This project will provide us light to the HR policies prevalent in government institute like BSNL. BSNL is a telecom provider serving in INDIA (both landline and cellular services).
This document discusses the characteristics of an effective performance appraisal system. It defines performance appraisal as a process by which an employee's job performance is evaluated against standards, the results are documented, and feedback is provided. Performance appraisals are used to determine training needs, promotions, demotions, retention, or termination. Key characteristics include being relevant to job performance, acceptable to all parties, practical and unambiguous, reliable and consistent, able to differentiate performance levels objectively, having clear objectives, valid and reliable data, well-defined performance criteria, economical and time efficient, and including follow-up discussions.
The document discusses performance appraisals, including their objectives, barriers, and technical difficulties. It notes that performance appraisals objectively assess individuals against benchmarks, and serve to identify needs, determine promotions/assignments, and reinforce organizational goals. Barriers include faulty assumptions by managers, psychological biases, and technical issues like unclear criteria and rating distortions.
The document discusses performance appraisals, which are systematic assessments of an employee's job performance and strengths/weaknesses. Performance appraisals have multiple purposes, including determining promotions, pay raises, training needs, and legal compliance. They involve establishing job expectations, designing an appraisal program, assessing performance through methods like rankings, checklists, and management by objectives, conducting performance reviews, and using the data for HR decisions. The goal is to provide feedback to employees and information to organizations about employee performance.
This document discusses various traditional and modern methods of performance appraisal. Some traditional methods discussed include the essay appraisal method, ranking method, paired comparison method, critical incident method, checklist method, and graphic ratings scale method. The forced distribution method is also discussed as another traditional approach. For each method, a brief overview is provided about how the appraisal is conducted.
The document outlines the objectives and key aspects of conducting performance evaluations for supervisors and mid-level managers. It discusses establishing clear goals and objectives, observing and documenting performance, providing ongoing feedback, using different evaluation models such as formal, 360-degree, or competency-based appraisals, rating performance in categories such as goals, duties, skills, and relationships, and ensuring supervisors and evaluators are properly trained in conducting effective evaluations. The overall purpose is to improve communication, measure and develop performance, and link evaluations to compensation, advancement, and retention decisions.
Performance appraisal (PA) is used to evaluate employee behavior and job performance both quantitatively and qualitatively. PA is used for compensation decisions like pay raises and promotions, as well as for training, development, and personal growth. The PA process involves establishing performance standards, measuring actual performance, comparing to standards, and taking corrective actions if needed. PA can appraise behaviors, objectives, and traits. Supervisors, peers, subordinates, and self-appraisals are common rating sources. Common individual PA methods include confidential reports, essays, critical incident techniques, checklists, graphic rating scales, and forced choice methods. Group methods include ranking, paired comparison, and forced distribution. Modern methods include human resource accounting, field reviews
This document discusses the characteristics of an effective performance appraisal system. It defines performance appraisal as a process by which an employee's job performance is evaluated against standards, the results are documented, and feedback is provided. Performance appraisals are used to determine training needs, promotions, demotions, retention, or termination. Key characteristics include being relevant to job performance, acceptable to all parties, practical and unambiguous, reliable and consistent, able to differentiate performance levels objectively, having clear objectives, valid and reliable data, well-defined performance criteria, economical and time efficient, and including follow-up discussions.
The document discusses performance appraisals, including their objectives, barriers, and technical difficulties. It notes that performance appraisals objectively assess individuals against benchmarks, and serve to identify needs, determine promotions/assignments, and reinforce organizational goals. Barriers include faulty assumptions by managers, psychological biases, and technical issues like unclear criteria and rating distortions.
The document discusses performance appraisals, which are systematic assessments of an employee's job performance and strengths/weaknesses. Performance appraisals have multiple purposes, including determining promotions, pay raises, training needs, and legal compliance. They involve establishing job expectations, designing an appraisal program, assessing performance through methods like rankings, checklists, and management by objectives, conducting performance reviews, and using the data for HR decisions. The goal is to provide feedback to employees and information to organizations about employee performance.
This document discusses various traditional and modern methods of performance appraisal. Some traditional methods discussed include the essay appraisal method, ranking method, paired comparison method, critical incident method, checklist method, and graphic ratings scale method. The forced distribution method is also discussed as another traditional approach. For each method, a brief overview is provided about how the appraisal is conducted.
The document outlines the objectives and key aspects of conducting performance evaluations for supervisors and mid-level managers. It discusses establishing clear goals and objectives, observing and documenting performance, providing ongoing feedback, using different evaluation models such as formal, 360-degree, or competency-based appraisals, rating performance in categories such as goals, duties, skills, and relationships, and ensuring supervisors and evaluators are properly trained in conducting effective evaluations. The overall purpose is to improve communication, measure and develop performance, and link evaluations to compensation, advancement, and retention decisions.
Performance appraisal (PA) is used to evaluate employee behavior and job performance both quantitatively and qualitatively. PA is used for compensation decisions like pay raises and promotions, as well as for training, development, and personal growth. The PA process involves establishing performance standards, measuring actual performance, comparing to standards, and taking corrective actions if needed. PA can appraise behaviors, objectives, and traits. Supervisors, peers, subordinates, and self-appraisals are common rating sources. Common individual PA methods include confidential reports, essays, critical incident techniques, checklists, graphic rating scales, and forced choice methods. Group methods include ranking, paired comparison, and forced distribution. Modern methods include human resource accounting, field reviews
This document discusses and compares past-oriented and future-oriented methods of performance appraisal. Past-oriented methods include rating scales, checklists, forced choice, forced distribution, critical incidents, behaviorally anchored scales, and confidential records. Future-oriented methods include management by objectives, psychological appraisals, assessment centers, 360 degree feedback, rating committees, and self-appraisal. Specific details are provided about how several of these methods are implemented.
The document discusses performance appraisal, which is defined as the systematic evaluation of an employee's performance by their superiors. It outlines the purposes of performance appraisal, which include determining salary increases, promotions, training needs, and providing feedback. It then describes various techniques used in performance appraisal, such as ranking, grading, forced distribution, and checklist methods. Common rating factors are also mentioned. The document concludes by noting objectives of job evaluation, which involves determining relative job worth and fixing compensation.
Tradition method of performance appraisaljairane355
The document discusses several traditional methods of performance appraisal, including rating scales, checklists, forced distribution, critical incident reports, essays, and cost accounting approaches. Rating scales involve rating traits like attitude and performance on a 1-10 scale. Checklists involve assessing employees based on yes/no questions. Forced distribution requires ranking employees into categories like excellent, good, poor based on comparisons to others.
This document outlines several uses of performance appraisals in organizations. Performance appraisals are used to: 1) provide feedback to improve employee performance; 2) determine compensation adjustments like pay raises and bonuses based on merit; and 3) make placement decisions for promotions, transfers, and demotions based on past or anticipated performance.
In this file, you can ref useful information about uses of performance appraisal such as uses of performance appraisal methods, uses of performance appraisal tips, uses of performance appraisal forms, uses of performance appraisal phrases … If you need more assistant for uses of performance appraisal, please leave your comment at the end of file.
This document provides information about performance appraisal. It discusses the objectives, process, methods, and errors of performance appraisal. It also covers topics like job evaluation, organizational strategies related to appraisal, psychological appraisal and assessment centers. Different analytical and non-analytical methods of job evaluation are described along with the process of employee classification. The document is presented by Group 3 and contains an outline and explanations of key areas regarding performance appraisal.
This document discusses various types of counseling, coaching, supervision, and problem-solving techniques used in employee monitoring and development. It describes performance counseling as focusing on an employee's overall tasks and behaviors during a period, rather than just specific problems. Positive, constructive, and developmental counseling are explained as well as counselor-centered vs. employee-centered approaches. The roles, rights, and responsibilities of supervisors are outlined. Coaching, mentoring, and problem-solving methods are also summarized.
This document provides an overview of various performance appraisal methods, including traditional methods like paired comparison, checklist, critical incident, and forced distribution, as well as modern methods like graphic scale, confidential report, field review, essay, 360 degree, management by objectives, assessment centers, and behaviorally anchored rating scales. It describes the process and key aspects of each method.
This document discusses performance appraisal, which is a formal, systematic process for evaluating employee job performance and productivity. It defines performance appraisal, outlines its characteristics and purposes for both employees and organizations. The document also covers the principles, criteria, approaches, process, methods and guidelines for effective performance appraisal. The overall aim is to measure how well employees are performing their jobs and help them improve.
3 appraisal and reward systems and human resouces managementCatarina Rocha
The document discusses performance appraisal and evaluation systems in human resource management. It describes several methods for evaluating employee performance, including narrative essays, graphical rating scales, behavioral checklists, critical incidents, and management by objectives. These methods can focus on individual behaviors and attributes through an absolute approach, or results through a relative approach by comparing employees. The document also discusses objectives of performance evaluations, factors to consider when selecting an evaluation method, and sources of performance assessments like self-evaluations, evaluations by supervisors, peers, and subordinates.
This document discusses performance appraisals, which are used to evaluate employees' performance and potential. It outlines the steps in conducting performance appraisals, including establishing standards, designing an appraisal program, appraising performance, conducting performance interviews, and using appraisal data appropriately. The objectives and benefits of performance appraisals are also summarized, such as helping employees improve, determining training needs, and identifying high and low performers. Finally, common methods for conducting appraisals are described at both the individual and group level.
This document discusses performance appraisals, which are formal evaluations of an employee's job performance and productivity. Performance appraisals are conducted periodically and assess employees against pre-established criteria and objectives. They provide information to make decisions around salary, promotion, training needs, and other career development factors. The document outlines the performance appraisal process, which involves establishing standards, measuring performance, comparing to standards, discussing with the employee, and initiating any corrective actions. It also discusses the advantages of performance appraisals for promotion decisions, compensation, and employee development.
This document outlines a presentation on performance appraisal. It begins with definitions of performance appraisal and management. It then discusses the importance of performance appraisal for making decisions around promotions, preventing grievances, and more. Key topics covered include objectives of appraisal, how the system is used, responsibilities, elements, steps, criteria, methods, qualities of good appraisal, and types of appraisal interviews. Factors that can distort appraisals are also addressed.
Performance appraisal means the systematic evaluation of the performance of an expert or his immediate superior. Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual's job. It indicates how well an individual is fulfilling the job demands.
An effective performance appraisal system aims to improve individual, team, and organizational performance while also assisting with administrative decisions regarding pay, transfers, or termination. It should utilize job-related criteria and performance expectations, ensure standardization and trained appraisers, and promote continuous open communication including performance reviews with due process. Common errors include halo/horn biases that generalize one positive or negative aspect to an entire evaluation, as well as leniency, strictness, and central tendency errors in ratings.
In this file, you can ref useful information about performance appraisal model such as performance appraisal model methods, performance appraisal model tips, performance appraisal model forms, performance appraisal model phrases … If you need more assistant for performance appraisal model, please leave your comment at the end of file.
The document discusses performance appraisal, which involves systematically evaluating an employee's work-related behavior and potential. It describes the key features of performance appraisal, including setting work standards, assessing performance against those standards, and providing feedback. The objectives are compensation, promotion, training, and personal growth decisions. Benefits include providing a basis for rewards systems and helping employees improve performance. The process involves establishing standards, measuring performance, comparing to standards, and discussing the appraisal.
This document discusses various methods of performance appraisal. It begins by defining performance appraisal as a method to evaluate an employee's performance in terms of quality, quantity, and cost. It then categorizes performance appraisal methods into traditional and modern methods. Some traditional methods discussed include rating scales, checklists, forced choice, critical incident reporting, and confidential reports. Modern methods discussed include management by objectives, 360-degree feedback, assessment centers, and psychological appraisal.
Performance Management and Performance Appraisalsminnoo
This document discusses performance management and performance appraisals. It defines performance as successfully accomplishing tasks through skills, knowledge and motivation. Performance management is establishing shared goals and developing employees to achieve organizational objectives. Key aspects of performance management include identifying, measuring, evaluating, improving and rewarding employee performance. Performance appraisals systematically evaluate employee performance against standards and provide feedback. They are used to provide rewards, training, determine potential and review performance. The document outlines the performance appraisal process and various appraisal techniques. It also discusses challenges in performance appraisals such as biases and ineffective practices.
The document discusses the objectives of performance appraisal, which include measuring an employee's progress toward company goals on an ongoing basis. It outlines several key performance indicators that can be measured, such as quantity, quality, timeliness, and cost-effectiveness. The document also describes various methods that can be used to assess performance, including manager appraisals, self-appraisals, peer appraisals, and critical incident reports.
Presentation on performance appraisal process and methodsSirjana Chhetri
Provides specific examples of behaviors that exemplify different
performance levels on the rating scale. This reduces subjectivity and
anchors evaluations in observable behaviors.
This document discusses and compares past-oriented and future-oriented methods of performance appraisal. Past-oriented methods include rating scales, checklists, forced choice, forced distribution, critical incidents, behaviorally anchored scales, and confidential records. Future-oriented methods include management by objectives, psychological appraisals, assessment centers, 360 degree feedback, rating committees, and self-appraisal. Specific details are provided about how several of these methods are implemented.
The document discusses performance appraisal, which is defined as the systematic evaluation of an employee's performance by their superiors. It outlines the purposes of performance appraisal, which include determining salary increases, promotions, training needs, and providing feedback. It then describes various techniques used in performance appraisal, such as ranking, grading, forced distribution, and checklist methods. Common rating factors are also mentioned. The document concludes by noting objectives of job evaluation, which involves determining relative job worth and fixing compensation.
Tradition method of performance appraisaljairane355
The document discusses several traditional methods of performance appraisal, including rating scales, checklists, forced distribution, critical incident reports, essays, and cost accounting approaches. Rating scales involve rating traits like attitude and performance on a 1-10 scale. Checklists involve assessing employees based on yes/no questions. Forced distribution requires ranking employees into categories like excellent, good, poor based on comparisons to others.
This document outlines several uses of performance appraisals in organizations. Performance appraisals are used to: 1) provide feedback to improve employee performance; 2) determine compensation adjustments like pay raises and bonuses based on merit; and 3) make placement decisions for promotions, transfers, and demotions based on past or anticipated performance.
In this file, you can ref useful information about uses of performance appraisal such as uses of performance appraisal methods, uses of performance appraisal tips, uses of performance appraisal forms, uses of performance appraisal phrases … If you need more assistant for uses of performance appraisal, please leave your comment at the end of file.
This document provides information about performance appraisal. It discusses the objectives, process, methods, and errors of performance appraisal. It also covers topics like job evaluation, organizational strategies related to appraisal, psychological appraisal and assessment centers. Different analytical and non-analytical methods of job evaluation are described along with the process of employee classification. The document is presented by Group 3 and contains an outline and explanations of key areas regarding performance appraisal.
This document discusses various types of counseling, coaching, supervision, and problem-solving techniques used in employee monitoring and development. It describes performance counseling as focusing on an employee's overall tasks and behaviors during a period, rather than just specific problems. Positive, constructive, and developmental counseling are explained as well as counselor-centered vs. employee-centered approaches. The roles, rights, and responsibilities of supervisors are outlined. Coaching, mentoring, and problem-solving methods are also summarized.
This document provides an overview of various performance appraisal methods, including traditional methods like paired comparison, checklist, critical incident, and forced distribution, as well as modern methods like graphic scale, confidential report, field review, essay, 360 degree, management by objectives, assessment centers, and behaviorally anchored rating scales. It describes the process and key aspects of each method.
This document discusses performance appraisal, which is a formal, systematic process for evaluating employee job performance and productivity. It defines performance appraisal, outlines its characteristics and purposes for both employees and organizations. The document also covers the principles, criteria, approaches, process, methods and guidelines for effective performance appraisal. The overall aim is to measure how well employees are performing their jobs and help them improve.
3 appraisal and reward systems and human resouces managementCatarina Rocha
The document discusses performance appraisal and evaluation systems in human resource management. It describes several methods for evaluating employee performance, including narrative essays, graphical rating scales, behavioral checklists, critical incidents, and management by objectives. These methods can focus on individual behaviors and attributes through an absolute approach, or results through a relative approach by comparing employees. The document also discusses objectives of performance evaluations, factors to consider when selecting an evaluation method, and sources of performance assessments like self-evaluations, evaluations by supervisors, peers, and subordinates.
This document discusses performance appraisals, which are used to evaluate employees' performance and potential. It outlines the steps in conducting performance appraisals, including establishing standards, designing an appraisal program, appraising performance, conducting performance interviews, and using appraisal data appropriately. The objectives and benefits of performance appraisals are also summarized, such as helping employees improve, determining training needs, and identifying high and low performers. Finally, common methods for conducting appraisals are described at both the individual and group level.
This document discusses performance appraisals, which are formal evaluations of an employee's job performance and productivity. Performance appraisals are conducted periodically and assess employees against pre-established criteria and objectives. They provide information to make decisions around salary, promotion, training needs, and other career development factors. The document outlines the performance appraisal process, which involves establishing standards, measuring performance, comparing to standards, discussing with the employee, and initiating any corrective actions. It also discusses the advantages of performance appraisals for promotion decisions, compensation, and employee development.
This document outlines a presentation on performance appraisal. It begins with definitions of performance appraisal and management. It then discusses the importance of performance appraisal for making decisions around promotions, preventing grievances, and more. Key topics covered include objectives of appraisal, how the system is used, responsibilities, elements, steps, criteria, methods, qualities of good appraisal, and types of appraisal interviews. Factors that can distort appraisals are also addressed.
Performance appraisal means the systematic evaluation of the performance of an expert or his immediate superior. Performance appraisal is a method of evaluating the behavior of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. Performance here refers to the degree of accomplishment of the tasks that make up an individual's job. It indicates how well an individual is fulfilling the job demands.
An effective performance appraisal system aims to improve individual, team, and organizational performance while also assisting with administrative decisions regarding pay, transfers, or termination. It should utilize job-related criteria and performance expectations, ensure standardization and trained appraisers, and promote continuous open communication including performance reviews with due process. Common errors include halo/horn biases that generalize one positive or negative aspect to an entire evaluation, as well as leniency, strictness, and central tendency errors in ratings.
In this file, you can ref useful information about performance appraisal model such as performance appraisal model methods, performance appraisal model tips, performance appraisal model forms, performance appraisal model phrases … If you need more assistant for performance appraisal model, please leave your comment at the end of file.
The document discusses performance appraisal, which involves systematically evaluating an employee's work-related behavior and potential. It describes the key features of performance appraisal, including setting work standards, assessing performance against those standards, and providing feedback. The objectives are compensation, promotion, training, and personal growth decisions. Benefits include providing a basis for rewards systems and helping employees improve performance. The process involves establishing standards, measuring performance, comparing to standards, and discussing the appraisal.
This document discusses various methods of performance appraisal. It begins by defining performance appraisal as a method to evaluate an employee's performance in terms of quality, quantity, and cost. It then categorizes performance appraisal methods into traditional and modern methods. Some traditional methods discussed include rating scales, checklists, forced choice, critical incident reporting, and confidential reports. Modern methods discussed include management by objectives, 360-degree feedback, assessment centers, and psychological appraisal.
Performance Management and Performance Appraisalsminnoo
This document discusses performance management and performance appraisals. It defines performance as successfully accomplishing tasks through skills, knowledge and motivation. Performance management is establishing shared goals and developing employees to achieve organizational objectives. Key aspects of performance management include identifying, measuring, evaluating, improving and rewarding employee performance. Performance appraisals systematically evaluate employee performance against standards and provide feedback. They are used to provide rewards, training, determine potential and review performance. The document outlines the performance appraisal process and various appraisal techniques. It also discusses challenges in performance appraisals such as biases and ineffective practices.
The document discusses the objectives of performance appraisal, which include measuring an employee's progress toward company goals on an ongoing basis. It outlines several key performance indicators that can be measured, such as quantity, quality, timeliness, and cost-effectiveness. The document also describes various methods that can be used to assess performance, including manager appraisals, self-appraisals, peer appraisals, and critical incident reports.
Presentation on performance appraisal process and methodsSirjana Chhetri
Provides specific examples of behaviors that exemplify different
performance levels on the rating scale. This reduces subjectivity and
anchors evaluations in observable behaviors.
In this file, you can ref useful information about performance appraisal checklist such as performance appraisal checklist methods, performance appraisal checklist tips, performance appraisal checklist forms, performance appraisal checklist phrases … If you need more assistant for performance appraisal checklist, please leave your comment at the end of file.
This document provides an overview of performance appraisals and profitability analysis for businesses. It discusses various methods for conducting performance appraisals, including rating scales, checklists, forced choice, and behavioral anchored rating scales. It also outlines objectives of performance appraisals like promotions, training, and compensation reviews. The document then discusses techniques for analyzing profitability, like net profit margin, gross profit margin, and operating margin. Finally, it summarizes challenges faced by entrepreneurs like cash flow, hiring, time management, and self-doubt, providing strategies for addressing each challenge.
Performance appraisals are used to systematically evaluate employee performance and potential. They help with career development, goal setting, identifying strengths and weaknesses, and making administrative decisions. Effective appraisal methods benefit both employees and organizations by providing feedback, guiding improvement, and maximizing productivity. Regular reviews keep employees motivated to perform better over time.
This document discusses performance appraisals. It defines performance appraisals as the systematic evaluation of employee performance and abilities for growth. The objectives of appraisals are to determine compensation, identify strengths/weaknesses, provide feedback, and review training programs. Advantages include promoting employees, determining compensation, developing employees, validating selection processes, motivating employees, and improving communication. The document outlines the performance appraisal process and various methods used, such as rating scales, checklists, forced choice, and behavioral anchored rating scales. It also discusses future-oriented methods like management by objectives and 360-degree feedback. The document notes common problems with appraisals and how to appraise manager performance.
The document provides information about performance appraisal systems. It discusses:
- The key characteristics of performance appraisal including that it is a systematic, periodic and impartial process to evaluate employee performance on their current and future jobs.
- The types of performance appraisal systems including individual methods like annual reports and checklists, and multiple person methods like paired comparisons and 360 degree feedback.
- The objectives and scope of a study on the performance appraisal system at SIMCO Engineering, including understanding employee satisfaction and identifying factors to improve performance and the appraisal process.
- The limitations of the study including some employee hesitation and a limited sample size of 120 employees.
This document provides information about performance appraisal. It begins with definitions of performance appraisal and reasons for appraising employee performance such as for pay, promotion, retention, career planning, training, and correcting deficiencies. It then discusses the process of performance appraisal, including establishing standards, setting goals, measuring performance, comparing to standards, discussing with employees, and identifying actions. Next, it covers traditional appraisal methods like critical incidents, checklists, rating scales, forced choice, and ranking as well as modern methods like BARS, MBO, and 360 degree feedback. Finally, it notes a potential problem is having unclear performance standards.
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Performance appraisal involves systematically evaluating an employee's job performance and potential for future roles. It is meant to identify training needs, provide feedback, and inform personnel decisions. There are various methods for conducting performance appraisals, including traditional methods like essays, rankings, and checklists as well as more modern approaches like management by objectives and 360-degree feedback. Both the process and tools used should be designed, communicated, and implemented carefully to ensure fair and meaningful evaluations.
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The document discusses various aspects of visual merchandising for a store's exterior, including the importance of the store front appearance in attracting customers. It outlines different elements like signs, marquees, banners, awnings, landscaping, and window displays that can be used in exterior design. Effective use of these elements can attract attention, communicate the business type, and invite customers inside through creating interest and a good first impression.
This pptx will enable us to know how to launch a new product in the market despite having parallel big cometitors. In doing this I have kept a watch on the STP of the product.
Category management is a retailing concept that breaks products into discrete groups ("categories") to be managed strategically. It aims to improve sales and profits by treating each category as a business unit. Spencer's Retail uses category management by collecting data at the store and strategic level to gain insights. Data is analyzed at the SKU, category, and store level to inform category visions, personalized experiences, and promotion optimization. This helps improve performance across the business.
In this power point presentation we will be highlighting on the auto expo's that are held as a promotional tool for any auto manufacturing organization to showcase their latest products in both B2B aswell as B2C platforms.
The document discusses various aspects of design management and retail merchandising. It defines key terms like window display and visual merchandising and explains their importance in retail. It discusses techniques used for window displays, in-store design, and effective advertising campaigns. It also covers topics like store planograms, merchandising philosophy, analysis for developing sales forecasts, and determining merchandise requirements. The overall document provides an overview of best practices and strategies for retail design, merchandising, and inventory planning.
After viewing this project one can understand how a FMCG company operates its finances. The ratio analysis of the firm showing how to calculate the profitability, sustainability, viability of a firm to operate its day to day business in a profitable zone.
This copy will provide us with the details of petro retailing of India with its current scenario in the national prospect as well as in global preferences.
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How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
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Your Guide To Finding The Perfect Part-Time JobSnapJob
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AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
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Performance appraisal --hr
1. PERFORMANCE APPRAISAL OF BSNL
Management Performance appraisal is a method of evaluating the evaluating the behavior
of employees Performance appraisal or merit rating is one of the oldest and most universal
practices of in the work spot, Normally including both the quantitative and qualitative aspects of
job performance.
Under performance appraisal, we evaluate not only the performance of a worker but also his
potential for development.
PURPOSE OF PERFORMANCE APPRAISAL
To create and maintain a satisfactory level of performance.
To provide information making decision for rewardingly of retrenchment etc.
To guide the job changes with the help to continuous ranking.
To contribute to the employee growth and development through training, self and
management development program.
2. To facilitate for testing and validating selection tests, interview techniques through
comparing these scores with performance appraisal ranks.
To facilitate fair and equitable compensation based on performance.
To help the superiors to have proper understanding about their subordinates.
WHAT SHOULD BE RATED
The seven criteria for assessing performance are:
1. Quality: The degree to which the process or result of carrying out an activity approach
perfection.
2. Quantity: The amount produce expressed in monetary terms number of units, or number of
completed activity cycles.
3. Timeliness: The degree to which an activity or an result produced.
4. Cost effectiveness: The degree to which the use of the organizations resources (e.g. human,
monetary, technological, material) is maximized.
5. Need for supervision: The degree to which a job performer can carry out job function
without supervisory assistance.
3. 6. Interpersonal impact: The degree to which performer promotes feeling of self – esteem,
goodwill and cooperation among co- workers and sub-ordinates.
7. Training: Need for training of improving his skills knowledge.
OBJECTIVE OF PERFORMANCE APPRAISAL
Generate adequate feedback and guidelines from the reporting officers to the employee.
Contribution to the growth and development of the employee through helping in realistic
goal setting.
Help identifying employees for the purpose of motivating, training and developing them.
Generate significant relevant, free and valid information about employees thus good
performance appraisal and review system should primarily focus on employee development.
4. 360 DEGREE PERFORMANCE APPRAISAL
Typical appraisers are: supervisors, peers, subordinates employees themselves users of
service and consultants. Performance appraisal by all these parties is called” 360 DEGREE
PERFORMANCE APPRAISAL”.
1. Supervisors:
Supervisors include superiors of the employee other superiors having knowledge about
the work of the employee and department head or manager. General practices is that
immediate superiors appraise the performance, hitch in turn reviewed by the departmental
head /manager.
2. Peers:-
Peer appraisal may be reliable if the work group is stable over a reasonably long period
of time and perform tasks that require integration.
3. Subordinates:-
The concept of having superiors rated by
Sub-ordinates is being used in most organizations today especially in developed countries.
Such a novel method can be useful in other organizational settings too provided the
relationship between superiors and subordinates are coordinal.
4. Self-Appraisal:-
In individuals understand the objective they are expected to achieve and the standard by
which they are to be evaluated, they are to a great extend in the best position to appraise
their own performance.
5. 5. Service Customers:-
Employee performance in service organization relating to behaviors, promptness, speed
in doing the job and accuracy, can be better judged by the customers or users of services.
6. Consultants:-
Sometimes consultants may be engaged for appraisal when employees or employers not
trust supervisor and management does not trust the self-appraisal a peer appraisal or subordinate
appraisal.
Performance Appraisal is a Nine-Step Process:-
At the First stage, performance standards are established based on 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.
6. The Third stage is following the instruction given for appraisal measurement of employee
performance by the appraisers through observations interview, records and reports.
The Fourth stage is finding out the influence of various internal and external factors on
actual performance.
The Fifth stage is comparing performance with that of other employee and previous
performance.
The Sixth stage is comparing the actual performance with the standards and finding out
deviations.
The Seventh stage is communicating, the actual performance of the employee and other
employees doing the same job and discuss with him the reasons for positive or negative
deviations from the preset standards as the case may be.
The Eighth stage is suggesting necessary changes in standards, job analysis internal and
external environment.
The Ninth stage is follow up performance appraisal report. This stage includes guiding,
counseling,coaching and directing the employee or making arrangements for the training
and development of the employee.
7. PROBLEMS OF PERFORMANCE APPRAISAL
The major problem in performance appraisal :-
Rating Biases:
The problem subjective measure (is that rating which is not verifiable by
others) has the opportunity for biases include:-
a) Halo effect
b) The error of central tendency
c) The leniency and strictness biases
d) Personal prejudice
e) The Recency effect
Halo Effect:
It is the tendency of the raters to defend excessively on the rating of one trait or
behavioral consideration in rating all other traits or behavioral consideration. One way
of minimizing the halo effect is appraising all the employee by one trait before going to
rate basis of another trait.
The Error Central Tendency:
Some raters follow play safe policy in-rating-by-rating all the employee on the
middle point of the rating scale and they avoid rating the people at both the extremes of
the scale. They fallow play safe policy because of -- answerability to management or
lack of knowledge about the job and person he is rating or least interest in his job.
8. The leniency and Strictness:
The leniency bias crops when some raters have an tendency to be liberal in their
rating by assigning higher rates consistently such rating do not serve any
purpose,equally damaging one who is assigning consistently low rates.
Personal Prejudice :
If the rater dislike any employee or any group, he may rate them low,which may
distort the rating purpose & affect the career of the particular employee.
The Recency Effect:
The raters generally remember the recent actions of the employee at the time of
rating and rate on the basis of this recent action.
1) Favorable or unfavorable rather than on the whole activities.
2) Failure of the superior in conducting performance appraisal and post performance
appraisal interview.
3) Most part of the appraisal is based on subjectivity.
4) Less reliability and validity of the performance appraisal technique.
5) Negative ratings affect interpersonal relations system.