witnessed in the supervisory ranks of Management Consulting Group. This helps to remove many barriers that may exist due to various reasons. The Management of Management Consulting Group strives to be an equal opportunity employer and therefore does not try to discriminate on the basis of gender

Years of Experience within the Organization

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20 18 16 14 12 10 8 6 4 2 0 1 2 3 4 5

Data 1) Less than a Year -5 14 4) Three Years 5 Analysis Most of the employees in the Organization are relatively new because a majority of them (i.e. 66%) have between one and two years of experience in the Organization. This is mainly due to the fact that the Organization is in a constant mode of growth and is therefore recruiting in a big way. The expansion plans are done keeping in mind the proposed growth in business in the near future. Another reason is the fact that finding new talent for the required skills is a tough task because market awareness about the career growth in this sector is very limited. Due to this, Management Consulting Group has inducted a lot of employees after providing them with training to ensure that their Human resource requirements are met. 1) Have you worked in any other Company prior to joining this
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2) One year 19

3) Two Years

5) Four + Years 7

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Organization?
35 30 25 20 15 10 5 0 1 2

Data 1) Yes: 32 Analysis Thirty-two employees (i.e. 64%) have some amount of prior work experience before joining Management Consulting Group. Most of them are diploma holders in animation and were not aware of the existence of such an industry. They came to know about the same only after seeing the advertisements of the company in the newspaper. This also means that even though most of them have worked prior to joining Management Consulting Group, they do not have any hands-on experience of the kind of work carried out by Management Consulting Group. This fact can also be interpreted as having no valid work experience at all prior to joining the Organization. 2) No: 18

2) Were you informed about the Performance Appraisal model, used in the

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Organization, during your induction?


28 27 26 25 24 23 22 21 1 2

Data 1) Yes: 27 Analysis Due to the fact that most of the employees have got no experience in this sector before, they did not ask about the Performance Appraisal model used in the Organization. The respondents that said that they were informed of the model during the interview were told so at the discretion of the interviewer. The company has however made it a point to inform the employee about the model before he signs the acceptance letter. This prevents any ambiguities and misunderstanding about what is expected of the employee before he joins the Organisation. 2) No: 23

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3) How do you find the Performance Appraisal Model in this Organization? (Mark all the relevant options)
40 35 30 25 20 15 10 5 0 1 2 3 4 5 6

Data 1) Simple 37 4) Subjective 33 Analysis From the above chart it can be inferred that, a majority of the sample respondents have found the Appraisal Model to be simple and efficient on one had but also subjective on the other hand. The Appraisal model has been thoroughly dealt with during the training so the employees know exactly what is expected of them. The HR department follows an open door policy which ensures that any queries regarding the policy can be clarified to the employees satisfaction. But the employees are of the opinion that the subjective nature of the Appraisal system is one of the main disadvantages. The fact remains that due to the kind of work carried out by Management Consulting Group, it becomes quite irrelevant to appraise on an objective basis. 2) Complicated 13 5) Efficient 32 3) Objective 17 6) Inefficient -18

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4) In your opinion, does the Performance Appraisal System give a proper assessment of your contribution to the Organization?
28 27 26 25 24 23 22 21 1 2

Data 1) Yes 27 2) No 23 Analysis About 54% of the respondents say that the Performance Appraisal System does give a true and fair view of their contribution to the Organization. This does include employees who think that their rating does not always turn up to be correct as per their opinion. The groups of respondents, who have replied in the negative, also include candidates who say that the appraisal does not turn out to be right most of the times but do show a fair view sometimes. Since the appraisal is done on a quarterly basis and most of the candidates have not gone through more than 2-3 rounds of appraisals, the data may not be entirely sufficient to reach any conclusions.

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5) How often does your Performance assessment match to your expectations?

25 20 15 10 5 0 1 2 3 4 5

Data 1) Never 2 4) Often 20 2) Rarely 8 5) Every time - 7 3) Sometimes 13

Analysis This question was purposely put into the questionnaire to validate the answers for the previous question. The breakup of the data clearly shows that 4% of the entire sample state that their appraisal have never shown a fair view of their performance. If this can be combined with those who are of the opinion that their appraisal rarely matches up to their expectations, this figure goes up to consist about 20% of the population. That shows that 80% are satisfied with the present system even though this includes satisfaction in varying degrees like
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the appraisal matches up to the respondents expectations sometimes, often or every time. This does show that the satisfaction level of the employees in this system is quite high and that there is a general feeling of likeability among the respondents.

6) According to you, how often should the Performance Review take place?

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18 16 14 12 10 8 6 4 2 0 1 2 3 4 5

Data 1) Once in a week 14 4) Every 6 months 3 Analysis Performance appraisal review is a constant process and lesser the frequency between the appraisals, the better. The majority want (i.e. 86% which includes the first 3 options only) the frequency of the appraisal to less than 3 months. The employees say that the longer the frequency between appraisals, the more the chances of the appraisal not matching up to their expectations because many performances get overlooked. If the appraisal is done on a more frequent basis, the employee has a chance to find out the gaps in his / her performance on a more regular basis which will help them to improve more on their performance and thereby eliminate waste. The appraisal does not necessarily have to be a formal one. Even informal performance appraisals done between formal appraisals but on a more frequent level will most certainly help and go a long way in improving performance. 7) What is your Satisfaction level with the current Appraisal System?
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2) Once a month 17 5) Once a year 4

3) Every 3 months 12

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30 25 No of People 20 15 10 5 0 1 2 3 Satisfaction Level 4 5

Data 1) Very Low 0 4) High 28 Analysis The satisfaction level of the Appraisal system is quite high as can be seen from the graph. This is a good sign as increased level of satisfaction is the main emphasis of any appraisal system. The curve tops at the rating of high and this includes about 56% of the population. The bell curve shows that 92% have rated the Appraisal system as average, high or very high. The high satisfaction level in the System could also be due to various reasons like monetary or nonmonetary incentives or growth parameters. The satisfaction level also brings to light the efficiency of the management in devising an acceptable Appraisal system. 2) Low 4 5) Very High 5 3) Average 13

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8) Which are the areas that should be improved upon?


30 25 20 15 10 5 0 1 2 3 4

Data 1) Standards 12 4) Appraiser 3 Analysis This question breaks up the different phases of the appraisal system and tries to come to derive a conclusion as to the areas of improvement in the process of evaluation. Fifty percent of the respondents say that there should be a change on the aspect of monetary incentives. This does not refer to an increase in the monetary incentives but a more reasonable properly reward increased and incentive structure that will efficient performance. The frequency of The present system is a 2) Monetary Incentives -25 3) Freq of Appraisal 23

appraisal is another aspect that needed review.

quarterly one and the general opinion is that informal appraisals should be held on a more regular basis. Standards of performance (i.e. benchmarks) should be improved according to 24% of the respondents. Only 6% have stated the there should be change in the appraiser, which is an inevitable sign of the operational efficiency of the system.

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9) How important do you think is Performance Appraisal to your Performance?


Productivity Analysis
25 20 15 10 5 0 1 2 3 4 5

Data 1) Not Important 0 4) Very Important 22 Analysis This question was put in to find out and analyze the importance of the Appraisal system to the productivity of the employee. The data clearly shows that the recognition of the employees performance does have a direct impact on his / her efficiency. A very majority of the respondents (i.e. 68% which includes ratings of very important or most important) affirm that their performance is directly influenced by recognitions of their performance by the appraisal system had no effect on their productivity. This points out to the fact that the Appraisal system goes a long way in determining the productivity of the employees in an Organization. Therefore it is very important for any Organization to devise their Performance Appraisal System carefully. 2) Less Important -2 5) Most Important 12 3) Important 14

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10) Do you think the One on One sessions are effective in ironing out problems in the work environment?
28 27 26 25 24 23 22 21 1 2

Data 1) Yes 23 2) No 27 Analysis One on one session is conducted by Management Consulting Group during the appraisal phase to tell the employee on an individual level as to the rating given to him / her. Each session lasts between 10-30 minutes. The team leader tries to justify his reasons on why he had given a particular rating to an employee. Sixty four percent of the employees responded by saying that the one on one sessions are not efficient in ironing out problems mainly because since they are done on a formal basis so most employees consider it just as a formality which the appraiser uses to impose the rating he has already given to an employee. The employee therefore does not expect the rating to change after a one on one session with the supervisor.

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11) Transparency Rating of the Performance Appraisal system


Transparency Rating
18 16 14 12 10 8 6 4 2 0 1 2 3 4 5 6

Data 1) 4 points 10 4) 7 points 8 Analysis This question is an attempt to analyze the perceived transparency of the rating among the employees of the Organization. A majority of the employees have given a transparency rating of 5. The perception of the employees is since the appraisal is done on a quarterly basis, the employee is not in a position to actually evaluate the basis of the rating he / she have received. This causes a lot of ambiguity in the ratings. This is the primary concern due which almost 70 % have given a rating of 6 and below. The respondents who have given a rating of 7 and above have mostly given this rating because they have got good ratings in the past and feel that there is not much required in terms of transparency as long as they get good ratings themselves. 2) 5 points -16 5) 8 points -5 3) 6 points 9 6) 9 points 2

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12) Do you feel comfortable discussing any difference of opinion about your Performance rating with your appraiser?
35 30 25 20 15 10 5 0 1 2

Data 1) Yes 21 2) No 29 Analysis The major reason for the decreased transparency rating might be due to the fact that 58 % of the respondents did not feel free to express their displeasure, if any, to the rating given to them. This can be due to decreased comfort levels with the appraiser. The appraisal system can only be efficient if it takes into consideration the employee s side of the appraisal. There might be various aspects that the appraiser might have accidentally overlooked or certain circumstances misinterpreted which can be more open and comfortable with the employer. clarified if the employee is

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13) Performance Appraisal Model Rating


Overall Rating
18 16 14 12 10 8 6 4 2 0 1 2 3 4 5

Data 1) 5 Points -2 4) 8 Points -16 Analysis The respondents were specifically told to rate the Appraisal system by setting aside any kind of human intervention present in it by just evaluating its inherent structure and not efficiency in its execution. This helps to ascertain whether there are any flaws in the Performance Appraisal system. About 80 % of the sample has given a rating of 7 points and above. This shows the system is generally acceptable to the employees and is a good sign for Management Consulting Group. The concern of the Organization should be to find out why the remaining 20 % are not very highly satisfied with the system and find out ways and means to increase their acceptability of the system.
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2) 6 Points -6 5) 9 Points -12

3) 7 Points -14

Performance Appraisal Effectiveness Analysis

Limitations The following are the limitations faced by me during the course of the study There is no concrete basis to prove the response given is a true measure of the opinion of all the employees as a whole. Convenient sampling was used as the mode of conducting the research. The questionnaire contained mostly multiple-choice questions; therefore many respondents may not have given a proper thought before answering the questions. The response of the respondents may not be accurate thinking that the management might misuse the data. Almost all of the questionnaires had the open-ended, question no. 11 left unanswered Sensitive company information cannot be displayed in the project report. Most respondents might be influenced by their peers in answering the questions. Due to the fact that most of the respondents were young, the questions might not have been answered with due sincerity.

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FINDINGS AND CONCL CONCLUSI USIONS

Findings and Conclusions The following are the suggestions and conclusions derived from this particular research study Objectivity: One manager's idea of self-starting ability can be quite different than another's idea. The question then arises as to how one objectively evaluates creativity? If greater amount of objectivity can be infused into the Appraisal system, it can help to bring more transparency. Effective Communication: One function of performance appraisals is to help employees develop so they can contribute more effectively. In order for the employees to develop and learn they need to know what they need to change, where (specifically) they have fallen short, and what they need to do. If a manager assigns a 1 (unsatisfactory) on a scale of 5, it does not convey much information to an employee. It just says the manager is dissatisfied with something. In order to make it meaningful and promote growth, far more information must be added to the appraisal process and the related information should be transparently shared with the employee. Fairness: Most employees resist being classified at the low end of the scale. Employees who are low rated are more likely to resist the evaluation of the superior and argue, claiming that personal bias was involved in the ratings. Managerial Efficiency: The implementation of a Performance Appraisal System rests on the shoulders of the manager and he must ensure that it is done properly. A good manager can make an average appraisal system work and vice-versa.

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QUESSTIONAIRE Dear Respondent, I would be grateful if you could spare some of your time to respond to the following questions. Your response will be treated as confidential and would only be used for the purpose of study.

Gender - Male

Female

Age

21-25

25-30

30-35

35+

Yrs of experience in this Organization Less than a Year 1 yr 2 yrs 3 yrs 4 yrs+

1) Have you worked in any other Company prior to joining this Organization? Yes No

2) Were you informed about the Performance Appraisal model, used in the Organization, during your induction? Yes No

3) How do you find the Performance Appraisal Model in this Organization? (Mark all the relevant options) Simple Complicated Objective

Subjective

Efficient

Inefficient

4) In your opinion, does the Performance Appraisal System give a proper assessment of your

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contribution to the organization? Yes No

5) How often does your Performance assessment match to your expectations? Never Often Rarely Every time Sometimes

6) According to you, how often should the Performance Review take place? Once a week Every 6 months Once a month Once a year Every 3 months

7) What is your Satisfaction level with the current Appraisal System? Very low High Low Very High Average

8) Which are the areas that should be improved upon? (Mark all the relevant options) Standards Frequency of Appraisal Monetary incentives Appraiser

9) How important do you think is Performance Appraisal to your Performance? Not Important Important Less Important Very Important

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Most Important

10) Do you think the One on One sessions are effective in ironing out problems in the work environment? Yes No

11) If you were given an opportunity to rate the transparency of the Appraisal System, what marks would you give? (On a scale of 1 to 10 with 1 being the lowest and 10 being the highest)

12) Do you feel comfortable discussing any difference of opinion about your Performance Rating with your appraiser? Yes No

13) How do you rate the Performance Appraisal System in your Organization? (On a scale of 1 to 10 with 1 being the lowest and 10 being the highest)

14) Any Suggestions

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