Вы находитесь на странице: 1из 38

YASHODAS EDGE:

Round The Clock Ambulatory & Diagnostics Services

State Of Art Laboratory And Operation Theatres

Evening Clinics To Cater For Working / Business Class

YASHODAS SOCIAL COMMITMENTS:

Round The Clock Ambulatory & Diagnostics Services.

State Of Art Laboratory and Operation Theatres.

Evening Clinics To Cater For Working / Business Class.

HR POLICIES AND GUIDELINES:

Attendance Policy- 9hrs a day/as per shifts if applicable In / Out Swiping mandatory for
all employees

Employee Referral Policy-Referral fee of Rs.1000/- to Rs.5000/-

Training programs:

Every employee will be imparted 5-7 man days of training every year.

Good performers are rewarded

Leave policy (CL-12 / SL-12 / EL-15 / ML)

Statutory (PF / ESI / GRATUITY if applicable)

Medi claim Insurance:

Employee is covered under Rs.1lakh under medical insurance


Dependants of the employee (maximum 3 nos) are covered. 50% of the premium amount

will be borne by the management.

Yashoda Connect Internal event management committee

Celebrations

Birthdays & Anniversary

Christmas.

WORK LIFE BALANCE AT YASHODA:

Its truly exciting with bountiful opportunities to grow professionally and also

personally. We conduct various training programs from time to time to all staff members to

enhance their primary skills and also help in overall personality development.

EMPLOYEE RIGHTS:

Forced Labor
- The Yashoda Hospitals prohibits the use of forms of forced labor, including

prison labor, indentured labor, bonded labor, slave labor.

Child Labor
- The Yashoda Hospital adheres to minimum age provisions of applicable

laws and regulations. The Yashoda Hospital prohibits the hiring of individuals that are

under the age of 18 years of age. The Yashoda Hospitals prohibition of child labor is

consistent with International Labor Organization Standards.


Work Place Security

- The Yashoda Hospital is committed to maintaining a work place that is free

from violence, harassment, intimidation and other unsafe all disruptive conditions due to

internal and external threats. Security safe guard for employees are provided as needed and

will be maintained with respect for employee privacy and dignity.

Discrimination
-

- The Yashoda Hospitals values all employees and the contribution they make

and has a long standing commitment to equal opportunity and intolerance of

discrimination. We are dedicated to maintain work places that are free from discrimination

or physical or verbal harassment on the basis of race, sex, colour, nationality or social

origin, religion, age disability sexual orientation, political opinion or any other status

protected by applicable law. The basis for recruitment, hiring, placement, training,

compensation and advancement at the Yashoda hospital is qualification, performance,

skills and experience.

Safe and Healthy work place

- Yashoda Hospital provides a safe and healthy work place. We are dedicated

to maintaining a productive work place while minimizing the risk of accidents, injury and

exposure to health risks.


EMPLOYEES RESPONSIBILITIES:

To arrive at work place on time


To dress suitably for the job (wear safety equipment as applicable)
To work to the best of their ability throughout their working day.
To respect their employers, colleagues and customers.
To take care of employers property.
To follow the employers reasonable and lawful instructions.
To obey safety rules.
Not to discriminate or harass others in work place.
Not to act in a way that could see employee or others at risk of injury at work
place.
To understand and respect patient rights.

YASHODAS WORK CULTURE:

Dress Code - Monday to Friday-Business Formals

Saturday-Business Casuals

Language - English is official language

Grievance - We follow grievance procedures

Team work - We encourage team work

Working Days 6 days a week

Mobile Phone use- Official phones are given on need base, Personal mobiles are

not allowed
PERFORMANCE APPRAISAL:

Appraisal is done using the following parameters:

Knowledge of job
Work quality
Dependability
Initiative-self starter
Communication/Listening skills
Interpersonal Relationships
Attendance and punctuality
Training needs

Appraisal will be carried out once in a year

1. Based on the parameters the concerned staff will be appraised by both the

Reviewing Officer and Initiating Officer for the specified time period.

Form-1: Appraisal for patient care

Form-2: Appraisal for Back end

Form-3: Nursing Appraisal-Nursing Dept.,

Form for HODs self Appraisal-HODs

PERFORMANCE MONITORING AND REWARDS SYSTEM:

Recruiting the right individual is not enough, performance standards must be laid and

every employees performance, which helps to identify the employee strengths, weaknesses
and highlights the training needs. In order to ensure the effectiveness of performance the

appraisal must be carried out in an objective and scientific manner.

OBJECTIVE:

To create a systematic, objective and continuous appraisal system for the Hospital in order

to:

Have an objective and scientific data for evaluating the performance of employee on
training, probation and also post confirmation of employees.
Have a continuous monitoring system for identification of training needs.
Assess the Key Result Area.
Reinforce the performance by linking with rewards.
Identify the potential for career development and advancement.

Performance monitoring system policy:

Open Appraisal system: The assessment shall be carried out in the presence of the
appraisee

Clearly defined traits: The appraisal form should consist of well defined traits

(job related and behavioral oriented) which are essential in carrying out the job.

Clearly defined ratings: Rating points shall be clearly defined to ensure


accuracy of assessment in order to continuously monitor and improve the performance
the assessment shall be carried out.

Development Oriented: During the appraisal the appraisee shall be helped to identify his

own strengths and weaknesses. The appraiser should act as a counselor and a facilitator,

to improve the performance of the appraisee.


Potential Identification: The appraisal system should be used as a tool to identify the

potential of the appraisee for individual career development and organizational growth.

Scope:

This performance monitoring system is applicable to all the employees of yashoda

hospitals, Hyderabad and there are different formatted Appraisal forms for various

categories of employees.

Responsibility:

The HOD is authorized to rate the employee for his/her performance, which is later

analyzed by the Personnel Department.

The executive Incharge (personnel) shall, analyze the Appraisal ratings, identifying the

training needs and communicate the same to the HR manager for providing necessary

training.

PROCEDURE:
Need for appraisal:

Appraisal form for all the employees is designed taking into consideration the

nature of job, requisite skills and attitude which are the key elements for doing any

kind of job. Since the knowledge and skills varies for different kinds of job, it is

essential to create different types of appraisal.

How to appraise:

1. The executive Incharge shall send the Appraisal form to Representative HOD by
filling the necessary details.
2. The appraiser assesses the performance of the appraisee by conducting an appraisal
interview. During the interview the appraiser discuss with appraisee about the
performance on each of the traits mentioned in the appraisal form.
3. The appraiser and appraisee agree with the ratings and sign the form.
4. The appraiser records his/her comments about the appraisee in terms of training needs,
on the job training given, evaluation after training and available potential for growth.
He/she also recommends:

Regularization of appointment into probation role

Confirmation of the services

Annual increment

Promotion

Extension of training/probation

The appraiser discusses with the reviewing authority (whenever applicable) and

Obtains his comments/recommendation with signature and sent to Executive Incharge.

The Executive In charge prepares the necessary orders for further actions to be taken.

Annual Increments:

All employees shall be given Annual Increments on completion of each year of services.
Annual Increments shall be purely granted based on performance.
Annual Increments can be paid on a particular month each year for easy administration
follow up.

Promotion policy:

Promotion of an employee will purely depend upon existence of vacancy and suitability of

employee for the higher-grade position and responsibilities thereof.

The suitability of employee for promotion will solely decided by the Management.
The promoted employee will be on probation for a period as specified in the promotion

letter. If the performance of the employee is found satisfactory during and at the end of

the probation period, he will be confirmed in the promoted position.

Upon promotion, the employee will be granted a promotional benefit as decided by the

Management.

In the entire issue of promotion, the management decision will be final and binding

upon all concerned

Criteria for promotion:

Promotion shall be strictly based on

Merits
Efficiency
Past records
Requisite skill
Seniority
state of health of the employee

Extension of training and probation:

An employee training period or probationary period shall be extension period his or her

overall rating is faire or poor. If no improvement is seen during this extension period his or her

employment shall be terminated.

Assessment of training and probation:

The performance of the contract employees shall be assessed by the executive on the

criteria laid down in the subcontractor evaluation form. If any contract found not suitable shall be

replaced immediately by the contractor with in a weeks time.


PERFORMANCE APPRAISAL

INTRODUCTION:

Performance appraisal refers to all the formal procedures used to evaluate an individual,
his contribution and potential. In other words, it is to plan and measure the performance of an
individual in terms of the requirement of the job or it is a process of finding out how effective the
organization has been at hiring and placing an employee.

Performance appraisal was also being referred as a merit rating, employees evaluation,
progress report, service ratings or fitness report but now these terms are not in usage.

Performance appraisal is a formal system of review and evaluation of individual or team


task performance. While evaluation of team performance is critical when teams exist in an
organization, the focus of performance appraisal in most firms remains on the individual
employees. Regardless of the emphasis, an effective appraisal evaluates accomplishments and
initiates plans for development, goals and objectives.

In simple terms performance appraisal may be understood as the assessment of an


individuals performance in a systematic way, the performance being measure against such
factors.

As job knowledge, quality and quality of output, initiative, leadership abilities,


supervision, dependability, cooperation, judgment, versatility, health and the like. Assessment
should not be confined to past performance alone. Potentials of the employee for future
performance must also be assessed.

It is a formal structured system of measuring and evaluating an employees job relate behaviors
and outcomes to discover how and why the employee is presently performing on the job and how
the employee can perform more effectively in the future so that the employee, organization and
society all benefit.
Definition:

Performance Appraisal is the process of determining and communicating to an employee


how he or she is performing on the job and, ideally, establishing a plan of improvement:

Meaning:

Performance Appraisal is a method of evaluating the behavior of employees in the work


spot, normally including both the quantitative and qualitative aspect for job performance.
Performance here refers to the degree of accomplishment of the tasks that make up an individual
job. It indicates how well an individual is fulfilling the job demands often the term is confuse
with effort, but performance is always measured in terms of results and not efforts. Under
performance appraisal we evaluate not only the performance of an employee but also his
potential for development.

Concept:

During and after World War I, systematic performance appraisal was quite prominent and
credit goes to Water Dill Scott for systematic performance appraisal technique of man-to man
rating system. It was used for evaluating military officer. Management started adopting this
performance appraisal for evaluating technical, skilled, professionals and managerial personnel
as part of training and executive development programmers

Objectives of Performance Appraisal:

Performance Appraisal can be done with following objectives in mind:

1. To maintain records in order to determine compensation packages, wage structure,


salaries raises, etc.
2. To identify the strengths and weaknesses of employees to place right men on right job.
3. To maintain and assess the potential present in a person for further growth and
development.
4. To provide a feedback to employees regarding their performance and related status.
5. To provide a feedback to employees regarding their performance and related status.
6. It serves as a basis for influencing working habits of the employees.
7. To review and retain the promotional and other training programmes.

Advantages of Performance Appraisal

It is said that performance appraisal is an investment for the company which can be justified by
following advantages:

1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion
programmes for efficient employees. In this regards, inefficient workers can be dismissed
or demoted in case.
2. Compensation: Performance Appraisal helps in chalking out compensation packages for
employees. Merit rating is possible through performance appraisal. Performance
Appraisal tries to give worth to a performance. Compensation packages which include
bonus, high salary rates, extra benefits, allowances and pre-requisites are dependent on
performance appraisal. The criteria should be merit rather than seniority.
3. Employees Development: The systematic procedure of performance appraisal helps the
supervisors to frame training policies and programmes. It helps to analyse strengths and
weaknesses of employees so that new jobs can be designed for efficient employees. It
also helps in framing future development programmes.
4. Selection Validation: Performance Appraisal helps the supervisors to understand the
validity and importance of the selection procedure. The supervisors come to know the
validity and thereby the strengths and weaknesses of selection procedure. Future changes
in selection methods can be made in this regard.
5. Communication: For an organization, effective communication between employees and
employers is very important. Through performance appraisal, communication can be
sought for in the following ways:
a. Through performance appraisal, the employers can understand and accept skills of
subordinates.
b. The subordinates can also understand and create a trust and confidence in
superiors.
c. It also helps in maintaining cordial and congenial labour management
relationship.
d. It develops the spirit of work and boosts the morale of employees.

All the above factors ensure effective communication.

6. Motivation: Performance appraisal serves as a motivation tool. Through evaluating


performance of employees, a persons efficiency can be determined if the targets are
achieved. This very well motivates a person for better job and helps him to improve his
performance in the future.

Purpose of performance appraisal

1. To create and maintain a satisfactory level of performance

2. To provide feedback.

3. To plan career goals of employees to identify career potential.

4. To provide important data base for management.

5. To provide fair and equitable compensation based on performance.

6. To identify training & development programmes.

7. To help in promotional decisions.

8. Contribute to employees personal growth and development.


Steps in appraisal process:

Establishing Performance Standards

Communicating the Standards

Measuring the Actual Performance

Comparing the Actual With the Desired Performance

Discussing Results

Decision Making

1. Establishing Performance Standards


The first step in the process of performance
appraisal is the setting up of the standards which will be used to as the base to compare
the actual performance of the employees. This step requires setting the criteria to judge
the performance of the employees as successful or unsuccessful and the degrees of their
contribution to the organizational goals and objectives. The standards set should be clear,
easily understandable and in measurable terms. In case the performance of the employee
cannot be measured, great care should be taken to describe the standards.
2. Communicating the Standards :

Once set, it is the responsibility of the management to


communicate the standards to all the employees of the organization. The employees should
be informed and the standards should be clearly explained to them. This will help them to
understand their roles and to know what exactly is expected from them. The standards should
also be communicated to the appraisers or the evaluators and if required, the standards can
also be modified at this stage itself according to the relevant feedback from the employees or
the evaluators.

3. Measuring the Actual Performance:

The most difficult part of the Performance appraisal


process is measuring the actual performance of the employees that is the work done by the
employees during the specified period of time. It is a continuous process which involves
monitoring the performance throughout the year. This stage requires the careful selection of
the appropriate techniques of measurement, taking care that personal bias does not affect the
outcome of the process and providing assistance rather than interfering in an employees
work.

4. Comparing the Actual With the Desired Performance:

The actual performance is compared with the desired or the


standard performance. The comparison tells the deviations in the performance of the
employees from the standards set. The result can show the actual performance being more
than the desired performance or, the actual performance being less than the desired
performance depicting a negative deviation in the organizational performance. It includes
recalling, evaluating and analysis of data related to the employees performance.

5. Discussing Results:

The result of the appraisal is communicated and discussed with the


employees on one-to-one basis. The focus of this discussion is on communication and
listening. The results, the problems and the possible solutions are discussed with the aim of
problem solving and reaching consensus. The feedback should be given with a positive
attitude as this can have an effect on the employees future performance. The purpose of the
meeting should be to solve the problems faced and motivate the employees to perform better.
6. Decision Making:

The last step of the process is to take decisions which can be taken either
to improve the performance of the employees, take the required corrective actions, or the
related HR decisions like rewards, promotions, demotions, transfers etc

Approaches to Performance appraisal:

Traditional approach:

Traditionally, performance appraisal has been used as just a method for determining
and justifying the salaries of the employees. Than it began to be used a tool for determining
rewards (a rise in the pay) and punishments (a cut in the pay) for the past performance of the
employees. This approach was a past oriented approach which focused only on the past
performance of the employees i.e. during a past specified period of time. This approach did not
consider the developmental aspects of the employee performance i.e. his training and
development needs or career developmental possibilities. The primary concern of the traditional
approach is to judge the performance of the organization as a whole by the past performances of
its employees. Therefore, this approach is also called as the overall approach. In 1950s the
performance appraisal was recognized as a complete system in itself and the Modern Approach
to performance appraisal was developed.

Modern approach:

The modern approach to performance development has made the performance appraisal
process more formal and structured. Now, the performance appraisal is taken as a tool to identify
better performing employees from others, employees training needs, career development paths,
rewards and bonuses and their promotions to the next levels. Appraisals have become a
continuous and periodic activity in the organizations. The results of performance appraisals are
used to take various other HR decisions like promotions, demotions, transfers, training and
development, reward outcomes. The modern approach to performance appraisals includes a
feedback process that helps to strengthen the relationships between superiors and subordinates
and improve communication throughout the organization.
Methods of performance Appraisal

Traditional Methods Modern Methods

TRADITIONAL METHODS:

1) Graphic Rating Scales:

Graphic rating scales compare individual performance to an absolute standard. In this


method, judgments about performance are recorded on a scale.

This is the oldest and widely used technique. This method is also known as linear
rating scale or simple rating scale. The appraisers are supplied with printed forms, one for each
employee. These forms contain a number of objective , behavior and trait based Qualities and
characters to be rated like quality and volume of work, job knowledge, dependability, initiative,
attitude etc., in the case of workers and analytical ability, creative ability, initiative, leadership
qualities, emotional stability in the case of managerial personnel. These forms contain rating of
scales. Rating scales are of two types, viz., continuous rating scale and discontinuous rating
scales. In continuous order like 0, 1, 2, 3, 4 and 5 and in discontinuous scale the appraiser assigns
the point to each degree. The points given by the rater know performance regarding each
character. The points given by the rater to each character are added up to find out to find out the
overall performance. Employees are ranked on the basis of total points assigned to each one of
them.

One reason for the popularity of the rating scales is its simplicity, which permits many
employees to be quickly evaluated. Such scales have relatively low design cost and high in case
of administration. They can easily pinpoint significant dimension of the job. The major drawback
to these scales is their subjectivity and low reliability. Another limitation is that the descriptive
words often used in such scales may have different meanings to different raters.

2) Ranking Method:

Under this method the employees are ranked from best to worst on some characteristics.
The rater first finds the employee with the highest performance and the employees with the
lowest performance in that particular job category and rates the former as the best and the later as
the poorest. Then the rater selects the next highest and next lowest and so on until he rates all the
employees in that group. Ranking can be relatively easy and inexpensive, but its reliability and
validity may be open to doubt. It may be affected by rater bias or varying performance standards.
Ranking also means that somebody would always be in the backbench. It is possible that the low
ranked individual in one group may turn out to be superstar in another group. One important
limitation of the raking method is that size of the different between individuals is not well
defined. For instance, there may be little difference between those ranks third and fourth.

3) Paired Comparison Method:

This method is relatively simple. Under this method, the appraiser ranks the employees
by comparing one employee with all other employees in the group, one at a time. As illustrated,
this method results in each employee being given a positive comparison total and a certain
percentage total positive evaluation.

Example: A B C D E

A - A A A A

B - - C D E

C - - - D E

D - - - - E

E - - - - -
To computer Employees positive evaluations:

Number of positive evaluations X 100 = Employees % Superior evaluation

Total number of evaluations

Employee A Employee B Employee C Employee D

(4/4) * 100=100% (0/4)* 100=0% (2/4)*100=50% (1/4)*100=25%

Employee E (3/4) * 100=75%

4) Forced Distribution Method:

The rater may rate his employees at the higher or at the lower end of the scale under the
earlier methods. Forced distribution method is developed to prevent the raters from rating too
high or too low. Under this method, the rater after assigning the points to the performance of
each employee has to distribute his ratings in a pattern to conform to normal frequency
distribution. Thus, similar to the ranking technique, forced distribution requires the raters
(supervisors) to spread their employee evaluation in a prescribed distribution. This method
eliminates central tendency and leniency biases. However, in this method employees are
placed in certain ranked categories but not ranked within the categories. Quite often work
groups do not reflect a normal distribution or individual performance. This method is based
on the questionable assumption, as group of employees will have the same distribution of
excellent average and poor performers, if one department has all outstanding employees, the
supervisor would find it extremely difficult to decide who should be placed in the lower
categories. Difficulties can also arise when the raters most explain to the employee why he
was placed in one grouping and others were placed in higher groupings.

5) Checklist Methods:

The Checklist is simple rating technique in which the supervisor is given a list of
statement or words and asked to check statements representing the characteristics and
performance of each employee. There are three types of checklist methods, viz simple
checklist, weighted checklist and forced choice method.

(a) Simple Checklist Method:

The checklist consists of large number of statements concerning employee behavior.

Example: Simple Checklist Method,

Wadia Industries Ltd.,Performance Appraisal Form

Name of Employee: Number:

Designation:

Department:

Checklist of Qualities:

1. Behavior is the employee punctual in attending the Office?

A)Yes B)No

2. Does the employee behave courteously with his superiors?

A)Yes B) No

3. Does the employee maintain sound customer relations?

A)Yes B) No

4. Is the employee sincere in doing his job?

A)Yes B) No

5. Does the employee behave well with the public outside the organization?

A) Yes B) No
The rater checks to include if the behavior of an employee is positive or negative to each
statement. Employee performance is rated on the basis of number of positive checks. The
negative checks are not considered in this method. A difficulty often arises because the
statements may appear to be virtually identical in describing the employee. The words or
statements may have different meanings to different raters.

(b) Weighted Checklist:

The weighted checklist method involves weighting different items in the checklist having
a series of statements about an individual, to indicate that some are more important than others.
The rate is expected to look into the questions relating to the employees behavior, the attached
rating scale. (Or simply positive / negative statement where such a scale is not provided) and tick
those traits that closely describe the employee behavior. Often the weights are not given to the
supervisors who complete the appraisal process, but are computed and tabulated by someone
else, such a member of the personnel unit. In this method the performance ratings of the
employee are multiplied by the weights of the statements and coefficients are added up. The
cumulative coefficient is the weighted performance score of the employee. Weighted
performance score is compared with the overall assessment standards in order to find out the
overall performance of the employee.

The weighted checklist, however, is expensive to design to design, since checklist for
each different job in the organization must be produced. This may prove time consuming also in
the end. Though the weighted checklist method is evaluative as well as development, it has the
basic problem of the evaluator not knowing the items, which contribute mostly of successful
performance.

(c) Forced Choice Method:

This method was developed at the close of World War II. Under this method, a large
number of statements in groups are prepared. Each group consists of four descriptive statements
(treated) concerning employee behavior. Two statements are most descriptive (favorable) and
two are least descriptive (unfavorable) of each tetrad. Sometimes there may be five statements in
each group out of which one would be neutral. The actual weightings of the statements are kept
secret. The appraiser is asked to select one statement that mostly describes employees behavior
out the two favorable statements are kept secret. The appraiser is asked to select one statement
that mostly describes employees behavior out of the two unfavorable statements. The items are
usually a mixture of positive and negative statements. The items is to eliminate or greatly reduce
the rates personal bias, specially the tendency to assign all high or low ratings. The items are
designed to discriminate effective from ineffective workers as well as reflect valuable personal
qualities.

6) Critical Incident Method:

Employees are rated discontinuously i.e., once in a year or six months under the earlier
methods. The performance rated may not reflect real and overall performance, as the rater would
be serious about appraisal method, i.e., critical incident method has been developed. Under this
method, the supervisor continuously records the critical incidents of the employee performance
or behavior relating to all characteristics (both positive and negative )in a specially designed
notebook. The supervisor rates the performance of his subordinates on the basis of notes taken by
him. Since the critical incident method does not necessarily have t be a separate rating system, it
can be fruitfully employed as documentations of the reasons why an employee was rated in a
certain way.

The critical incident method has the advantage of being objective because the rater
considers the records of performance rather than the subjective points of opinion.

7) Essay or Free From Appraisal:

This method requires the manager to wrote a short essay describing each employees
performance during the rating period. This format emphasizes evaluation of overall performance,
based on strengths weakness of employee performance, rater the specific job dimension. By
asking supervisors to enumerate specific examples of employee behavior, the essay technique
minimizes supervisory bias and halo effect.
8) Group Appraisal:

Under this method, an employee is appraised by a group of appraisers. This group


consists of the immediate supervisor of the employee, to other supervisors who have close
contact with employees work, manager or head of the department and consultants. The head of
the department or manager may be the chairman of the group and the immediate supervisor may
act as the coordinator for the group activities. This group uses any one or multiple techniques
discussed earlier. The immediate supervisor enlightens other members about the job characters ,
demands, standards of performance etc. then the group appraises the performance of the
employee, compares the actual performance with standards, find out the deviations, discusses
the reasons therefore, suggests ways for improvement of performance, prepares action plans,
studies the need for change in job analysis and standards and recommends change, it necessary.
This method is widely used for purpose of promotion, demotion and retrenchment appraisal.

9) Confidential Report:

Assessing the employees performance confidentially is a traditional method of


performance appraisal. Under this method, superior appraises the performance of his
subordinates based on his observations, judgments and institutions. The superior keeps his
judgment and report confidentially. In other words the superior does not allowed the employee to
know the report and his performance. Superior writers the report about his subordinates,
strengths, Weakness, intelligence, attitude to work, sincerity, commitment, punctuality,
attendance, conduct, character , friendliness, etc.,

Though confidential report is a traditional method, most of the public sector organizations
still follow this method in appraising the employees performance. This method suffers from a
number of limitations.
MODERN METHODS:

1) Behaviorally Anchored Rating Scales (BARS):

The Behaviorally Anchored Rating Scales (BARS) method combines elements of the
traditional rating scales and critical incidents methods. Using BARS, job behaviors from critical
incidents effective and ineffective behaviors are described more objectively. The method
employees individual who are familiar with a particular job to identify its major components.
They then rank and validate specific behaviors for each of the components.

BARS require considerable employee participation; its acceptance by both supervisors


and their subordinates may be greater. Proponents of BARS also claim that such a system
differentiates among behavior, performance and results, and consequently is able to provide a
basis for setting developmental goals for the employee. Because it is job specific and identities
observable and measurable behavior, it is more reliable and valid method for performance
appraisal.

2) Assessment Centre:

This method of appraising was first applied in German Armay in 1930.Later business and
industrial houses started using this method. This is not a technique of performance appraisal by
itself. In fact it is a system or organization, where assessment is done by several individuals and
also by various experts by using various techniques.

In this approach individual from various departments are brought together to spend two or
three days working on an individual or a group assignment similar too the ones theyd be
handling when promoted. All assess get an equal opportunity to show their talents and
capabilities and secure promotion based on merit. An assessment model is shown below.

Human Resource Accounting deals with cost of and contribution of human resource to
the organization. Cost of the employee includes cost of manpower planning recruitment,
selection, induction, placement, training, development, wages and benefits etc. employee
contribution is the money value of employee service which can be measured by labor
productivity or value added by human resources.

3) Human Resources Accounting:

Human resource accounting deals with cost and contribution of human resources to the
organization. Cost of the employee include cost of the man power and planning, recruitment,
selection, induction, placement, training, development , wages and benefits etc. employees
contribution is the money value of the employee service which can be measured by labor
productivity or value added by human resources.

4) Management by Objectives:

Although the concept or management by objectives was advanced by Peter F. Duckers


way back in 1954, it was described only recently as large range in performance appraisal.
Refinements brought out by George Odione, Valentines, Humble and others have enriched the
concept and made it more acceptable all over the globe as an MBO in their work settings. Some
of the companies which implemented MBO reported excellent results, others disappointments,
and many in decisions. Started briefly, MBO is a process whereby the superiors and subordinate
managers of an organization jointly identify its common goals, define each individuals major
areas of responsibility in terms of results excepted of him, and use these measures of guides for
operating the unit and assessing the contribution of its members. Generally, the unit and
assessing the contribution of its members. Generally the 1VIBO is undertaken along the
following lines.

1. The subordinate and superior jointly determine goals to be accomplished during the
appraisal period and what level of performance is necessary for the subordinate to
satisfactory achieve specific goals.
2. During the appraisal period the superior and subordinate update and later goals as
necessary due to changes in the business environment.
5) Psychological Appraisal:

Psychological appraisal are conducted to assess the employee potential, Psychological


appraisal consist of

a) In depth interviews
b) Psychological tests
c) Consultations and discussions with the employee
d) Discussion with the superiors sub ordinates and peers.
e) Reviews of others evaluations.

Evaluation is conducted in the areas of

(a) employees intellectual abilities,

(b) Emotional stability,

(c) Motivational responses,

(d) Sociability,

(e) Employees ability to comprehend the vents, and

(f) Ability to foresee the future.

The psychological appraisal results are useful for decision making about

(i) employee placement,


(ii) career planning and development and
(iii) Training and development.

System of performance appraisal:

1. Establish performances standards.


2. Communicate standards/ expectations to employee.
3. Measure actual performance due to the environment influences.
4. Adjust the actual performance due to the environmental influences.
5. Compare the adjusted performances what that of others and previous.
6. Compare the actual performance with standards and find out deviations, if any.
7. Communicate the actual performance to the employee concerned.
8. Suggest changes in job analysis and standard, if necessary.
9. Follow-up performance appraisal report.

At the first stage, performance standards are established based on the job description and
job specification. The standard should be clear, objective and incorporate all the factors.

The second stage is to inform these standards to all the employees including appraisers.

The third stage is following the instructions given for appraisal, measurement of
employee performance by the appraisers through observations, interviews, records and reports.

Fourth stage is finding out the influence of various internal and external factors on actual
performance. The influence of these factors may be either inducing or hindering the employee
performance. The measured performance may be adjusted according to influence of external and
internal factory. The performance derived at this stage may be taken actual performance

Fifth stage is comparing the actual performance with that of other employees and
pervious performance of the employee and other. This given an idea where the employee to the
influence of external and internal factors. The performance derived at this stage may be taken
actual performance.

Sixth stage is comparing the actual performance with the standards and finding out
deviations. Deviations may be positive or negative. If employees performance is more than
standards, it is positive deviation and vice-versa is negative deviation.

Seventh stage is communicating, the actual performance of the employee and other
employees doing the same job and discuss with him about the reasons for the positive or negative
deviations from the pre-set standards as the case may be.
Eighth stage is suggestions necessary changes in standard in standards, job analysis, and
internal and external environment.

Ninth stage is follow-up of performance appraisal report. This stage includes guiding,
counseling, coaching and directing the employee or making arrangements for training and
development of the employee in order to ensure improved performance. If actual performance is
very poor and beyond the scope of improvement it is necessary to take steps for demotion or
retrenchment or any other suitable measure. Key elements of performance appraisal system are
presented in figure below.

6) 360 Degree Appraisal:

An appraisal made by top management, immediate superior, peers, subordinates, self and
customers is called 360 Degree Appraisal. Here, the performance of the employee or manager is
evaluated by six parties, including himself. So, he gets a feedback of his performance from
everyone around him. This method is very reliable because evaluation is done by many different
parties. These parties are in the best position to evaluate the employee or manager because they
are continuously interacting and working with him. This method is mostly used to evaluate the
performance of the employees. However, it is also used to evaluate other qualities such as talents,
behaviour, values, ethical standards, tempers, loyalty, etc.

360 degree appraisal was first developed by General Electric (GE), USA in 1992. Today
it is used by all major organisations. In India, it is used by Crompton Greaves, Wipro, Infosys,
Reliance Industries, etc.

Six Parties In 360 Degree Appraisal


The six parties involved in 360 degree appraisal are :-

1. Top Management:

The top management normally evaluates the middle level managers.


However, in a small organisation, they also evaluate the performance of the lower level
managers and senior employees.

2. Immediate Superior:

The immediate superior is in a very good position to evaluate the


performance of his subordinates. This is because they have direct and accurate information
about the work performance of their subordinates.
3. Peers / Co-workers:

Peer or colleagues also evaluate each other's performance. They work


continuously with each other, and they know each other's performance. Peer evaluation is
used mostly in cases where team work is important.

4. Subordinates:

The Subordinates can also evaluate the performance of his superior. Now-a-
days students are asked to evaluate the performance of their teachers.

5. Self Appraisal:

In the self-appraisal, a person evaluates his own performance. He should be


honest while evaluating himself. This results in self-development.

6. Customers:

Customers can also evaluate the performance of the employees who interacts
with them. This evaluation is best because it is objective. It is also given a lot of importance
because the customer is the most important person for the business. Organisations use
customer appraisals to improve the strengths and remove the weaknesses of their employees.

In addition to these six parties, appraisal can also be done by an Appraisal Panel. This panel
consists of 5 to 6 different types of members. Outside Consultants are also used for
conducting appraisals. In some cases, Personnel Department also conducts an appraisal of
employees and managers.

360 Degree Appraisal is becoming more popular because many parties are available for
evaluation. Therefore, there is no "bias" or "halo effect". Hence the evaluation will become
more realistic.
7) Counseling:

After the performance is appraised, the superior should inform the employee about the
level of his performance, the reason for the same, need for and the methods of improving the
performance. The superior should counsel the employee about his performance and the
methods of improving it.

Counseling is a planned, systematic intervention in the life of an individual who is


capable of choosing the goal and the direction of his development. Thus, the purpose of
counseling is to help the employee aware of his own performance, his strengths and
weakness, opportunities availabilities available for performance counseling can be done in the
form of performance interview by the superior.

The Post Appraisal Interview:

The post appraisal interview has been considered by most of the organizations, as well as
employees, as the most essential part of appraisal system. This interview provides the
employee the feedback information, and an opportunity to appraiser to explain the employee
his rating, the traits and behavior he has taken into consideration for appraisal etc.

It also gives the opportunity to employee to explain his views about the rates, standards or
goals, rating scale, internal and external environment causes for low level of performance, his
resource responsible for performance etc. further it helps both the parties to review standards,
set new standards based on the reality factors, and helps the appraiser to offer his suggestions,
help, guide and coach the employee for his advancement. Thus, the post appraisal interview is
designed to achieve the following objectives.

1. To let employees know where they stand.


2. To help employees do a better job by clarifying what is expected of them;
3. To plan opportunities for development and growth;
4. To strengthen the superior subordinate working relationship by developing a mutual
agreement of goals;
5. To provide an opportunity for employee to experience themselves on performance related
issues.

The post appraisal interview is most helpful to the employee as well as his superior.

Relating Performance Appraisal to Rewarding:

Management should recognize and performance. The forms of recognizing and rewarding
performance include:

(a) Private and public praise,

(b) Written commendation,

(c) Published commendation,

(d) Increased autonomy,

(e) Change in job title.

(f) Status symbol like office space, furnishings,

(g) Performance bonuses,

(h) Salary increases,

(i) Promotion in grade, or increase in responsibilities and

(j) Various forms of supplementary compensation. Mangers should match the rewards
both with performance and with the perception and needs of the employee.
8) Managerial Appraisal:

It is relatively easy to appraise the performance of technical or operative employees


compared to managerial personnel. This is because; the performance of

Operative employees can be measured quantitatively, whereas the performance of


managers cannot be determined quantitative terms. Harold Koontz has developed a concept of
managerial functions, viz., planning, organizing, leading motivating, staffing and controlling.
Performing a number of or series of activities can perform each of these functions. For example ,
performing staffing functions requires performing a series of activities like analyzing jobs of his
department, planning for human resources, deciding upon internal and external recruitment. Thus
each function and sub functions of manager are elaborated into a series of activities. The
checklist contain the questions in these areas is prepared with a five degree rating scale, i.e.,
externally poor performance, neither poor nor fair performance and externally fair performance.
Thus this technique measures the performance of managers in managing organizational
environment.

Rater errors:

Mistakes made by raters are a major source of problems in performance


appraisal. There is no simple way to completely eliminate these errors, but making raters aware
of them through training is helpful. Rater errors are based on the feelings and it has consequences
at the time of appraisal.

Varying standards

Problem: When a manager appraises (evaluates) his or her employees and the manager
uses different standards and expectations for employees who are performing similar jobs.
Example: A professor does not grade the exams of all students in the same standards,
sometimes it depends on the affection that the professor has towards others. This
affection will make professor give students higher or lower grades.
Solution: The rater must use the same standards and weights for every employee. The
manager should be able to show coherent arguments in order to explain the difference.
Therefore, it would be easier to know if it is done, because the employee has done a good
performance, or if it because the manager perception is distorted.

Recency Effects

Problem: When the manager, according only to the last performance, that has been quite
good, rates higher.
Example: When a professor gives the course grade based just in the performance of the
student, only in the last week.
Solution: In order to avoid that, the manager should use some methods as documenting
both in positive and negative aspects.

Primacy Effects

Problem: When the person who evaluates gives more weight according to information the
manager has received first.
Example: It could be a silly example. When we are watching a TV quiz and conquest
have to remember a list of things, they only remember the first ones. This is apply also in
remembering human performance.
Solution: performance. When manager has to take some decision, is better not to do it
according to what he or she remembers. It is better to based on real actions that has
happened and are recorded.

Central Tendency

Problem: When the manager evaluate every employees within a narrow range, as the
average because he or she is dismissing the differences in the performance that employees
have done.
Example: When a professor because the average of the class tends to grade harder.
Therefore, if the performance of the class average is quite high, the professor will
evaluate them more high. In the contrary, if the average of the class is lower, he or she
would appraise lower.
Leniency

Problem: Rating of all employees are at the high end of the scale.
Example: When the professor tends to grade harder, because the average of the class.

Strictness

Problem: When a manager uses only the lower part of the scale to rate employees.
Example: When the professor tends to grade lower, because the average of the class.
Solution: try to focus more on the individual performance of every employee regardless
the average results.

Rater Bias

Problem: Raters when the manager rates according to his or her values and prejudices
which at the same time distort (distorsionar) the rating. Those differentiations can be
made due to the ethnic group, gender, age, religion, sex, appearance...
Example: Sometimes happen that a manager treats someone different, because he or she
thinks that the employee is homosexual.
Solution: If then, the examination is done by higher-level managers, this kind of
appraising can be corrected, because they are supposed to be more partial.

Halo Effect

Problem: When a manager rates an employee high on all items because of one
characteristic that he or she likes.
Example: If a worker has few absences but the supervisor has a good relationship with
that employee, the supervisor might give to the employee a high rating in all other areas
of work, in order to balance the rating. Sometimes it happens due to the emotional
dependability based on the good relationship they have.
Solution: Training raters to recognize the problem and differentiating the person with the
performance they do.
Horns Effect

Problem: This is the opposite to the Halo effect and Horns effect occurs when a manager
rates an employee low on all items because of one characteristic that he or she dislikes.
Example: If a worker does a good performance and in some resting times he or she loves
telling jokes, but his or her supervisor hates jokes, the supervisor might give to the
employee a lower rating in all other areas of work, because they do not have that
connection. Sometimes it happens when they do not have a close relationship and
managers do not like the person her/him-self.
Solution: Is the same as in the Halo Effect. Training raters to recognize the problem and
differentiating the person with the performance they do.

Contrast

Problem: The tendency to rate people relative to other people rather than to the individual
performance he or her is doing.
Example: At school, if you are sat down where all the chatty people are and you are silent
but you do not pay attention and you do not do your homework, because you are drawing;
when teacher gets angry with the group, you might be excluded of the bad behavior they
have just because you are silent; but not because you are doing a good performance.
Therefore, according to the group, you are not that chatty, but you are either doing the
proper performance. However the rater will only get the idea that your behavior is not as
bad as other, thus, you will be rate higher.
Solution: The rating should reflect the task requirement performance, not according to
other people attitude.

Similar-to-Me / Different-from-Me

Problem: Sometimes, ratters are influenced by some of the characteristics that people
show. Depending if those characteristics are similar or different to ratters' one, they would
be evaluated differently.
Example: A manager with higher education degree might give subordinates with higher
education degree a higher appraisal than those with only bachelors degrees.
Solution: Try to focus on the performance the employee is doing regardless the common
characteristic that you have

Sampling

Problem: When the rater evaluates the performance of an employee relying only on a
small percentage of the amount of work done.
Example: An employee has to do 100 reports. Then, the manager takes five of them to
check how the work has been made, and the manager finds mistakes in those five reports.
Therefore the manager will appraised the work of the employee as a "poor" one, without
having into account the other 95 reports that the manager has not seen, that have been
made correctly.
Solution: To follow the entire track of the performance, not just a little part of it.

We have been looking one by one the possible solutions to each of the situations, which
are also complicated to put into practice, thus here we have a general solution that could be apply
to all the possible rating errors. It is difficult to minimized rater errors, since we are humans and
we are not objective. Moreover, sometimes, we are not aware of our behavior of having
preferences towards people but there are some tools in order to have more objective information
as using available technology to track performances and record it which enables manager to have
some objective information about the process.

Importance of performance appraisal:

For many organizations the primary goal of an appraisal system is to improve individual
and organizational performance. There may be other goals, however. Infect, performance
appraisal data are potentially valuable for virtually every human resource functional area.

1. Performance appraisal is helpful in assessing a firms human resources data must be


available that describe the promo ability and potential of all employees.
2. A well designed appraisal system provides a profile of the organizations human resource
strengths and weakness to support this effort.
3. Performance evaluation rating may be helpful in predicting the Performance of job
applicants.
4. Performance appraisal will point out an employee specific need for training and
development.
5. Performance appraisal is useful in career planning and development.
6. Performance appraisal results provide a basis for rational decisions regarding
compensation programmers.
7. Performance appraisal data are also frequently used for decisions in several areas of
internal employee relations, including promotion, demotion, termination, lay-off, and
transfer.
8. Performance appraisal is useful in assessment of employee potential.
9. Performance appraisal can be used to determine whether HR programmers such as
selection, training, and transfers have been effective or not.

Вам также может понравиться