Introducing new appraisal systemPresentation Transcript
The process to be adopted is as follows:
Depends on the extent to which the new intended system is close to the already existing system. If it is totally different it should be slow step by step and carefully monitored.
Training of a few change agents within the org is crucial.
Change agents should have high credibility and should be drawn from mostly line jobs.
They should understand the system thoroughly and their commitment to it should be gained.
Training and seminars should be conducted for them.
In implementation the change agents play an important role by acting as facilitators, resource persons, trend setters etc.
Another strategy is strategy of experimentation. (try in some parts of the org)
A process of discussion in the entire org
Everyone is involved in the process of evolution.
Discussion could be dept.wise, unit wise and suggestions could be gathered.
Representatives of these units gather for a workshop and new system could be evolved.
Subsequently people could be trained to acquire the skills needed to effectively participate in the new system.
The format should consist of three forms.
The first format should be used for recording KPA’s, objectives, self assessment on KPA’s objectives and behavioural dimensions, performance analysis assessment by reporting officer, training needs and action plans.
The second form should be filled by the reporting officer identifying training needs.
The third is a summary from where ratings given by a reporting officer for all his employees are summarised.
Post orientation prog. Should be monitored by HR manager.
After that performance appraisal discussions and counselling sessions should be monitored.
Survey of Attitudes Performances Appraisals
After the Survey the Orientation program has to be conducted.
Program comprised of Case Discussion, Skill Practice Exercises, Role Plays, Feedbacks on Psychological Test and Films, were used in the training program.
Performance appraisal and counseling manuals developed by the authors, were used during this programs
During the session the trainees were encouraged to raise questions and later a manual was prepared clarifying that.
Training of Top Manager.
Appointment of Task forces.
Feedback on Performance Appraisal briefing for the Task Force.
Use of data from Appraisal Forms.
Joint Task Force meeting.
Top Level Involvement.
Transition Management and Stabilization
Appraisal Practices in some Asian Countries
Appraisal forms involved merely the filling out of confidential forms by supervisors.
Strength and weakness were communicated both side agree on the final assessment and joint action plans are drawn up to improve work effectiveness.
Lack of support from senior management for the design and implementation of appraisal system. They consider it unimportant.
Lack of coordination between personnel and other departments on appraisals.
Managers lack the training to participate in and use appraisals effectively.
Companies also use graphic rating scale.
They give high importance to the time, they appraise spends and developing their subordinates in terms of giving directions counseling and training. Appraises potential of their employees separetely.
Similar to situation like that in India. They moved from traditional trait based reports to more participative, responsibility, oriented and some what open system of appraisal.
They use for reward and salary administration.
Potential appraisal not done.
There is lots of defensiveness of employees on open appraisal system.
They also use MBO.
Use them for promotion and salary.
MBO, MIS, Begetting financing controls are used.
In Lenin guard Managerial appraisal is done by their subordinates.
They also use socio gram to determine where the manager needs improvement.
Making Performance Appraisal work
As long as human being are going to be assessed certain amount of subjectivity can never be eliminated.
Llly appraisees assess in the light of their own experiences, perceptions, understanding, insights, values and attitudes.
This results in differences in appraisers and appraisees.
In such organizations open systems will not be accepted.
The yardstick of goodness of appraisal system is the extent to which the personal expectations are met.