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Performance

10
Chapter
Management
Objectives
After reading this chapter, you should be able to:

1. Identify the major determinants of 6. Discuss the advantages and


individual performance. disadvantages of the different sources
2. Discuss the three general purposes of of performance information.
performance management. 7. Choose the most effective source(s) for
3. Identify the five criteria for effective performance information for any
performance management. situation.
4. Discuss the four approaches to 8. Distinguish types of rating errors and
performance, the specific techniques explain how to minimize each in a
used in each approach, and the way performance evaluation.
these approaches compare with the 9. Identify characteristics of a
criteria for effective performance performance measurement system that
management systems. follows legal guidelines.
5. Choose the most effective performance 10. Conduct an effective performance
measurement approach for a given feedback session.
situation. Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
8-2
An Organizational Model of Performance
Management

Organizational
Strategy
Long & Short
term goals
and values

Individual
Individual
Attributes Individual Objective
Attributes
(skills,abilities) Behaviors Results
(skills,abilities)

Situational
Situational
Constraints
Constraints
--Culture
Culture
--Economic
Economic
conditions
conditions
8-3
Purposes of Performance
Management
The purposes are:
 Strategic
 Administrative

 Developmental
8-4
Performance Appraisal
Developmental Administrative
PURPOSE:
PURPOSE: Improve Performance Information for:
pay increases
promotions
terminations
BASISFOR
BASIS FOR
COMPARISON::
COMPARISON Absolute Standard Relative Standard

APPRAISAL
APPRAISAL Results - Oriented Rating Scale
TECHNIQUE::
TECHNIQUE BARS
ROLEOF
ROLE OF
MANAGER::
MANAGER Counselor Judge
8-5
Performance Measures Criteria

•Strategic Congruence
•Validity
•Reliability
•Acceptability
•Specificity
8-6
Job Performance Measure:
Contamination, Validity and Deficiency

Job Actual Job


Performance
Performance
Measure

Contamination Validity Deficiency


8-7
Acceptability

Affected by Three Categories of Perceived


Fairness

Procedural Interpersonal Outcome


8-8
Performance Measurement
Approaches
 Comparative
Comparative

 ranking
ranking
 forced distribution
 forced distribution
 paired comparison
 paired comparison
 Attribute
Attribute

 graphicrating
graphic ratingscales
scales
 mixed standard scales
 mixed standard scales
 Behavioral
Behavioral

 criticalincidents
critical incidents
 BARS
 BARS
 assessment centers
 assessment centers
 Results
Results

 MBO
MBO
 TheQuality
The QualityApproach
Approach
TM 8-6
Task-BARS Rating Dimension: Patrol Officer
TM 8-7
An Example of a Behavioral Observation Scale (BOS) for
Evaluation Job Performance
8-9
Comparison of Approaches to
Performance Measurement
Strategic Reliability
Validity Acceptability Specificity
Congruence

Comparativ
e

Attribute

Behavioral

Results

TQM
8-10
Comparison of Approaches to
Performance Measurement
Strategic
Approach Congruence Validity Reliability Acceptability Specificity

Comparative poor Modest Modest high very low

Attribute low low low high very low

Behavioral good high high moderate very high

Results very high high high high high

TQM very high high high high high


8-11
WHO: Source for Performance
Measures

Supervisors
Supervisors

Peers
Peers

Subordinates
Subordinates

Self
Self

Customers
Customers
8-12
Errors in Performance
Measurement

Rater Errors

 Similar to me
 Contrast

 Distributional errors
8-13
Reducing Rater Error

Two Approaches:
•Rater Error Training
•Rater Accuracy Training
8-14
Improving Performance
Feedback

Givefeedback
 Give feedbackfrequently
frequently
Createthe
 Create theright
rightcontext
contextfor
forthe
thediscussion
discussion
Haveemployee
 Have employeedo
doself-evaluation
self-evaluationbefore
beforesession
session
Encourageparticipation
 Encourage participationduring
duringsession
session
Praiseeffective
 Praise effectiveperformance
performance
Focuson
 Focus onsolving
solvingproblems
problems
Focusfeedback
 Focus feedbackon
onbehavior
behavioror
orresults
results
Minimizecriticism
 Minimize criticism
Setspecific
 Set specificgoals
goalsand
andaadate
dateto
toreview
reviewprogress
progress
8-15
Managing the Performance of
Marginal Employees
 Solid Performers
 high ability and motivation
 managers should provide development opportunities
 Misdirected Effort
 lack of ability but high motivation
 managers should provide skill development activities such as training
 Underutilizers
 high ability but lack motivation
 managers need to consider actions that focus on interpersonal problems
or incentives
 Deadwood
 low ability and motivation
 managerial action, outplacement, demotion, firing .
8-16
Legal Requirements of
Performance Management Systems

Conduct aa valid
Conduct valid job
job analysis
analysis related
related to
to
performance
performance
Base system
Base system on
on specific
specific behaviors
behaviors or
orresults
results
Train raters
Train raters to
to use
use system
system correctly
correctly
Review performance
Review performance ratings
ratings and
and allow
allow for
for
employee appeal
employee appeal
Provide guidance
Provide guidance // support
support for
for poor
poor
performers
performers
Use multiple
Use multiple raters
raters
What causes problems at work?
 Poor coordination of work activities
 Inadequate information or instructions

 Low-quality materials

 Lack of necessary resources

 Poor supervision

 Poor interpersonal communication

 Inadequate training

 Insufficient time to produce

 Poor work environment (cold, noisy)


Identify and Correct
Ability Problems
 Has the worker ever been able to perform
adequately?

 Can others perform the job adequately, but not this


worker?

Train Transfer
Redesign job Terminate
Identify and Correct
Effort Problems

 Is the worker’s performance level declining?

 Is performance lower on all tasks?

•Clarify linkage between performance and


rewards
•Recognize and reward good performance
Identify and Correct
Situational Problems
Do performance problems exist in all workers,
even those with proper supplies / equipment?
•Streamline work process
•Clarify needs to suppliers
•Change suppliers
•Eliminate conflicting signals or
demands
•Provide adequate tools
Performance Counseling:

HOW TO HANDLE IT?


360 Degree Feedback:
The combination of peer, subordinate,
360 degree and self-review
feedback
360 degree Process
 Sanctioned from the top
 Involve employees / managers in developing
appraisal criteria / process
 Train employees how to give feedback
 Inform employees of the process
 Pilot test in part of organization
 Reinforce goals of 360° appraisal
 Revise process when necessary
360 DEGREE FEEDBACK SYSTEM

Syndicate -9

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.


Top ten reasons for ineffective managerial
appraisals
Evolution of 360 Degree
Feedback

In the 1970s and 1980s, organizational surveys focused more on satisfaction with
immediate leadership. Normally the surveys explored employee satisfaction with the
organization on several different dimensions including policies, procedures, work
environment, pay and benefits.

As , the multi-source appraisal process is closely related to the employee


satisfaction survey. Thus the natural next step multi-source feedback and thus led
to the evolution and development of 360° feedback systems by organizations.
INTRODUCTION TO 360 DEGREE FEDBACK
SYSTEM

360-degree feedback involves gathering feedback from


sources "all around" an individual, typically his/her line
manager, peers and subordinates, and comparing it with
his/her own perception of performance.

The concept of 360-degree feedback makes a lot of sense


and, if used well, should have a great deal to offer. It seems
to suit the move towards the less hierarchical, more flexibly-
structured and knowledge-based organizations of the future.
(Professor Clive Fletcher, Goldsmiths College, University of London)
A 360 degree feedback tool is used to measure various levels of
performance.

The 360 Degree Feedback (multi rate feedback) is also used for
management training, performance appraisal, professional development
and leadership development. 

360-degree feedback is also known as multi-rater, multi-source and multi-


level feedback, and 360-degree appraisal.

It is often confused with upward feedback, however the two approaches


are absolutely different.

Upward feedback involves gathering feedback from only one source - the
individual's subordinates.

360-degree feedback is an extension of upward feedback, including a


variety of sources to produce a more rounded picture.
WHAT IS 360 FEEDBACK ?

•360 Degree Feedback is a method of assessment of individuals (such as employees). The


name "360 degree feedback" reflects the many directions that information is provided
from using this style of evaluation.

•You can think of the person being assessed as being in the middle of a circle,
•The peers respond to the survey from 90 degrees,
•Direct customer feedback and productivity reports from 180 degrees,
•Internal customers from 270 degrees,and
•Supervisors from 360 degrees,

Thus,providing a balanced evaluation.


UPWARD/DOWNWARD FEEDBACK:

Manager

Subordinates
360-DEGREE FEEDBACK:
RATERS IN 360 DEGREE
FEEDBACK

The distinct sources of feedback used to evaluate an individual's performance are:

1. This category includes the boss, peers, subordinates, internal/external


customers. It includes the people who have observed the recipient's behaviour
and are therefore in a position to evaluate it.

2. The second source is the task environment. Feedback may be inherent in


working on the task itself; for example, in tracking tasks, it is usually apparent
when the individual is not on target.

3. The third category are the individuals themselves who may be able to judge
their own performance.
The fundamental concept of multi-source appraisal or 360° feedback is the
involvement of a number of rating sources in the performance appraisal
process.

The four most common rating sources are:

1 The supervisor;

2 Peers;

3 Subordinates; And

4 Self.
Upward Feedback

•Upward or subordinate appraisal/feedback occurs where subordinates rate the


performance of their immediate supervisor on several performance dimensions and the
results are formally fed back to the focal individual .

•Upward feedback is recognized as a vital component of the wider 360° feedback


process and is an important process that contributes to individual and organizational
development .

•One of the main concerns for organizations using, or contemplating the adoption of,
upward appraisal is the effect that it may have on employee attitudes and morale.
BENEFITS
• The subordinates are in the best position to evaluate a manager's performance for
certain competencies, for example, leadership capabilities,clarity of directions,
performance feedback and sensitivity to the needs of the subordinates".
•The use of subordinate appraisals provides more reliable ratings in measuring
these competencies.
•Increases employee participation and enhances their sense of importance in the
company.

DISADVANTAGES
•Upward appraisal can be perceived to undermine supervisor authority.
•Some managers perceive that subordinates lack the expertise to rate their
performance accurately.
Peer feedback
•In a 360° feedback model, the peer/ co-worker appraisal component represents a
180° view of the focal individual's performance.

•Peer appraisal is defined by as the "process of having the members of a group judge
the extent to which each of their fellow group members has exhibited specified traits,
behaviours or achievements".

There are three methods of peer assessment:

Peer Nominations- Each member of the group designates a specified number of

group members as being the highest in the group on a


particular characteristic or dimension of performance.

Peer Ratings -Each group member rates each other group member on a given
set of performance or personal characteristics using a rating scale.

Peer Rankings- Peer ranking occurs where group members rank each other
from best to worst on one or more factors.
BENEFITS

Employees who work closely with and depend on their peers/co-workers


can observe teamwork and task performance first hand and they are the best
judges of performance.

Peers are better than supervisors at evaluating skills that lead to improved
performance.Peer appraisals can foster a more participative culture in an
organization.

DISADVANTAGES

The problem of popularity contests inherent in upward appraisal is also a problem for
peer appraisals. Individuals vie for higher scores based on their friendship and
personal relationship with the raters.

Employee rivalry can lead to negative feedbacks.


Self-appraisal
Self-appraisal refers to the practice whereby the ratee rates his/her own
performance. The most "neglected" rating source in the literature on multi-rater systems
is the employee himself/herself.

There are a number of reasons why self-appraisal may be used by organizations:

•evaluation of current performance for administrative purposes;

•identification of training and development needs;

•criterion measurement in applied research, e.g. test validation, evaluation of training;

•reporting past achievements at time of application for a new job;

•measurement of constructs in basic research, e.g. measurement of self-perceived


performance and effort in studies of motivation.
ADVANTAGES

The self appraisal are found to be more accurate in their ratings of certain performance
dimensions.

Provides a way of identifying major discrepancies between self and other ratings, and
thus increases self-awareness.

Self-appraisals increases ratee participation in the feedback process which leads them to
be more committed to performance goals.

DISADVANTAGES

Rating error is particularly salient in the context of self-appraisal.

Leniency bias refers to the degree to which raters hand out undeservedly high scores to
themselves.
THE STAGES OF 360-DEGREE FEEDBACK

The process of gathering feedback is just one part of 360-


degree feedback. There are a number of stages to a 360-degree feedback
system which need to be carefully planned and managed if it is to be
successful:

STAGE 1:
DETERMINING THE OBJECTIVES

Before 360-degree feedback is introduced, the organization determines


exactly what it will be used for and what it hopes to achieve through the
process.
Defining the objectives influences the whole design of the 360-degree
feedback system.It also determines which aspects of the programme should
be evaluated in order to identify the impact of 360-degree feedback within the
organization.
STAGE 2:
DESIGN
The questionnaire, report processing system and feedback method
are designed and piloted.

STAGE 3:
COMMUNICATION
• The aims and objectives of the programme are communicated to everyone
in the organization.
• Ensuring that everyone understands what 360-degree feedback is and how
it will be used helps to secure commitment and enables the organization to
address any concerns early on.

STAGE 4:
GATHERING FEEDBACK
• Questionnaires and instruction packs are distributed to participants, who
issue them to their chosen respondents and complete a self-assessment
questionnaire.
STAGE 5:
ANALYZING RESULTS
Completed questionnaires are returned for processing. All feedback
is analyzed and summarized into feedback reports.

STAGE 6:
FEEDBACK
Results are fed back, discussed and development plans are drawn
up.

STAGE 7:
SUPPORT
Development plans are followed up. Progress is monitored and
advice and guidance provided where necessary.
PURPOSE OF 360-DEGREE FEEDBACK PROCESS

Use in annual performance reviews to determine the behavior component of a


leader’s performance.

Improve the executive’s job performance by providing feedback on their behavior.

Fosters communication between the employees and the supervisors.

Identifies special talents and skills.

Benchmarks various levels of organizational performance.

Assists in employee development.


BENEFITS OF 360-DEGREE FEEDBACK

INDIVIDUAL BENEFITS

 Provides participant with an opportunity to learn how different


colleagues perceive them, leading to increased self-awareness;

 Encourages self-development;

 Increases understanding of the behaviors required to improve


personal and organizational effectiveness.

 Enhances teambuilding.
ORGANISATIONAL BENEFITS

 Enables the organization to identify overall strengths and


development needs within the workforce;

 Can be a powerful trigger for change.

 Increases communication within the organization where information


is shared upwards, sideways and downwards;

 Promotes a more open culture where giving and receiving feedback


is an accepted norm;
MEASUREMENT THROUGH 360 DEGREE FEEDBACK

The 360 degree survey instrument measures four areas:

Values to behavior,
Customer service,
Continuous learning, and
Project accomplishment.
DESIGNING A 360-DEGREE FEEDBACK SYSTEM

Different reasons for introducing 360-degree feedback include:

• to identify training and development needs;


• to provide a career development tool;
• to promote leadership skills;
• to assess organizational training needs;
• to improve skill levels throughout the organization;
• to provide an input for performance and development reviews;
• to increase self and team awareness and aid development planning;
• to clarify to staff what is expected in behavioral terms;
• to provide a link into the Investors in People award;
• to improve communication;
• to improve motivation amongst staff;
• to show that all opinions are valued.
THE APPLICATIONS OF 360-DEGREE FEEDBACK

As the number of organizations using 360-degree feedback has


grown, so too have the number of applications.

There are currently five general areas where 360-degree feedback is


used:

• Individual development
• Appraisal
• Performance-related pay
• Recruitment & selection
• Organizational development
The assessment process through the feedback system is concerned with a
manager's job performance in eight skill clusters which are as follows:

Communication - Including the skills of listening to others, processing


information and communicating effectively.

 Leadership - Covering the abilities of instilling trust, providing direction


and delegating responsibility.

Adaptability - Encompassing the skills of adjusting to circumstances and


thinking creatively.

Relationships - Assessing the capabilities to build relationships and


facilitate team success.
Task Management - Gauging the level of aptitude for working
efficiently and competently.

Production - Appraising abilities to initiate action and achieve results.

Development of Others - Measuring proficiencies in cultivating


individual talents and motivating successfully.

Personal Development - Including the behaviors of displaying


commitment and seeking improvement.
DIFFICULTIES ASSOCIATED WITH 360° FEEDBACK

The major challenges facing the introduction of multi-source feedback is


that
 the employees may feel threatened by the assessment Especially in an

organization that has traditionally been bureaucratic and hierarchical.

 The managers when provided with negative feedback ratings about


their performance may become defensive and the feedback can de-
motivate them, which in turn has negative consequences for the
organization.

What the hell


am I doing here
The multi-source feedback adds significantly to the time and money that are spent
on employee appraisal and adds complexity to the appraisal administration process.
This leads to the rater making observations on past performance based on memory.

Studies report that 360° feedback does not change feedback recipients' behavior
and performance, which suggests that 360° feedback may have no effect on an
organization-wide basis.
The Johari Window

Known to Self Not Known to Self

Known to Others

Not Known to
Others

The Johari Window, named after the first names of its inventors, Joseph Luft
and Harry Ingham, is one of the most useful models describing the process of
human interaction.
Criterion Traditional performance appraisal 360 degree feedback
Purpose To provide feedback to subordinates on past To provide feedback on
performance and future potential from one performance, behaviour and
perspective only development needs from a
variety of perspectives

Sources of One rater-the supervisor or manager Multiple raters: peers,


information subordinates, self, customers,
suppliers, skip-level reports

Anonymity Feedback is not anonymous Feedback is collated by rater


group-individual ratings are
unknown to the recipient

Content of Reports on behaviour and judgements on Reports on behaviour and


feedback performance based on work unit results are judgements on performance
the typical situation based on work unit
performance and development
dimensions
Criterion Traditional performance appraisal 360 degree feedback
Rating Likert and behaviourally anchored scales Primarily Likert scales, most
methods combined with qualitative comments 360 degree processes only
collect quantitative data

Linkages Performance appraisal often linked to pay, Typically only used for the
with other merit bonuses, promotions, task assignment, identification of training and
HR decisions transfers, training and development etc. development needs and the
exploration of career issues

Context of Yearly event linked to pay decisions in Continuous process not


process many cases necessarily confined to one
time a year

Targeted All employees in the organization Typically employees in


employees managerial position
The Balanced
Scorecard

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.


Introduction

 Balanced Scorecards provide a framework for


communicating strategy in operating terms (metrics,
targets, etc.)
 You must communicate strategy in operating terms if you
expect people to execute on your strategy.
 When people are asked about strategy, they reach for their
balanced scorecard.
Need for BSC
 Performance measurement tools provide feedback which aid only
individual feedback. Assessment of the feedback would help
individual development

 These systems provided no feedback to the individual on a rich/


big/ entire picture.

 Dynamic world where individual cannot survive without assessing


the team effort.

 There was a need for a handy tool which took care of the above
needs of the HRD.
Advent of Balance
Scorecard
The balance scorecard was created by Kaplan and Norton in early 1990’s to enrich
experiences from the past with analysis of the present and the future.

Financial perspective was extended with the internal process perspective, customer
perspective and Learning growth and training perspective.

The financial perspective keeps checking the past. Customer and processes is for the
present and Learning growth and training for the future.
What is a Balanced
Scorecard
The Balanced Scorecard is an approach to performance measurement
that combines traditional financial measures with non -financial
measures to provide managers with richer and more relevant
information about activities they are managing.
What is a Balanced
Scorecard
How is a balanced scorecard
designed?
 Mission and vision determine the companies existence.
 These determine the goal and further the strategic
directions for the firm.
 These could be applied across all functional areas.
 Thus, design measures to determine the achievements of
the above strategic directions.
 Vision identified.
 Strategic directions identified as per the functional areas.
 Percentages allotted to the 4 areas of financials, customer
service, internal processes and employee relations and
growth perspectives.
 The percentages of the perspectives are further allotted
weight age for achieving targets desired by the company.
 Rating and measurement system to be decided.
XYZ Company
Cascading Organizational
Overall
Overall
Organizational
Objectives Objectives
Objectives

Divisional
Divisional
Objectives
Objectives Consumer Products Industrial Products
Division Division

Departmental
Departmental Sales
Objectives
Objectives
Production Customer Marketing Develop
Service Research

Individual
Individual
Objectives
Objectives
MBO and Balance scorecard

 Similarities
 Both linked to rewards and incentives which are useful for
motivation.
 They take care of core goal and visions of the company.
 Dissimilarities
 Balance scorecard is quite explicit.
 MBO is quite open ended, balance scorecard is more
focused
What is a balanced scorecard

 Financial Perspective (General Industry)


 Assess project risks
 Cost benefit analysis of proposed activities
 Monitoring of cash flow, planned versus actual
Financials Kitchen
Revenue 2.0%

Adjusted PBT of Hotel 4.0%


5 % above target - 5,
5.0% 0- 4.9% above target - 4,
F & B Gross Margins - Rs. Lacs
0-4.9 % below target -3,
(Revenues - Raw Material Costs) 5.00% - 9.99% below target - 2 ,
10% or below target - 1
Market Scenerio 2.0%

F&B Contribution 4.0%

5 % below target - 5,
Control of Food Cost 8.0% 0- 4.9% Below target - 4,
On target -3,
0% - 4.9% above target - 2 ,
Banquet function costing 5.0% 5.0% or above target - 1

Total Financials 30.0%


FinancialsChief Accountant
Revenue 5.0%

4.0%
Rev Par (Net Inclusive of Meals) 5 % above target - 5,
0- 4.9% above target - 4,
No. of days debtors 5.0% 0-4
Inventory level 5.0%

F & B Gross Margins - Rs. Lacs 5.0%


(Revenues - Raw Material Costs)

Recipe costing 4.0% If both are set up by Aug '00 - 5.0 pts
Reduction of 0.5 points for each month delay
(Continuity after set-up will also be a criterion)

Costs 10.0%
Fixed Costs incl. A&P local 5 % below target - 5,
0- 4.9% Below target - 4,
(Represents Payroll, Power, Prop Ops, On ta
A&G excluding TAC / CC)

5 % above target - 5,
Adjusted PBT - Rs. Lacs 12.0% 0- 4.9% above target - 4,
0-4

Total Financials 50.0%


What is a balanced scorecard

 Customer Perspective (General)


 Understanding of who are customers
 Activities driven by customer needs satisfaction
 Define levels of service to match levels of customer
satisfaction
GSTS (Front Office Manager)
Big Picture
Overall Satisfaction 7.0%
Value for Money 5.0%
Referral 5.0%
17.0%

Service Indices
Courtesy Index 5.0%
Courtesy Competence of FO Staff
Welcome at the Porch
Coutesy, Comp & Resp of BC Staff
Only Excellent rating to be considered from IMRB
Courtesy, Comp & Resp of Tele-Operators report Top box of the last financial quarter to be
Courtesy, Comp & Resp of Chauffeur considered for final assesment of 2002-03 as per
Courtesy, Comp & Resp of travel desk Staff mentioned scale
scores between 26 - 30 =1 , 31 - 35 = 2, 36 - 40 = 3,
41 - 45 = 4 46 and above = 5
Efficiency Index 5.0%
Ease & Speed of Check out
Accuracy of billing at check out
Ease & Speed of Check-in
Promptness of message delivery
Baggage Delivery / Porter Service

Quality Index 3.0%


Quality of FO Services
Quality of Business Centre Services
Quality of Travel Desk services
Total 30.0%
Customer & Processes - Security Manager
GSTS
Big Picture
Overall Satisfaction 6.0%
Value for Money 2.0%
Referral 2.0%
Only Excellent rating to be considered from IMRB report
Top box of the last financial quarter to be considered for
Safety and Security 5.0% final assesment of 2002-03 as per mentioned scale
scores between 26 - 30 =1 , 31 - 35 = 2, 36 - 40 = 3, 41 -
45 = 4 46 and above = 5
Welcome at Porch 5.0%

Peace & Quiet in your room 5.0%

Internal Security Processes


Guest Room Pilferage & Safeguard of hotel property 5.0%
Complaints and Pilferage records
Parking & Safety of Guest vehicles 5.0%
Fire Safety 5.0% Results of the External Fire Safety audit

Total 40.0%
What is a balanced scorecard

 Internal Perspective
 Towards the attainment of decided functional
improvements.
 Responsibility towards the superiors.
 Co –relation and maintenance of relations within the
organisations.
Internal Processes Exeutive Housekeepers

Evaluation by GM on the internal process as sent by


Functional Audit / Reports on functional 5.0% Coo's Office. Details of processes & measurement
Processes to be outlined in Part'C'.

5.0% In discussion with GM specific assignment to be


Hotel Specific Assignment mentioned in Part C

10.0%
What is a balanced scorecard

 Learning and Growth Perspective


 Avoidance of brain drain through focussed training in
identifiable areas of risk
 Organisational development through people improvement
 Knowledge workers in continuous learning mode
Employees, Learning, Growth, Training & Development Food and Beverage Manager

Top box score for last Qtr. ( Strongly Agree on


ESTS 5.0% average of 11 question I.e. yes/no question 11 & 12
not to be considered for average calculation ) scale
as below 21-25 = 1, 26-30 = 2, 31-35 = 3, 36-

Ensuring understanding of Balancescore Card &


contributing in development of Balancescore Card &
Balance ScoreCard for the unit 3.0%
updating monthly. Creating initiative chart on
monthwise actions.

ESS ( Corporate Survey ) 5.0%


Overall Index less than 55 is 2.5 , 56-70 = 3, 71- 80 =
3.5, 81-85 = 4, 86 and above = 5

15% and above budget = 1 , 0 - 14% above Budget


= 2, Within budget =3, 0-14%
Manpower Planning / Employee retention growth 2.0% below budget = 4, 15% and below=5

As per internal process sent by Coo's office deatil


Department Audit 3.0% process & intraduction of sustem in department to be
clearly mentioned in Part A

To ensure that self learning takes place & atleast 4-5


development programs are attemded for self
Training manhours received 2.0% development and Internal process are further
developed which are to be mentioned in Part "A" and
"C" respectively.
To ensure that at least 12hrs. Training is conducted
on monthly basis & an exposure rate per employees
Training manhours & training conducted 5.0% is at least 16hrs. ( Please enusre that only those
programmes reported on monthly basis by HR would
be considered for the same )
Total Human Resources 25.0%
Employees, Learning, Growth, Training &
Development General Manager

Top box score for last Qtr. ( Strongly Agree on average of 11


question I.e. yes/no question 11 & 12 not to be considered for
ESTS index for the hotel 3.0% average calculation ) scale as below 21-25 = 1, 26-30 = 2,
31-35 = 3, 36-40 = 4, 41 and above = 5

Balance scorecard to be developed linked to brand


Balance ScoreCard for the unit strategy & sent to brand corp office every Qtr. (to be
2.0% send in December 02 & March 03)

Training manhours & training 16 hours of exposure rate per employee per
conducted/manager 2.0% department
Trg. To be calculated on inhouse Program, External
nomination, Special program in units & CTD provided
the same are reported in monthly HR report throug out
the year

ESS ( Corporate Survey ) 5.0% Overall Index less than 55 is 2.5 , 56-70 = 3, 71- 80 =
3.5, 81-85 = 4, 86 and above = 5
HR compliance audit .
HR audit & Traning Audit 3.0% Training audit as per COE
15% and above budget = 1 , 0 - 14% above Budget =
2, Within budget =3, 0-14% below
Manpower Planning / Employee retention growth 5.0% budget = 4, 15% and below=5
Total Human Resources 20.0%
Limitations

 Time required to design the balance scorecard


 Time value to the benefit of implementing it
 Inefficient designs
 Objectives of balance scorecards not served.
 Sound systems required for its success.
 Installation of proper metric system
 Team spirit
Case

You work in a hotel that assigns employees to teams


during their first month of employment. Performance
appraisals are coming up. Several employees such as
steward, Assistant Front Office Manager, General
Manager have asked you how you, as their manager, will
measure their performance. What will you tell them?

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