Вы находитесь на странице: 1из 9

APPRAISING THE EMPLOYEES OF THE ORGANIZATION IS VERY IMPORTANT FOR THE SUCCESSFUL GROWTH OF ANY BUSINESS THEREFORE, HERE

I ANALYZE HOW ACE GROUP CARRIES THE PROCESS OF PERFORMANCE APPRAISAL IN THEIR COMPANY AND .

STUDY OF PERFORMANCE APPRAISAL SYSTEM 1. What type of performance appraisal you prefer? a. Annually b. Monthly c. Quarterly d. Half yearly

2. Are your seniors satisfied with your performance?

3. Are you satisfied with your performance?

4. If no do you think you can perform better?

5. Does Performance Appraisal help you in performing better?

6. Do you submit information timely to your superiors?

8. What actually comes as the reason for your bad performance? (if any)
a. b.

Personal Official

c. Environmental d. Other

9. Are you fully aware of the appraisal system followed in your company?

10. Is the company providing the employee with the training mention in the appraisal form?

10. Any suggestion to alter existing Performance Appraisal system of your company? How is feedback given on PA?

PROCESS OF PERFORMANCE APPRAISAL IN ACEThe process of performance appraisal: 1. 2. Establishing performance standards Communicating the Standards

3. Measuring Performance 4. Comparing the actual with the standards 5. Discussing the appraisal 6.Taking Corrective Action

METHODOLOGY

Basically there are two types of performance appraisal done on the basis of post of the SAILs employee. They are:

1. Executive performance appraisal system 2. Non-executive performance appraisal system

EXECUTIVE PERFORMANCE APPRAISAL SYSTEM

This system is for performance appraisal for executives of the level E-0 to E-4 . The various steps involved are:

A)

Self Appraisal Performance Review & Planning I. Appraisee write his view over the actual achievement for the Key performance area / Task and Target assigned to him for the year. II. Comments on fulfillment of KPA / Task and Target are written by the Reporting Officer , taking account of time frame also. III. Special Jobs other than tasks given and normal routine work are written by appraisee.

B)

Performance Review Discussion I. Both appraisee and reporting officer sit together. II. Comment over Strengths and weaknesses and areas for development are written which is undersigned by both . III. Appraisee can help the reporting officer by giving examples which shows his strength or weakness. He also tell what training he want to undergo .

C)

Performance Assessment I. Rating between 1 to5 are given to the appraisee by the Reporting Officer and Reviewing Officer individually on the basis of Performance Factors and Potential Factors. Performance Factors :Quantity of output

Quality of output Cost control Job Knowledge and Skill Team spirit and Lateral Coordination Discipline Development & Quality of assessing subordinates Special Relevant factor

Potential Factors : Communication Initiative Commitment and sense of Responsibility Problem Analysis and Decision making Planning and Organizing Management of Human resources

II. Different weightage are given to each factor III. Final scores are calculated by multiplying rating and weightage .By adding these Total Factor Score is calculated. IV. Comments on Overall Performance And Potential are written by both Reporting and Reviewing Officers individually. D) Suggestions for Job Rotation and Job Enrichment I. Both reporting and reviewing officers appraisee should be transferred to employee is transferred so that he departments, or a worst performing improve his performance. write their suggestions whether the other department. Either a good can acquire knowledge of all the employee is transferred so as to

II. In some exceptional case Head of department give his comments on overall performance & potential of the employee.

E)

Final Assessment I. Total Factor Score by both Reporting and Reviewing officers is written and average is calculated. II. Final Grading between O / A / B / C is given . III. If Final Grade is C , indicate whether to promote or not to promote the appraisee. IV. If not to promote give reasons. V. Meeting with non-promotable appraisee.

NON-EXECUTIVE PERFORMANCE APPRAISAL SYSTEM

I.

Rating are given by both Reporting and Reviewing officers on the basis of performance of the appraisee depending upon factors: Performance on the Job Job Knowledge & skill Multi-skill Utilization Conduct & behavior

Punctuality & availability on job Innovativeness Cost & Quality Consciousness Initiative & Capacity to assume higher responsibility Housekeeping & safety consciousness

II. III. IV.

Weightage are given to various factors . Scores out of 100 are calculated by multiplying rating with weightage . O / A / B / C / C- Grades are given according to scores and attendance of the appraisee. If grade is C- , then appraisee is interviewed by the Head of Department.

V.

METHODS OF PEFORMANCE APPRAISAL

Ranking. - The term ranking has been used to describe an alternative method of performance appraisal where the supervisor has been asked to order his or her employees in terms of performance from highest to lowest.

Forced Choice Method. - This appraisal method has been developed to prevent evaluators from rating employees to high. Using this method, the evaluator has to select from a set of descriptive statements, statements that apply to the employee. The statements have been weighted and summed to at, effectiveness index.

Forced Distribution. - The term used to describe an appraisal system similar to grading on a curve. The evaluator had been asked to rate employees in some fixed distribution of categories. One way to do this has been to type the name of each employee on a card and ask the evaluators to sort the cards into piles corresponding to rating.

Paired Comparison. - The term used to describe an appraisal method for ranking employees. First, the names of the employees to be evaluated have been placed on separate sheets in a pre-determined order, so that each person has been compared with all other employees to be evaluated. The evaluator then checks the person he or she felt had been the better of the two on the criterion for each comparison. Typically the criterion has been the employees over all ability to do the present job. The number of times a person has been preferred is tallied, and the tally developed is an index of the number of preferences compared to the number being evaluated.

Graphic Rating Scale. - The term used to define the oldest and most widely used performance appraisal method. The evaluators are given a graph and asked to rate the employees on each of the characteristics. The number of characteristics can vary from one to one hundred. The rating can be a matrix of boxes for the evaluator to check off or a bar graph where the evaluator checked off a location relative to the evaluators rating.

Checklists. - The term used to define a set of adjectives or descriptive statements. If the rater believed the employee possessed a trait listed, the rater checked the item; if not, the rater left the item blank. rating score from the checklist equaled the number of checks.

Behavioral Anchored Rating Scales. - The term used to describe a performance rating that focused on specific behaviors or sets as indicators of effective or ineffective performance, rather than on broadly stated adjectives such as "average, above average, or below average". Other variations were:

Behavioral observation scales Behavioral expectations scales Numerically anchored rating scales

Critical Incident Technique. - The term used to describe a method of performance appraisal that made lists of statements of very effective and very ineffective behavior for employees. The lists have been combined into categories, which vary with the job. Once the categories had been developed and statements of effective and ineffective behavior had been provided, the evaluator prepared a log for each employee. During the evaluation period, the evaluator recorded examples of critical behaviors in each of the categories, and the log has been use to evaluate the employee at the end of the evaluation period.

Management by Objectives. - The management by objectives performance appraisal method has the supervisor and employee get together to set objectives in quantifiable terms. The appraisal method has worked to eliminate communication problems by the establishment of regular meetings, emphasizing results, and by being an ongoing process where new objectives have been established and old objectives had been modified as necessary in light of changed conditions.