Performance Appraisal is a concept, started in the early 20th Century. It is the process of obtaining,
analyzing and recording information about an employee to evaluate and improve their performance.
It is evaluated in terms of Quality, Quantity, Time and Cost and also analyses the value that the employee adds to the goals of the organization. This appraisal system has started from 90-degree to
720-degree till date. Before introduction of 720-degree appraisal system, the companies were using 360-degree system. 720-degree Performance Appraisal is one of the most recently introduced concepts. As the name
suggests, 720-degree performance appraisal is an Integrated Method, where the employee’s
performance is evaluated from 360-degree (Management, Colleagues, Self and Customers) and
timely feedback is given.
The Essence of OD: An Exploration on Organization Development & Organization...Dr. Sukanta Mishra
In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, businesses undergo regular change, creating a need for continuous Organization Development.
Organization Development (OD) is an effort that focuses on improving an organization’s capability through the alignment of strategy, structure, people, rewards, metrics, and management processes. It is a science-backed, interdisciplinary field rooted in psychology, culture, innovation, social sciences, adult education, human resource management, change management, organization behavior, and research analysis and design, among others. Organization development involves an ongoing, systematic, long-range process of driving organizational effectiveness, solving problems, and improving organizational performance.
The Internal development in the organization is defined as Organizational Development (OD), which is a form of Planned Change & is a continuous / long-term program aimed at improving the viability of an organization by developing specific changes. This is usually done by collecting information or data. This information is used as a reference for improving the performance of an organization by increasing its efficiency and effectiveness.
The purpose of this study is to explore Organization Development, as evidence-based scientific approach which helps Organizations effective, adaptive to change by developing, improving and reinforcing the strategies, structures & processes.
Keywords: OD, Organization Development, Organizational Development.
720-Degree Performance Appraisal - The Most Recently Introduced Concept &An I...Dr. Sukanta Mishra
“Evaluate what you want - because what gets measured gets produced” ~ James A. Belasco
Performance Appraisal is a concept, started in the early 20th Century. It is the process of obtaining, analyzing and recording
information about an employee to evaluate and improve their performance. It is evaluated in terms of Quality, Quantity, Time
and Cost and also analyses the value that the employee adds to the goals of the organization. This appraisal system has started
from 90-degree to 720-degree till date. Before introduction of 720-degree appraisal system, the companies were using 360-
degree system.
A Study of Performance Appraisal and Dimensions of Organizational climate in ...paperpublications3
Abstract: The business organizations are attaching great importance to human resource because human resources are the biggest source of competitive advantage and have the capability of converting all the other resources in to product / service. The effective performance of this human resource depends on the type of HRD climate that prevails in the organization, if it is good the employee’s performance will be high but if it is average or poor than the performance will be low. The study of performance appraisal and HRD climate is very important for all the organization and the banking sector is not an exception, especially in the present situation of financial recession. The present study is an attempt to find out the importance of performance appraisal and the types of HRD climate that is prevailing in ICICI Bank and Punjab National Bank. The Researcher has also tried to find out the difference in the perception of the employees regarding performance appraisal and HRD climate on the basis of age, qualification and work experience. The researcher collected the data from the employees of the officer cadre of ICICI Bank and Punjab National Bank through a structured questionnaire. The data were analyzed using several statistical tools such as Chi-square test, Z test, Percentage, T test. The result shown that the HRD climate in ICICI Bank is better than the Punjab National Bank. The perception of the employees regarding appraisal system helps in identifying training needs do not differs significantly on the basis of work experience but it differs significantly on the basis of age and qualifications .The perception of the employees regarding kinds of appraisal preferred do not differs significantly on the basis of age and work experience but it differs significantly on the basis of qualifications.
Keyword:Appraisal system and HRD climate in ICICI Bank and PNB and employee’s satisfaction.
A Study of Performance Appraisal and Dimensions of Organizational climate in ...paperpublications3
Abstract: The business organizations are attaching great importance to human resource because human resources are the biggest source of competitive advantage and have the capability of converting all the other resources in to product / service. The effective performance of this human resource depends on the type of HRD climate that prevails in the organization, if it is good the employee’s performance will be high but if it is average or poor than the performance will be low. The study of performance appraisal and HRD climate is very important for all the organization and the banking sector is not an exception, especially in the present situation of financial recession. The present study is an attempt to find out the importance of performance appraisal and the types of HRD climate that is prevailing in ICICI Bank and Punjab National Bank. The Researcher has also tried to find out the difference in the perception of the employees regarding performance appraisal and HRD climate on the basis of age, qualification and work experience. The researcher collected the data from the employees of the officer cadre of ICICI Bank and Punjab National Bank through a structured questionnaire. The data were analyzed using several statistical tools such as Chi-square test, Z test, Percentage, T test. The result shown that the HRD climate in ICICI Bank is better than the Punjab National Bank. The perception of the employees regarding appraisal system helps in identifying training needs do not differs significantly on the basis of work experience but it differs significantly on the basis of age and qualifications .The perception of the employees regarding kinds of appraisal preferred do not differs significantly on the basis of age and work experience but it differs significantly on the basis of qualifications.
Quality of work life and Human resource Management in Business Process Manage...ijtsrd
Quality of work life plays an important role in the present global business environment to improve the organizational performance and excellence in terms of achieving profitability and productivity to reach the organizational goals. The work life is based on the Person's mentality and the psychological factors. Authors, people of organization, psychologists and also the management consultants agreed to give a 100% perfect definition based on their experience and observations. The happiness and behavior of the employees is measured by their way of life. The employees life style is determined with individual characteristics and individual characteristics of need pattern, tolerance of every issue in organization, work principles, values, abilities and skills of the employees. People behavior and work life balance usually varies from person to person. Reaching higher position will satisfy the mental urges. Engaging with the given work will also be helpful for balancing the personal life satisfaction. Organizational trainings and career development will be helpful to precise the quality of work life Appreciations, and Motivation, are the most important needs. It is important factor of work life status improvement. More recognition in job needs to be appreciated. Employees must be rewarded for his extra work Development and work skills. At the same time lethargic and lazy employees must be penalized. This will be helpful in motivating employees. Ms. Challa Madhavi | Dr. Nalini Bikkana"Quality of work life and Human resource Management in Business Process Management (BPM) Companies in India" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-2 , February 2017, URL: http://www.ijtsrd.com/papers/ijtsrd8288.pdf http://www.ijtsrd.com/management/business-ethics/8288/quality-of-work-life-and-human-resource-management-in-business-process-management-bpm-companies-in-india/ms-challa-madhavi
The Essence of OD: An Exploration on Organization Development & Organization...Dr. Sukanta Mishra
In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, businesses undergo regular change, creating a need for continuous Organization Development.
Organization Development (OD) is an effort that focuses on improving an organization’s capability through the alignment of strategy, structure, people, rewards, metrics, and management processes. It is a science-backed, interdisciplinary field rooted in psychology, culture, innovation, social sciences, adult education, human resource management, change management, organization behavior, and research analysis and design, among others. Organization development involves an ongoing, systematic, long-range process of driving organizational effectiveness, solving problems, and improving organizational performance.
The Internal development in the organization is defined as Organizational Development (OD), which is a form of Planned Change & is a continuous / long-term program aimed at improving the viability of an organization by developing specific changes. This is usually done by collecting information or data. This information is used as a reference for improving the performance of an organization by increasing its efficiency and effectiveness.
The purpose of this study is to explore Organization Development, as evidence-based scientific approach which helps Organizations effective, adaptive to change by developing, improving and reinforcing the strategies, structures & processes.
Keywords: OD, Organization Development, Organizational Development.
720-Degree Performance Appraisal - The Most Recently Introduced Concept &An I...Dr. Sukanta Mishra
“Evaluate what you want - because what gets measured gets produced” ~ James A. Belasco
Performance Appraisal is a concept, started in the early 20th Century. It is the process of obtaining, analyzing and recording
information about an employee to evaluate and improve their performance. It is evaluated in terms of Quality, Quantity, Time
and Cost and also analyses the value that the employee adds to the goals of the organization. This appraisal system has started
from 90-degree to 720-degree till date. Before introduction of 720-degree appraisal system, the companies were using 360-
degree system.
A Study of Performance Appraisal and Dimensions of Organizational climate in ...paperpublications3
Abstract: The business organizations are attaching great importance to human resource because human resources are the biggest source of competitive advantage and have the capability of converting all the other resources in to product / service. The effective performance of this human resource depends on the type of HRD climate that prevails in the organization, if it is good the employee’s performance will be high but if it is average or poor than the performance will be low. The study of performance appraisal and HRD climate is very important for all the organization and the banking sector is not an exception, especially in the present situation of financial recession. The present study is an attempt to find out the importance of performance appraisal and the types of HRD climate that is prevailing in ICICI Bank and Punjab National Bank. The Researcher has also tried to find out the difference in the perception of the employees regarding performance appraisal and HRD climate on the basis of age, qualification and work experience. The researcher collected the data from the employees of the officer cadre of ICICI Bank and Punjab National Bank through a structured questionnaire. The data were analyzed using several statistical tools such as Chi-square test, Z test, Percentage, T test. The result shown that the HRD climate in ICICI Bank is better than the Punjab National Bank. The perception of the employees regarding appraisal system helps in identifying training needs do not differs significantly on the basis of work experience but it differs significantly on the basis of age and qualifications .The perception of the employees regarding kinds of appraisal preferred do not differs significantly on the basis of age and work experience but it differs significantly on the basis of qualifications.
Keyword:Appraisal system and HRD climate in ICICI Bank and PNB and employee’s satisfaction.
A Study of Performance Appraisal and Dimensions of Organizational climate in ...paperpublications3
Abstract: The business organizations are attaching great importance to human resource because human resources are the biggest source of competitive advantage and have the capability of converting all the other resources in to product / service. The effective performance of this human resource depends on the type of HRD climate that prevails in the organization, if it is good the employee’s performance will be high but if it is average or poor than the performance will be low. The study of performance appraisal and HRD climate is very important for all the organization and the banking sector is not an exception, especially in the present situation of financial recession. The present study is an attempt to find out the importance of performance appraisal and the types of HRD climate that is prevailing in ICICI Bank and Punjab National Bank. The Researcher has also tried to find out the difference in the perception of the employees regarding performance appraisal and HRD climate on the basis of age, qualification and work experience. The researcher collected the data from the employees of the officer cadre of ICICI Bank and Punjab National Bank through a structured questionnaire. The data were analyzed using several statistical tools such as Chi-square test, Z test, Percentage, T test. The result shown that the HRD climate in ICICI Bank is better than the Punjab National Bank. The perception of the employees regarding appraisal system helps in identifying training needs do not differs significantly on the basis of work experience but it differs significantly on the basis of age and qualifications .The perception of the employees regarding kinds of appraisal preferred do not differs significantly on the basis of age and work experience but it differs significantly on the basis of qualifications.
Quality of work life and Human resource Management in Business Process Manage...ijtsrd
Quality of work life plays an important role in the present global business environment to improve the organizational performance and excellence in terms of achieving profitability and productivity to reach the organizational goals. The work life is based on the Person's mentality and the psychological factors. Authors, people of organization, psychologists and also the management consultants agreed to give a 100% perfect definition based on their experience and observations. The happiness and behavior of the employees is measured by their way of life. The employees life style is determined with individual characteristics and individual characteristics of need pattern, tolerance of every issue in organization, work principles, values, abilities and skills of the employees. People behavior and work life balance usually varies from person to person. Reaching higher position will satisfy the mental urges. Engaging with the given work will also be helpful for balancing the personal life satisfaction. Organizational trainings and career development will be helpful to precise the quality of work life Appreciations, and Motivation, are the most important needs. It is important factor of work life status improvement. More recognition in job needs to be appreciated. Employees must be rewarded for his extra work Development and work skills. At the same time lethargic and lazy employees must be penalized. This will be helpful in motivating employees. Ms. Challa Madhavi | Dr. Nalini Bikkana"Quality of work life and Human resource Management in Business Process Management (BPM) Companies in India" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-1 | Issue-2 , February 2017, URL: http://www.ijtsrd.com/papers/ijtsrd8288.pdf http://www.ijtsrd.com/management/business-ethics/8288/quality-of-work-life-and-human-resource-management-in-business-process-management-bpm-companies-in-india/ms-challa-madhavi
Why Catalant is So Focused on the Jobs to be DoneDavin Wilfrid
In a brief, high-energy talk at the Front End Innovation Conference in Boston, MA, Catalant Technologies co-founder Pat Petitti shared his thoughts on why large organizations struggle to get their most important work done, and how Catalant learned key lessons from its customers and how to focus on the jobs to be done.
1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
A Study on Effective Performance Appraisal System in Eid Parry Nellikuppamijtsrd
In this dynamic and ever exponentially changing global market, nothing can be measured with accuracy because business world made market attributes volatile. In the complex business world, human beings are the most valuable assets. Human resources attitude is also volatile as subject to many experiences and situations. In such scenario, one needs to measure how Human Resources perform for the purpose of reward, assessment and knowledge. The tools and techniques innovated for measuring human productivity and performance with respect to the required capability, intellect and experience is under an umbrella named Performance Appraisal System. No single Performance Appraisal System can assure the reliability of its results. Performance appraisal system can only be performed as impartial as possible by choosing the best fit method out of trending ones. Performance appraisal is a continuous process to monitor the actual performance of the employee i.e. the work done by the employees throughout the year. In this stage careful selection of the appropriate techniques of measurement such as personal observation, statistical reports, and written reports for measuring the performance is needed. This paper attempts to explain performance appraisal system followed in EID parry sugar company nellikuppam. Manoj Kumar. M | Rohini. S | Dhilip. S "A Study on Effective Performance Appraisal System in Eid Parry Nellikuppam" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29190.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/29190/a-study-on-effective-performance-appraisal-system-in-eid-parry-nellikuppam/manoj-kumar-m
In a global survey of 375 executives, The Economist Intelligence Unit explores how early adopters are using evidence to show connections between HR and business KPIs and opening doors to new processes and people strategies that impact the bottom line of the organisation.
Perspective Frame Work of Human Resource Practices and Policies in Private Se...ijtsrd
The motive of this study became to examine empirically if there are variations in the manner that HR policies and practices are carried out within the non public sectors of the organisation. The theoretical base of this research is anchored at the proposition that some HR policies and practices are always better than others and that each organization need to adopt those “High performance work practices.” In latest years, corporations inside the personal sectors have witnessed many adjustments of their environment. These pressures have driven organizations from non public sectors to constantly improve their overall performance. The authors focused on the macro stage of the company and its productivity. The hypotheses were tested using statistics describing human useful resource operation. On the opposite hand, non public quarter management emphasizes worker growth and pay for overall performance. Nevertheless, the authors also found evidence that the opposite quarter is “transferring” closer and towards the non public zone version with the aid of adopting “high performance work practices” to triumph over the turbulent surroundings and call for. This paper attempt to extract the facts to discover how the corporations in India dealing with HR issues and what sort of progressive rules and practices they are following to recruit and maintain their personnel and made them feel quality area to work and playing running and made the corporations inside the fantastic top of their personal subject of business. Reshma B | Prof. V Babu "Perspective Frame Work of Human Resource Practices and Policies in Private Sector" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd52124.pdf Paper URL: https://www.ijtsrd.com/other-scientific-research-area/other/52124/perspective-frame-work-of-human-resource-practices-and-policies-in-private-sector/reshma-b
Innovative Human Resource Practices In Indian Banks: A Study From Hr Manager’...IJERA Editor
Banking sector is one of the vital financial pillars of Indian economy. The liberalization policy has affected the
competitiveness of banks due to the global pressures resulting into combination of Human Resource
Management with business policies. The survey by Boston Consulting Group (BCG) and Indian Bank’s
Association (IBA) report that the Indian banking industry will face two upcoming challenges that is an
economically viable solution for financial inclusion and human resources framework in next one decade. While
the first challenge demands unusual innovation and experimentation, the second threatens to cripple the ability
of the largest segment of the banking industry from being able to innovate and stay competitive. The unique
complexities of the public sector make conventional HR solutions ineffective. The initiatives like “Pradhan
Mantri Jan-Dhan Yojana” by the Honourable Prime Minister of India, banks contribution in the financial
inclusion has boosted up, but the employee’s expectations from the industry have also arisen. This calls for a
need to innovate the earlier HR practices of the banks so that the employee productivity can be enhanced. This
paper aims to provide an insight to such innovations, related to Human Resource Management with the help of a
primary study based on the viewpoints of HR managers of six different Indian banks both from public and
private sector. These innovative HRM practices have been listed under seven different heads of HRM namely
recruitment & selection, training and development, performance management, compensation management,
career development, employee motivation and employee security. A few of the earlier studies have also been
referred for the final conclusions. The level of implementation of these innovations may not be satisfactory, yet
the implementation has been started and the favourable results in the productivity will make these banks feel
how important these are for their growth. It has been found that convergence of practices of new and innovative
HR areas will benefit the banks to become more competitive.
Jobs are important to individuals because they bring in lot of comforts and establish the status of an individual in society. Job analysis is a systematic and detailed examination of jobs. A written summary of tasks requirements for a particular job is called job description and a written summary of people requirements is called a job specification. Job analysis information is useful for a variety of organizational purposes ranging from workforce planning to career counseling.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
More Related Content
Similar to 720-degree Performance Appraisal - The Most Recently Introduced Concept in Performance Management System.pdf
Why Catalant is So Focused on the Jobs to be DoneDavin Wilfrid
In a brief, high-energy talk at the Front End Innovation Conference in Boston, MA, Catalant Technologies co-founder Pat Petitti shared his thoughts on why large organizations struggle to get their most important work done, and how Catalant learned key lessons from its customers and how to focus on the jobs to be done.
1
Human Resources
Strategic Planning
HRM 329
Week 2
people and planning…what a great combination
- anonymous
Claremont Graduate University
School of Behavioral and Organizational Sciences
Human Resources Management
Question for discussion:
“Why do business leaders not see HR as KEY to
today’s people strategies?”
Some say HR is being pulled in two different directions.
One part of the future is a function that is focused on
administrative and operational efficiency, and the other is an
emerging people management function that may reside in
the HR department or in business operations.
- Patrick Kiger
Workforce Magazine, May 2015
Do you agree or disagree with the above quote?
Why so?
Introduction
The focal point is between Strategic Management and
Strategic Human Resource Management.
The fundamental focus and key question is:
“How should firms
effectively manage people
to support a selected organizational strategy,
leading to a competitive advantage based upon
the contributions made by the organizational
participants.”
Introduction
Definition
Strategic Human Resource Planning (SHRP) is a synergistic, systematic
process intersecting strategic management and human
resource management to bring about effective and satisfied
Human Capital for one’s organization.
Process
The SHRP process is pivotal for understanding how a firm effectively
manages people, to support one’s organizational strategy, and create a
competitive advantage.
Strategic Human Resources
2
A Visual Model for Strategic Human Resource Planning
Customer Needs
Determining the Org Climate
Fulfilling Human Capital Needs
Acquiring Human Capital
On-boarding Human Capital
Developing Human Capital
Retaining Human Capital
Metrics/Assessment
Key Strategies - Objectives - Allocation of Resources
Products, Programs, Services
Vision, Mission & Values
The
S
H
R
P
P
rocess
What does my organization say and do that truly demonstrates
people are a vital asset to our organization?
Does my organization have a clear vision, mission and set of values? …culture?
Does my organization regularly conduct SWOT or other analysis to identify the
opportunities and issues inside and outside our organization?
Does my organization first, as a whole and departmentally, set regular goals that
are adhered to?
Does my organization display a managerial attitude that the HR department is a
“vital evil”, “gets in the way”, is administratively and functionally necessary or ?
What are examples of the managerial attitudes, comments and actions
that support my thoughts? THIS IS KEY and overrides “LIP SERVICE.”
What do I believe is the “human capital value determination”factor for my
organization on a scale of 1 though 10?
Determining the Organizational Climate Towards Your Human Capital
Climate Survey – ABC Company Partial Sample Ralph Stayer and Johnsonville Sausage – Strategy Thoughts
3
Johnsonville Sausage…WHO?
Evidence-base.
An Empirical Study of Human Capital Management and Employee Capabilitiesijtsrd
Human capital management HCM considers employees to be capital, which means that investing in them makes sense now will help the organization grow in the future. Human capital management assists company in hiring the right personnel. This will prevent from hiring employees that are unfit for the company. Workers abilities bring an organisation with an improvement in the forum. When workers progress to expand new abilities and develop on actual ones, this converts into enhanced growth and quality, secure climate company will cultivate the improvement over its challengers. The sensibility of a company is its capability to advance in feedback to consumer interest. Knowledgeable and proficient workers are more likely to feel more confident about their job position in the organisation because not only are they able to provide acquainted aid, they feel their point of view is appreciated.Employees skills, refinement, and involvement in an organisation are referred to as human capital. Because a talented workforce can lead to increased productivity, the talents have a monetary value. The human capital strategy recognises that not everyone possesses the same set of skills or experience. Also, the aspect of work can be enhanced by contributing to people’s discipline. This paper explores totally different aspects of human capital management and worker capabilities within the current state of affairs. Akriti Singh | Dr. Javed Alam "An Empirical Study of Human Capital Management and Employee Capabilities" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50318.pdf Paper URL: https://www.ijtsrd.com/management/other/50318/an-empirical-study-of-human-capital-management-and-employee-capabilities/akriti-singh
A Study on Effective Performance Appraisal System in Eid Parry Nellikuppamijtsrd
In this dynamic and ever exponentially changing global market, nothing can be measured with accuracy because business world made market attributes volatile. In the complex business world, human beings are the most valuable assets. Human resources attitude is also volatile as subject to many experiences and situations. In such scenario, one needs to measure how Human Resources perform for the purpose of reward, assessment and knowledge. The tools and techniques innovated for measuring human productivity and performance with respect to the required capability, intellect and experience is under an umbrella named Performance Appraisal System. No single Performance Appraisal System can assure the reliability of its results. Performance appraisal system can only be performed as impartial as possible by choosing the best fit method out of trending ones. Performance appraisal is a continuous process to monitor the actual performance of the employee i.e. the work done by the employees throughout the year. In this stage careful selection of the appropriate techniques of measurement such as personal observation, statistical reports, and written reports for measuring the performance is needed. This paper attempts to explain performance appraisal system followed in EID parry sugar company nellikuppam. Manoj Kumar. M | Rohini. S | Dhilip. S "A Study on Effective Performance Appraisal System in Eid Parry Nellikuppam" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29190.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/29190/a-study-on-effective-performance-appraisal-system-in-eid-parry-nellikuppam/manoj-kumar-m
In a global survey of 375 executives, The Economist Intelligence Unit explores how early adopters are using evidence to show connections between HR and business KPIs and opening doors to new processes and people strategies that impact the bottom line of the organisation.
Perspective Frame Work of Human Resource Practices and Policies in Private Se...ijtsrd
The motive of this study became to examine empirically if there are variations in the manner that HR policies and practices are carried out within the non public sectors of the organisation. The theoretical base of this research is anchored at the proposition that some HR policies and practices are always better than others and that each organization need to adopt those “High performance work practices.” In latest years, corporations inside the personal sectors have witnessed many adjustments of their environment. These pressures have driven organizations from non public sectors to constantly improve their overall performance. The authors focused on the macro stage of the company and its productivity. The hypotheses were tested using statistics describing human useful resource operation. On the opposite hand, non public quarter management emphasizes worker growth and pay for overall performance. Nevertheless, the authors also found evidence that the opposite quarter is “transferring” closer and towards the non public zone version with the aid of adopting “high performance work practices” to triumph over the turbulent surroundings and call for. This paper attempt to extract the facts to discover how the corporations in India dealing with HR issues and what sort of progressive rules and practices they are following to recruit and maintain their personnel and made them feel quality area to work and playing running and made the corporations inside the fantastic top of their personal subject of business. Reshma B | Prof. V Babu "Perspective Frame Work of Human Resource Practices and Policies in Private Sector" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-6 , October 2022, URL: https://www.ijtsrd.com/papers/ijtsrd52124.pdf Paper URL: https://www.ijtsrd.com/other-scientific-research-area/other/52124/perspective-frame-work-of-human-resource-practices-and-policies-in-private-sector/reshma-b
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Case Analysis - The Sky is the Limit | Principles of Management
720-degree Performance Appraisal - The Most Recently Introduced Concept in Performance Management System.pdf
1. Contents
A Few Thoughts
Feature Articles
1 Steel Marketing Strategy Trends
2 Digital Marketing Strategy
3 720-degree Performance Appraisal – The Most Recently Introduced Concept in
Performance Management System
4 Outsourcing HR Function : An Insight
5 Leveraging Technology for seamless delivery of superannuation benefits of pension and
mediclaim in SAIL
6 Reinventing Human Wellbeing for Business Transformation in the World of Artificial
Intelligence
7 HR Initiatives as enablers for Leading Team – The Bokaro Steel Plant Experience
Reader’s Forum
1 Unleashing the Youth Power : The New Plate Mill, RSP experience
Case Study
1 Curious Case of a Micro-Manager
Book Review
1 Public Procurement and Contract Administration
2 Making the Elephant Dance: The Turnaround story of SAIL
Article Digest
1 Identification of Energy Efficiency Trends in the Context of the Development of Industry 4.0
Using the polish Steel Sector as an Example
ह िंदी लेख
खुशिय ां और आनांद
Journal of the Management Training Institute, SAIL, Ranchi
AN ISO 9001 – 2015 institute
Vol 49. No. 2
Jul – Dec 2021
jul
2. ग्रोथ
Growth
Vol 49. No. 2,
Jul-Dec 2021
Chief Editor
Mrs Kamakshi Raman
Executive Director (HRD), MTI, SAIL
Editorial Board
Parsuram Shaw
CGM (HRD), MTI, SAIL
Atanu Mukherjee
GM I/c (Acad) MTI, SAIL
Saurabh Singh
GM (CHRD), MTI, SAIL
Ms Daisy Mala Hembrom
GM (CHRD) MTI, SAIL
For internal circulation only
The views expressed by the authors are their own
and do not reflect those of the management
3. Contents
A Few Thoughts
Feature Articles
1 Steel Marketing Strategy Trends R R Singh, M Y Hussain 1
2 Digital Marketing Strategy Ms. Shabnam Shadab 7
3 720-degree Performance Appraisal – The Most Recently Introduced
Concept in Performance Management System
Dr. Sukanta Mishra 12
4 Outsourcing HR Function : An Insight S K Singh 23
5 Leveraging Technology for seamless delivery of superannuation
benefits of pension and mediclaim in SAIL
R Ahmad Siddiqui 28
6 Reinventing Human Wellbeing for Business Transformation in the
World of Artificial Intelligence
J N Hembram 34
7 HR Initiatives as enablers for Leading Team – The Bokaro Steel Plant
Experience
Mukul Prasad 41
Reader’s Forum
1 Unleashing the Youth Power : The New Plate Mill, RSP experience Abhijit Patnayak 47
Case Study
1 Curious Case of a Micro-Manager S K Mallick 51
Book Review
1 Public Procurement and Contract Administration Vishwajeet Anand 57
2 Making the Elephant Dance: The Turnaround story of SAIL Ms D M Hembrom 60
Article Digest
1 Identification of Energy Efficiency Trends in the Context of the
Development of Industry 4.0 Using the polish Steel Sector as an
Example
Ms. Sneha Shraddha 63
ह िंदी लेख
1 खुशिय ां और आनांद इन्दर क
ु म र अचप्ल नी 66
G R O W T H
Vol 49. No. 2, July – December 2021
4. A Few Thoughts
प्रिय पाठक,
नमस्कार
Wishing you and your family a very happy and prosperous new year!
As we ring in the new year, settling down to normalcy after some very trying times for humanity, we are again
thrown the challenges that we all fought so valiantly. And, we are once again fighting it back, this time, more
prepared and alert. These times have shown that the desire to keep going and not giving up, discovering new
ways of doing things and rediscovering ourselves is the key differentiator between thriving and surviving.
This edition of GROWTH is an effort to capture this spirit of never giving up. Those who don’t give up are like
the Reeds in the Aesop Fable you must have heard of, which goes like this-“A mighty oak tree that was
uprooted by a gale and fell across a stream into some reeds, asked the reed- "How have you reeds, so frail,
survived, when I, so strong, have been felled?". "You were stubborn and wouldn't bend," replied the reeds,
"whereas we yield and allow the gale to pass harmlessly by." Likewise, although the structure of GROWTH
remains same, It has something for everyone on relevant topics in the form of articles, book digest, case
studies, article digests with concise and meaningful content.
The seven articles from various authors will give you insight on Marketing- Strategy and Digital marketing with
reference to Steel Market. Insights on Leadership, example of Technology enabled HR practices, Outsourcing
of HR practices, inputs on Human wellbeing for business transformation in time of AI & 720 degree
Performance appraisal. The Hindi Article on खुशिय िं और आिंनद is about life’s lessons and learnings. The
Reader’s Forum has contribution from one of our regular readers on his experience about leveraging the
potential of Youth at workplace. The Case Study featuring in this issues provides inputs on how to improve
people management skills and help create great teams that deliver results The Two Book digests look at two
divers things- One is the Story of Journey of Turnaround of SAIL and other is about Public Procurement and
Contract Administration. The Article digest looks at Energy Efficiency Trends in the Context of the Development
of Industry 4.0 with refence to Steel industry.
This addition of GROWTH will also have a mini collection of Knowledge bites from the Management Trainees
who have joined RSP. This complementary collection has write ups from the MTTs on Steel Industry, Personal
journey of growth as professionals, book reviews and knowledge pieces on few other organizations and
sustainability issues.
So options aplenty! Pick your subject of liking and learn something new!
As we look at 2022 with hope and positivity, we urge you to follow the new norms and stay safe.
Look forward to your valuable feedback and suggestions! Happy Reading! िुभक मन एिं
कामाक्षी रामन
कार्यपालक ननदेशक (मानव संसाधन नवकास )
5. 12
720-degree Performance Appraisal - The Most Recently Introduced Concept in Performance
Management System
*Dr. Sukanta Mishra
Abstract
ontinuous Improvement Requires Constant Measurement” -It is rightly said that,
“Encouraged people achieve the best; dominated people achieve second best; neglected
people achieve the least.”
Kazi (2020) revealed that, the performance appraisal is a periodic event to reflect and evaluate past
performance with the intent to identify strengths and weaknesses of an employee’s performance and
to identify the developmental goals. 720 Degree Performance Appraisal, is considered as an “all-
round” appraisal and is one of the most recently introduced concepts.
*(PhD in Commerce & Management), Department of Business Administration, North Orissa
University, Baripada. (India)
“C
Feature Article
It is
essential
for
improving
the overall
performan
ce of
employees.
“Evaluate what you want - because what gets measured gets produced” ~ James A. Belasco
Performance Appraisal is a concept, started in the early 20th Century. It is the process of obtaining,
analyzing and recording information about an employee to evaluate and improve their performance.
It is evaluated in terms of Quality, Quantity, Time and Cost and also analyses the value that the
employee adds to the goals of the organization. This appraisal system has started from 90-degree to
720-degree till date. Before introduction of 720-degree appraisal system, the companies were using
360-degree system.
720-degree Performance Appraisal is one of the most recently introduced concepts. As the name
suggests, 720-degree performance appraisal is an Integrated Method, where the employee’s
performance is evaluated from 360-degree (Management, Colleagues, Self and Customers) and
timely feedback is given.
INTRODUCTION
Several methods are used for evaluating this performance in different organizations and 720-degree
feedback performance appraisal is one of them which is considered an “all- round” appraisal. It is
the evaluation of the performance of an employee from all the aspects and the success of an
organization depends on the performance of the employees. It is essential for improving the overall
performance of employees.
It is introduced when employees’ performance is measured, analyzed and targets are set after the
first appraisal, then it is repeated again after a period of time to get a proper feedback and ensures
that employees of the organizations have achieved the target.
LITERATURE REVIEW
6. 13
Raj and Manjula (2019) revealed that
Performance Appraisal plays a vital role in any
organization human resource framework. 720
Degree Performance Appraisal, considered an
“all-round” appraisal and one of the most recently
introduced concepts. Performance Appraisal
being a vital part of any organization, has
undergone a lot of refinement, with the changing
needs and habits of both employer and employee.
Different work places provide different
challenges and opportunities to the employees
and employers and accordingly the performance
appraisal system also varies in different
workplaces (Naik, 2019). Sekhar (2019)
discovered that a systematic evaluation of the
performance of employees is very essential for an
organization to identify the irpotential.
Performance appraisal help san organization,
understanding the expectations of employees
from the organization and at the same time it is
also the responsibility of the Management to take
rational decision regarding salary hike,
promotion, job satisfaction, increasing morale of
employees which in turn improve their
performance. Elhalem and Dawood (2019)
mentioned that it is a recent tool that improves
and evaluates the performance of employees from
more than one side: manager, colleagues,
subordinates, customers and himself. It is
introduced when performance of employees is
measured, analyzed and targets are set after the
first appraisal, it is repeated again after a certain
period of time to get proper feedback. Their
research focuses that the possibility of applying
720-degree feedback as a new technique
indicates evaluating performance of
employees.
Chrisos (2019) mentioned in the HR Tech
Publication of Tech Funnel that, Performance
Management is an important part of the
responsibilities of any successful business.
According to the International Journal of
Multidisciplinary Research, a 720-degree
Performance Appraisal is when an employee is
appraised and the appraisal meeting is conducted
twice to ensure the efficient performance of the
employee. Employees sometimes feel
psychologically not empowered as most of the
management practices focus on mere
"Empowerment of employees" than
psychological empowerment. To be empowered
individual must "feel" empowered and hence
there is a need for better appraisal system to make
employees "feel" empowered (Sreenivas and
Koneru, 2019) Manimozhi and Pougajendy
(2019) mentioned that, Performance Appraisals
facilitate to develop people, improve structure
performance and feed into business designing.
The 720-degree appraisal system evaluates the
performance of employees based on 360 degrees.
It is the latest appraisal technique which associate
degreed activity to find the performance of a
worker, which is the most troublesome part of the
Performance Appraisal Method. This appraisal
system has started from 90-degree to the 720-
degree till date. Before this, the companies were
using 360-degree system. As the name suggests,
the 720-degree performance appraisal is one of
the recently introduced concept and an integrated
method where the employee’s performance is
evaluated from 360-degree and timely feedback is
given (Patil and Dalvi, 2019).
Lavanya and Kavitha (2018) mentioned that a
720-degree Performance Appraisal is basically a
360-degree appraisal twice and an evaluation of
an employee from all the aspects, giving timely
feedback to ensure that the employee is able to
achieve the set goals before next appraisal. This is
a vital tool as it is used to appraise the
performance of an employee from different
dimensions and help to overcome the barriers of
bias, prejudice and discrimination. Sundara
vadivel and Silam barasi (2018) revealed that,
Performance Appraisal plays a vital role in any
organization human resource framework. 720
Degree Performance Appraisal, considered an
7. 14
“all-round” appraisal and is one of the most
recently introduced concepts. As the name
suggest, 720 Degree is 360 Degree twice.
Since 720-degree performance appraisal has been
developed, the performance of the employees has
based on targets and can be measured in the first
appraisal then measured again after a given time
to ensure that they have worked efficiently and
achieved the given targets (Raghav, 2017). Gulati
and Gowtham (2017) clarified that performance
appraisal is important to determine whether the
employees are performing effectively or not. The
informal appraisals are evaluating the employee
from one side only just from the manager’s scope,
while formal appraisals are systematic
evaluations and organizations put to assess
performance of employees.
Hardeep (2017) also appended that it is a tool to
plan for the training and developing the
employees, and identifying their strengths and
weaknesses. Sujith (2017) revealed that 720-
degree performance appraisal is an integrated
method of performance appraisal where, the
performance of an employee is evaluated from
360-degree (Management, Colleagues, Self and
also Customers) and timely feedback is given and
again performance is evaluated based on the
targets that are set. Hence, 720-degree
performance appraisal can be stated as twice 360-
degree performance appraisal: once when the
appraisal is done and the targets are set and the
second where the feedback is given and the boss
gives tips to achieve the goals (Suman, 2017).
Rajeswari (2017) mentioned that, Men are the
most vibrant M in the 5(Five) Ms of Production
and Operations compared to Money, Machine,
Materials and Methods. The performance of all
other Ms are depended on the Men’s
Performance. In this scenario, the concept called
performance appraisal. As revealed by Gulati and
Garlapati (2017), Performance Appraisal plays a
vital role in any organization and the benefits
cover a wide range from managing individual
performances and group performances for
achieving organizational goals and objectives.
720 - Degree feedback is the most comprehensive
appraisal, which tries to help individuals to
understand how others perceive them, increase
communication, form better team environment &
support teamwork, conduct relevant training,
improve customer service and better career
development for employees (Chowhan, 2017)
Jency (2016) mentioned that, Performance
Appraisal plays a vital role in any organization.
and an important tool in the hands of Personnel
Management. 720 Degree Performance
Appraisal, considered an “all-round” appraisal
and one of the most recently introduced concepts.
As discovered by Raghav and Srivastava (2016),
“The 720-degree approach gives people a very
different view as leaders and individuals.” This
allows leaders to not only gain a variety of views
of their work roles but also of their lives outside
work.
Majid (2016) added that Performance Appraisalis
one of the most important Human Resources
Development (HRD) practices, which is
considered as a strategic competitive advantage to
consolidate the individual’s satisfaction level and
to raise employees’ productivity. Gupta and
Gupta (2016) clarified that there are many
associations who have tried formal appraisals to
conduct performance reviews. The essential
reason for that is to document employees’
performance, clarify and plan targets, get a
correlation with human resources decisions,
improve employees’ performance and finally
develop a platform for communication and
feedback. They also stated that though there are
many techniques to evaluate employees’
performance, associations must try to pursue 720-
degree performance appraisal one. Jency (2016)
stated that 720 degree comes from 360 degree -
done twice. Thus, the performance appraisal is
8. 15
done to evaluate the employees from all aspects
and gives feedback in correct time to sure that
employees have achieved the goals and targets
before next appraisal. Karkoulian, et al., (2016)
mentioned that nowadays, as a result of
developing market conditions, organizations get
its effective productivity from well- planned
human resources management.
George (2016) stated that employees nowadays
require continuous and regular evaluation,
training, motivation and feedback; this is because
they have been exposed to several internal and
external factors that affect their development and
growth. There are always some differences in
abilities and perceptions of employees, as the
quantity and quality of the same job can be done
differently by two persons. Thus, an excellent
way of organization performance is necessary to
be obtained and 720-degree performance
appraisal can do so.
Chetan and Pattnaik (2015) have defined 720-
degree performance appraisal as a new global
trend of evaluating employees, which gives
employees the ability to recognize how
themselves and others view their effectiveness at
work. According to Russell (2015) and Hemati
(2011) 720-degree performance appraisal is
comprehensive and reliable. Shaout and Yousif
(2014) stated that Performance Evaluation (PE) is
a key factor in improving the quality of work
input and inspires staffs to be more engaged.
Performance Appraisal System,an important
technique varies according to the nature of work
and designation within an organization and
considered as a continuous process to conserve
necessary information and correct decisions on
employees (Rani et al., 2014).
Shayo (2013) reported that in order to evaluate
employees’ performance and encourage them to
take correct decisions, organizations compete in
the market through its employees and this cannot
happen except effective performance appraisals.
As revealed by Toppo and Prusty (2012), the
Performance Appraisal and Performance
Management were one of the emerging issues
since last decade. Many organizations have
shifted from employee’s Performance Appraisal
System to employee’s Performance Management
System. Anupama, Mary and Dulababu (2011)
publicized that Performance Appraisal is the
process of obtaining, analyzing and recording
information about an employee to evaluate and
improve their performance. Hemati (2011) and
Shutters (2013) added that one side assessment is
not enough to evaluate the performance and will
lack reliability and accuracy. Oz and Seren
(2012) and Karkoulian, et al., (2016) concluded
that traditional ways of appraisal became not
sufficient, not fair enough, and create great
tensions between employers and employees.
Manawat (2017) has defined it as the most recent
form of assessment which has been presented
nowadays in the new economy associations.
Jency (2016), Sing and Vadivelu (2018) clarified
that it is a kind of double check of 360-degree
performance appraisal. Thus, it is pre and post
round feedback. According to Seniwoliba (2014)
and Singh (2015), performance appraisal is
defined as a system that measures, develops,
identifies and assesses the employees’
performance and ensures the achievements of
their goals and objectives effectively.
TECHNIQUES OF 720 DEGREE
PERFORMANCE APPRAISAL SYSTEM
Performance appraisals are classified into two
categories which are the traditional methods and
the modern ones.
1- TRADITIONAL METHODS: Gayathri
(2013) stated that the semethods are old ways
CONCEPT OF 720 DEGREE PERFORMANCE
APPRAISAL SYSTEM
9. 16
in evaluating employees and are based on
studying personal qualities such as: leadership,
loyalty, knowledge and judgment.
a- CHECKLIST METHOD: A Simple
Form is prepared that describes several
objectives of the organization, then evaluators
will check whether the employee has
possessed each item or not, then tick beside it
(Chugulu, 2014).
b- RANKING METHOD: Gayathri
(2013) clarified this method, by ranking all
employees and gradually putting them from
the best to the worst.
c- NARRATIVE ESSAYS: Gayathri
(2013) added that this way depends on
mentioning the strengths & weak points,
previous performance & suggestions for
employees’ improvement and this is done by
an evaluator.
d- PERFORMANCE TESTS AND
OBSERVATIONS: Singh (2015) explained
that this method is based on employees’ skills
or knowledge and can be done in a skills’
presentation or a written format.
e- FORCE DISTRIBUTION METHOD:
Sing and Vadivenlu (2016) stated that this
method is an old one which was widely used
by huge organizations and based on ranking
the employees into three categories which are
excellent, good and poor. It lacks
transparency as the employee does not know
or understand the process of his/ her
evaluation. Employees with top rank will be
put in the leadership development programs of
the organization.
2- MODERN METHODS: Shaout and Yousif
(2014) mentioned that the modern methods
were developed to consolidate the traditional
ones.
a- MANAGEMENT BY OBJECTIVES
(MBO): According to Singh (2015), this
method is to set several listed objectives by
managers & employees and then assess
employees’ performance regularly, and at last
reward them for achieving targets.
b- 360 DEGREE FEEDBACK: Alexandru and
Diana (2015) and Horng and Lin (2013)
stated that data collected about an employee
came from multiple sources of evaluations,
which can be obtained from supervisors, work
colleagues, sub-ordinates and clients.
Potocnik and Anderson (2012) clarified that
360-degree feedback is very important to
employees to know how they were perceived
by others at their working environment
andthis feedback is used to develop
employees personally and professionally.
c- PSYCHOLOGICAL APPRAISALS: It
takes several shapes to evaluate employees’
potential for future performance such as:in-
depth interviews, supervisors’ discussion, and
psychological tests, which are more focused
on personal characteristics of employees such
as: emotional, motivational, and intellectual
ones and theseaffect performance of
employees (Khanna and Sharma, 2014).
DIMENSIONS OF 720 DEGREE
PERFORMANCE APPRAISAL SYSTEM
The 720-degree performance appraisal has
two rounds feedback (pre and post) with 7
basic dimensions:
1- PRE-APPRAISAL FEEDBACK: Manawat
(2017) mentioned that this step is done
immediately after the appraisal is collected
from different people whom the employee
would interact. Thus, employee’s
performance is evaluated and then goals &
10. 17
targets are set. Accordingly, organizations
can apply suitable training for helping
employees to achieve the goals.
2- SELF- APPRAISAL: This step allows to
judge the performance of employee as he/she
is given a questionnaire to answer to have the
ability to evaluate himself/herself. This step
gives employees the opportunity to express
their strengths and weaknesses. (Manawat,
2017).
3- PEERS / COLLEAGUES APPRAISAL:
This is essential for employees to show their
ability to work in a team and to achieve the
goals of the organization (Ali, 2016).
4- CUSTOMER APPRAISAL: Ali, (2016)
added that this appraisal is done by
customers who were satisfied or not. It can
be done in written letters or online. It is very
important to review employees’ performance.
5- SUB- ORDINATES APPRAISAL: Si
(2017) clarified that this is important for an
organization to understand employees’
abilities such as: communication skills,
leadership, motivating abilities, and how they
handle responsibilities.
6- MANAGERS AND SUPERVISORS
APPRAISAL: Si (2017) added that there is
another evaluation which comes from their
supervisors at work.
7- POST APPRAISAL FEEDBACK:
According to Si (2017), this step makes 720-
degree performance better than 360-degree,
as the performance assessed is based on the
goals and targets in the pre appraisal step,
which helps employees to improve their
performance.
Figure1: Dimensions of 720-degree
Performance AppraisalSource: (Manawat,
2017)
IMPORTANCE OF 720 DEGREE
PERFORMANCE APPRAISAL SYSTEM
Sujith (2017) summarized the importance of this
appraisal because of being pre and post
feedback, so there is a given time to let
organizations set realistic targets and ensure that
employees have achieved targets before the
second appraisal, discovering the work potential
and also giving the chance to guide the
organization about the training required to
achieve the best performance.
Jency (2016) added that this appraisal enhances
transparency and fairness, reduces barriers like
prejudice, discrimination and bias, also let the
organization understands its employees’
expectations. Ali (2016) mentioned that it
assists in taking decisions related to salary
fixation, marketing, demotion and transfer.
Self
Managers
Peers
Customers
Sub-
ordinates
Pre-
feedback
Post-feedback
720-
Degree
Performa
nce
Appraisa
l
11. 18
Moreover, it helps in providing information to
determine employees’ deficiency in skills and
knowledge. George (2016) stated that the high
turnover of employees nowadays is mainly
because of the unhealthy relationship between
managers and employees.
Kaur (2013) and Al- Jammal (2015) clarified
that this appraisal can give better analysis and
can improve feedback of employees from
different aspects and dimensions. According to
Al-Jammal (2015), Aggarwal and Thakur
(2013) and Punnavanam (2017), this appraisal
obtains better service for the customers and
helps in developing better and co-operative
team work.
6.0 CONCLUSION
Many Management Experts feel that doing a
comprehensive 360 Degree Appraisal is not
complete in itself. They feel that an effective
procedure to measure improvements and receive
feedback is essential for success of any
appraisal. The 720 Degree evaluation is
emerging as a possible alternative appraisal
technique. Organizations are slowly but steadily
realizing the need for this new system, which is
better than the existing 360 Degree evaluation,
especially in terms of focus of the evaluation
and involvement of evaluators in the process.
720 Degree Appraisal System is a powerful
developmental tool. Many organizations are
beginning to realize that the skill base of their
executives and managers does not match the
requirements of a rapidly changing
environment. Without these critical
competencies, executives and managers are less
likely to be able to lead these organizations
towards successful implementation of strategic
changes.
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