how performence appraisal could be effective with reference to any organization in bangladesh?
TRANSCRIPT
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Presented To:Jasim Uddin (JDn)
Presented By:
Group-05
Submission date:8th March 2012
Research Topic:Critically DiscussHow Performence Appraisal Could
be Effective With Reference to any
organization in bangladesh.
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Performance Appraisal
2
Name #ID
Md. Imran Faruque Rashed 093 0873 030
Mohammad Muddassir Haque 091 0383 030
Mohammad Abdul karim. 092 0629 030
A.M. Nurul Huda 092 0285 030
Gazi Mitul Minhar 062 124 030
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3Table of Contents
Area Page
Introduction 4
Definition of PA 5
Characteristics of PA 6Meaning of PA 6
PA and Job analysis Relationship 6
Why PA is So Important? 7
Benefits of PA 9
Four Goals of PA 10
Objectives of PA 11
Process of PA 12
Who Will Appraise 14
Methods of PA 15
Traditional Methods 16-25Paired Comparison Graphic Rating Scale 16
Graphic Rating Scale 17
Forced Choice Description 19
Forced Distribution Method 20
Check Lists 21
Free Essay Method 22
Critical Incident 23
Group Appraisal 24
Field Review Method 25
Confidential Report 25
Rating Method 25
Modern Method 27-33
Assessment Centre 27
MBO 27
Human Asset Accounting 30
Behaviorally Anchored Rating Scale 31
360 Degree Feedback 33
Evaluator's Concern 35
Performance Appraisal In Reality 36
PE System for Unilliance Textile Ltd 37-46
Upper Level ofManagementEvaluation 38
Lower Level Management evaluation 46
Conclusion 48
Reference 49
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4INTRODUCTION:
Managing human resources in todays dynamic environment is becoming more and more
complex as well as important. Recognition of people as a valuable resource in
the organization has led to increase in trends in employee maintenance. Human Resource (or
personnel) management, in the sense of getting things done through people, is an essential part of
every managers responsibility, but many organizations find it advantageous to establish a
specialist division to provide an expert service dedicated to ensuring that the human resource
function is performed efficiently.
Once the employee has been selected, trained and motivated he is then apprised of his
performance. Performance appraisal is the steps where the management finds out how effective it
has been top communicated with the employee and rectify them.
Employee appraisal techniques are said to have been used for the first time in the First World
War when at the instance of Waller dill Scot the U.S army adopted man-to-man rating system for
evaluating military personnel. During the 1920-30 periods relational wage structures for hourly
paid workers were adopted in industrial units under this system the policy of giving grade wise
increments on the basis of merit were accepted. These early employee plans were called merit
rating program which continued up to the fifties however attention began to be devoted to the
performance appraisal of the technical professional and managerial personnel.
Performance Appraisal is the process of assessing the performance and progress of
an employee or a group of employees on a given job and his/their potential for future
development. It consists of all formal procedures used in the working organizations to evaluate
personalities, contributions and potentials of employees. Performance appraisal is the process of
obtaining, analyzing and recording information about the relative worth of an employee. The
focus of the performance appraisal is measuring and improving the actual performance of the
employee and also the future potential of the employee. Its aim is to measure what an employee
does.
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Performance Appraisal
5DEFINATION:
It is formal, structured system of measuring, evaluating job related behaviors and outcomes to
discover reasons of performance and how to perform effectively in future so that employee,
organization and society all benefits.
The term performance appraisal has defined by various authors, of these the widely accepted
definitions are as follows:
EDWIN B.FLIPPO defines performance appraisal as A systematic, periodic and as faras humanlypossible an impartial rating of an employees excellence in matters pertaining
to his present job and his potentialities for a better job.
DALE S.BEACH defines performance appraisal, as It is a systematic evaluation of theindividual with respect to hisperformance on the job and his potential for development.
According to M.W.CUMMINGS performance appraisal or merit rating attempts torecognize and reward the personal abilities that an individual brings to the job, measured
by the extent to which his output or quality of his work exceed the minimum that even
reasonably be expected for his basic rate of pay.
NEWSTROM, Says- It is the process of evaluating the performance of employees,sharing that information with them and searching for ways to improve their
performance.
So Performance Appraisal is the process of assessing the performance and progress of
an employee or a group of employees on a given job and his/their potential for future
development. It consists of all formal procedures used in working organizations and potential
of employees. Performance appraisal is generally done in systematic ways which are as
follows:
1. The supervisors measure the pay of employees and compare it with targets and plans.2. The supervisor analyses the factors behind work performances of employees.3. The employers are in position to guide the employees for a better performance.
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Performance Appraisal
6CHARACTERISTICS:
Performance appraisal is a process It is the systematic examination of the strengths and weakness of an employee in terms of
his job.
It is scientific and objective study. It is an ongoing and continuous process wherein theevaluations are arranged periodically according to a definite plan
The main purpose of Performance Appraisal is to secure information necessary formaking objective and correct decision for an employee aligning with the organizational
goal.
MEANING OF PERFORMANCE APPRISAL:
Performance Appraisals is the assessment of individuals performance in a systematic
way. It is a developmental tool used for all round development of the employee and the
organization. The performance is measured against such factors as job knowledge, quality
and quantity of output, initiative, leadership abilities, supervision, dependability, co-
operation, judgment, versatility and health. Assessment should be confined to past as well as
potential performance also. The second definition is more focused on behaviors as a part of
assessment because behaviors do affect job results.
PERFORMANCE APPRISAL AND JOB ANALYSIS RELATIONSHIP:
Job analysis, Performance appraisal and performance management are closely linked up.
There are some basic components of Performance management.
COMPANIES
STRATEGIES
GOALS
JOB ANALYSIS JOB GOALS &
STANDARDS
PERFORMANCE
APPRISAL
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7
Performance appraisal can easily uplift one companys overall performance. It is not a process
that happens once a year or every six months, but one that happens once a year. It is a part of the
performance management system. Company by applying this system can judge how well an
individual employee is doing his job against a set of criteria.
WHY PERFORMANCE APPRISAL IS SO IMPROTENT:
Performance appraisal is an important tool to improve organizational performance. It provides a
benchmark to organization for effective recruitment and selection. It appraises individual
performance but through this improvement in performance has been made automatically.
Training program is also improvedby it because when an employees strength and weaknesses is
identified than selection of training methods become easier for organization. So, these factors
increase importance of appraisal system in organizational improvement:
Validation of Selection Criteria
To establish the validity of selection devices, they must be correlated with some measure of job
performance. Therefore, a major purpose of performance appraisal is to provide information for
validating employee selection techniques.
Training Requirements
A careful evaluation of employee performance can uncover weaknesses or deficiencies in
knowledge, skills and abilities that once identified can be corrected through additional training.
Redesigning of training programs for new workers and retraining current workers to correct
Job Analysis Performance
Standards
Performance
Appraisals
Describe the work and
personnel requirement of
a particular job.
Translate job
requirements into levels
of acceptable or
unacceptable
performance
Describe the job relevant
strengths and
weaknesses of each
individual.
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8shortcomings. Performance appraisal can also be used to assess the worth of a training program
by determining whether job performance improved after the training period.
Employee Improvement
Performance appraisal programs should provide feedback to employees about their job
competence and their progress within the organization. This kind of information is crucial to
maintaining employee morale. Appraisals can also suggest how employees might change certain
behaviors or attitudes to improve their work efficiency. Workers have a right to know what is
expected of themwhat they are doing well, and how they might improve.
Pay, Promotion and other personnel decisions
In organizations, rewards are in the form of salary increases, bonuses, promotions and transfers
to positions providing greater opportunity for advancement. To maintain employee initiative and
morale, these challenges in status cannot depend on a supervisors personal bias but must be
based on a systematic evaluation of employee worth. Performance appraisals provide the
foundation for these decisions and also help to identify those employees with the potential and
talent for contributing to the companys growth and expansion.
Motivation:
Performance appraisal serves as a motivation tool. Through evaluating performance ofemployees, a persons efficiency can be determined if the targets are achieved. This very well
motivates a person for better job and helps him to improve his performance in the future.
Communication:
For an organization, effective communication between employees and employers is very
important. Through performance appraisal, communication can be sought for in the following
ways:
Through performance appraisal, the employers can understand and accept skills ofsubordinates.
The subordinates can also understand and create a trust and confidence in superiors. It also helps in maintaining cordial and congenial labor management relationship. It develops the spirit of work and boosts the morale of employees.
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Performance Appraisal
9The benefits of the appraisal are as follows:
Benefits for the individual:
Understanding more clearly how and where they fit in within the wider picture
Getting an insight into how their performance is perceived
Improving understanding of their strengths and weaknesses and developmental needs
Identifying ways in which they can improve performance
Providing an opportunity to discuss and clarify developmental and training needs
Benefits to the line manager/supervisor/team leader:
An opportunity to identify any potential difficulties or weaknesses
An improved understanding of the resources available
An opportunity to plan for and set objectives for the next period
An opportunity to motivate members of the team.
Benefits to the organization:
A structured means of identifying and assessing potential
Up-to-date information regarding the expectations and aspirations of employees
Information on which to base decisions about promotions and motivation
An opportunity to review succession planning
Information about training needs which can act as a basis for developing training plans.
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10FOUR GOALS OF PERFORMANCE APPRISAL:
General Goals Specific Goals
Developmental Use Individual needs
Performance feedback
Transfers and Placements
Strengths and Development needs
Administrative Decisions / Uses Salary
Promotion
Retention / Termination
Recognition
Lay offs
Poor Performers identification
Organizational Maintenance HR PlanningTraining Needs
Organizational Goal achievementsGoal Identification
HR Systems Evaluation
Reinforcement of organizational needs
Documentation Validation Research
For HR Decisions
Legal Requirements
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11OBJECCTIVE OF PARFORMENCE APPRISAL:
The main objectives of performance appraisal are:
1. To enable an organization to maintain inventory of the number and quality of allmanagers and to identify and meet their training needs and Aspiration.
2. To determine increments and to provide a reliable index for promotions and transfer togreater responsibility.
3. To maintain individual and group development by informing the employees of theirperformance standard.
4. To suggest ways of improving employees performance when he is not found to be up tothe mark.
5. To provide feedback to employees so that they can know now where they stand and canimprove their job performance.
6. To provide a valid database for personnel decisions concerning placements, pay,promotion, transfer, punishment, etc.
7. To diagnose the strengths and weaknesses of individuals so as to identify further trainingneeds.
8. To provide coaching, counseling, career planning and motivation to subordinates.
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12PROCESS OF PEFORMENCE APPRISAL:
Six certain stages while evaluating the performance of an individual mostly they consider certain
factors relating to the job and their behavior in the organization.
The following stages in the process of performance appraisal system:
STEP1: Setting Performance Standards:
The appraisal process begins with the setting up of criteria to be used for appraising the
performance of employees. The criteria are specified with the help of job analysis which reveals
the content of a job. This criteria should be clear, objective and in writing. It should be discussed
Setting
Performance
Standards
ommunicating standers
Measuring
Performance
PERFORMANC
E APPRISALComparing Standards
DiscussingResultsTaking corrective
Standards
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13with supervisors to ensure that all the relevant factors have been included. Where the output can
be measured the criteria is clean. If work performance cannot be measured, the personal
characteristics, which contribute to employee performance, must be determined. These
characteristics include work quality, honesty and reliability, cooperation, teamwork, job
knowledge, initiative, leadership, safety consciousness, attendance, learning ability, adaptability,
judgment, sense of responsibility, health and physical condition, etc., these standards should be
indicated on the appraisal form. Appraisal forms should be carefully designed.
STEP2: Communicating Standards:
The performance standards specified in the first step are communicated and explained to the
employees so that they come to know what is expected of them. The standards should be
conveyed to the evaluators. The reactions of the employees to the standards should be obtained.If necessary the standards may be revised or modified in the light of feedback obtained from the
employees and the evaluators.
STEP3: Measuring Performance:
Once the performance standards are specified and accepted, the next stage is the
measurement of actual performance. This requires choosing the right technique of measurement,
identifying the internal and external factors influencing performance and collecting information
on results achieved. Personal observations, written reports and face-to-face contacts are the
means of collecting data on performance. The performance of different employees should be so
measured that it is comparable. What is measured is more important than how it is measured.
STEP4: Comparing Standards:
Actual performance is compared with the predetermined performance standards. Such
comparison will reveal the deviations, which may be positive or negative. Positive deviations
occur when actual performance exceeds the standards. On the other hand, excess of standard
performance over the actual performance represents negative deviation.
STEP5: Discussing Result:
To ensure that the appraisal is transparent and free from bias or subjectivity, discuss with
the concerned employees. The employees may raise his\her objections in case the appraisal is far
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14from reality. Free exchange of such information reduces not only the scope for subjectivity errors
in the process of appraisal but also may strengthen the morale and self-esteem of the employees.
When the appraisal is discussed with the employees it is likely that the employees may take it
positively or negatively. Particularly, where the appraisal is negative, the employee is to be
handled with a lot of care so that he does not get disillusioned.
STEP6: Taking Corrective Standards:
Identify and initiate the corrective action where necessary suitable corrective action
may be identified and initiated immediately. At times, this may yield only temporary results.
Immediate corrective action is often described as putting out fire . Most often, this may not be
the solution. It is necessary to identify the source of deviation and try to adjust the difference
permanently. This calls for corrective action for permanent results. Though it may be difficult ortime- consuming to go to the source of deviation, it saves time and resources tomorrow when the
problem may get bigger.
WHO WILL APPRAISE?
The performance supervisor is the right person to evaluate the performance of the
employee. It is because the supervisor monitors the progress of the employee on a day- to day
basis.
PEERS
Peers are those who are more knowledgeable about the job or work. They will tell whether the
performance of the employee is satisfactory or not by observing his/her Year long
accomplishments or activities.
SUBORDINATES
The subordinates access the performance of the manager and this is not very common in our
country, at least.
MANAGER BY HIMSELF OR HERSELF
This is called self-appraisal. The manager is encouraged to access his own performance and
forward this report to the management for necessary action.
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15USERS OF SERVICES:
Most of the times, the customers of the services are the real judges of the performance the
department. The personnel in the service department can be assessed based on the customer
satisfaction surveys.
CONSULTANTS
More often, an outside consultant is engaged for appraising the performance of the employee
at different levels. This method is preferred to overcome the problem of bias or subjectivity in
the process of appraisal.
METHODS OF PERFORMANCE APPRAISAL:
Several methods and techniques of appraisal are available for measuring theperformance of an employee. There are differed for various reasons. They are broadly
categorized into two categories.
Traditional Methods. Modern Methods.
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16Traditional Methods:
Paired Comparison Graphic Rating Scale:Graphic rating scales are one of the most common methods of performance appraisal. Graphic
rating scales require an evaluator to indicate on a scale the degree to which an employee
demonstrates a particular trait, behavior, or performance result. Rating forms are composed of a
number of scales, each relating to a certain job or performance-related dimension, such as job
knowledge, responsibility, or quality of work. Each scale is a continuum of scale points, or
anchors, which range from high to low, from good to poor, from most to least effective, and so
forth. Scales typically have from five to seven points, though they can have more or less.
Graphic rating scales may or may not define their scale points.
Acceptable rating scales should have the following characteristics:
a) Performance Dimensions should be clearly defined.b) Scales should be behaviorally based so that a rater is able to support all ratings with
objective, observable evidence.
c) Abstract trait names such as "loyalty," "honesty," and "integrity" should be avoidedunless they can be defined in terms of observable behaviors.
d) 4. Points, or anchors, on each scaled dimension should be brief, unambiguous, andrelevant to the dimension being rated. For example, in rating a person's flow of words, it
is preferable to use anchors such as "fluent," "easy," "unimpeded," "hesitant," and
"labored," rather than "excellent," "very good," "average," "below average," and "poor."
Carefully constructed graphic rating scales have a number of advantages:
a) Standardization of content permitting comparison of employees.b) Ease of development use and relatively low development and usage cost.c) Reasonably high rater and rate acceptance.
A disadvantage of such rating scales is that they are susceptible to rating errors which result in
inaccurate appraisals. Possible rating errors include halo effect, central tendency, severity, and
leniency. The halo effect occurs when a rating on one dimension of an appraisal instrument
substantially influences the ratings on other dimensions for the same employee. As a result of the
halo effect, an employee is rated about the same across all performance dimensions. Central
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17tendency is a lack of variation or difference among ratings of different subordinates, wherein
most employees tend to be rated as average. Leniency refers to an evaluator's tendency to rate
most employees very highly across performance dimensions, whereas severity refers to the
tendency to rate most employees quite harshly.
Paired Comparison Graphic Rating Scale
Graphic Rating Scales:This technique may not yield the depth of an essay appraisal, but it is more consistent and
reliable. Typically, a graphic scale assesses a person on the quality and quantity of his work (is
he outstanding, above average, average, or unsatisfactory) and on a variety of other factors that
vary with the job but usually include personal traits like reliability and cooperation. It may also
include specific performance items like oral and written communication. The graphic scale has
come under frequent attack, but remains the most widely used rating method. In a classic
comparison between the "old-fashioned" graphic scale and the much more sophisticated forced-
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18choice technique, the former proved to be fully as valid as the best of the forced-choice forms,
and better than most of them. (4) For many purposes there is no need to use anything more
complicated than a graphic scale supplemented by a few essay questions. Rating scales consists
of several numerical scales representing job related performance criterions such as dependability,
initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are derived.
Advantages Adaptability, easy to use, low cost, every type of job can be evaluated, large
number of employees covered, no formal training required.
DisadvantagesRaters biases
Graphic Rating Scales
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19 Forced Choice Description Method:
This technique was developed to reduce bias and establish objective standards of
comparison between individuals, but it does not involve the intervention of a third party.
Although there are many variations of this method, the most common one asks ratters to choosefrom among groups of statements those which best fit the individual being rated and those which
least fit him. The statements are then weighted or scored, very much the way a
Psychological test is scored. People with high scores are, by definition, the better employees;
those with low scores are the poorer ones. Since the ratter does not know what the scoring
weights for each statement are, in theory at least, he cannot play favorites. He simply describes
his people, and someone in the personnel department applies the scoring weights to determine
who gets the best rating.
The rationale behind this technique is difficult to fault. It is the same rationale used in developing
selection test batteries. In practice, however, the forced-choice method tends to irritate ratters,
who feel they are not being trusted. They want to say openly how they rate someone and not be
second-guessed or tricked into making "honest" appraisals.
Forced Choice method
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20 Forced Distribution Method:
This is a ranking technique where raters are required to allocate a certain percentage of rates to
certain categories (e.g.: superior, above average, average) or percentiles (e.g.: top 10 percent,
bottom 20 percent etc). Both the number of categories and percentage of employees to be allottedto each category are a function of performance appraisal design and format. The workers of
outstanding merit may be placed at top 10 percent of the scale; the rest may be placed as 20 %
good, 40 % outstanding, 20 % fair and 10 % fair.
Advantages of Forced Distribution
a. This method tends to eliminate raters biasb. By forcing the distribution according to pre-determined percentages, the problem
of making use of different raters with different scales is avoided.
Limitations of Forced Distribution
The limitation of using this method in salary administration, however, is that it may lead low
morale, low productivity and high absenteeism. Employees who feel that they are productive, but
find themselves in lower grade (than expected) feel frustrated and exhibit over a period of time
reluctance to work.
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21 Checks lists:
A checklist represents, in its simplest form, a set of objectives or descriptive statements about the
employee and his behavior. If the rater believes strongly that the employee possesses a particular
listed trait, he checks the item; otherwise, he leaves the item blank. A more recent variation ofthe checklist method is the weighted list. Under this, the value of each question may be weighted
equally or certain questions may be weighted more heavily than others. The following are some
of the sample questions in the checklist.
Is the employee really interested in the task assigned? Yes/No Is he respected by his colleagues (co-workers) Yes/No Does he give respect to his superiors? Yes/No
Does he follow instructions properly? Yes/No Does he make mistakes frequently? Yes/No
A rating score from the checklist helps the manager in evaluation of the performance of the
employee. The checklist method has a serious limitation. The rater may be biased in
distinguishing the positive and negative questions. He may assign biased weights to the
questions. Another limitation could be that this method is expensive and time consuming.
Finally, it becomes difficult for the manager to assemble, analyze and weigh a number of
statements about the employee's characteristics, contributions and behaviors. In spite of theselimitations, the checklist method is most frequently used in the employee's performance
evaluation.
Advantages of Checklists
Most frequently used method in evaluation of the employees performance.
Limitations of Checklists
a) This method is very expensive and time consuming.b) Rater may be biased in distinguishing the positive and negative questions.c) It becomes difficult for the manager to assemble, analyze and weigh a number of
statements about the employees characteristics, contributions and behaviors.
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22 Free Essay Method:
The essay method involves an evaluator's written report appraising an employee's performance,
usually in terms of job behaviors and/or results. The subject of an essay appraisal is often
justification of pay, promotion, or termination decisions, but essays can be used fordevelopmental purposes as well.
Since essay appraisals are to a large extent unstructured and open-ended, lack of standardization
is a major problem. The open-ended, unstructured nature of the essay appraisal makes it highly
susceptible to evaluator bias, which may in some cases be discriminatory. By not having to
report on all job-related behaviors or results, an evaluator may simply comment on those that
reflect favorably or unfavorably on an employee. This does not usually represent a true picture of
the employee or the job, and content validity of the method suffers in this method the rater writes
down the employee description in detail within a number of broad categories like, overall
impression of performance, promote ability of employee, existing capabilities and qualifications
of performing jobs, strengths and weaknesses and training needs of the employee. Advantage It
is extremely useful in filing information gaps about the employees that often occur in a better-
structured checklist. DisadvantagesIt its highly dependent upon the writing skills of rater and
most of them are not good writers. They may get confused success depends on the memory
power of raters.
Free Essay Method
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23 Critical Incidents Method:The approach is focused on certain critical behaviors of employee that makes all the
difference in the performance. Supervisors as and when they occur record such incidents.
Under this method, the manager prepares lists of statements of very effective and ineffectivebehavior of an employee. These critical incidents or events represent the outstanding or poor
behavior of employees or the job. The manager maintains logs of each employee, whereby he
periodically records critical incidents of the workers behavior. At the end of the rating period,
these recorded critical incidents are used in the evaluation of the workers performance.
Example of a good critical incident of a Customer Relations Officer is: March 12 - The
Officer patiently attended to a customers complaint. He was very polite and prompts in
attending the customers problem.
Advantages of Critical Incident techniques:
a) Evaluations are based on actual job behaviors.b) Ratings are supported by descriptions.c) This method provides an objective basis for conducting a thorough discussion of an
employees performance.
d) This method avoids recency bias (most recent incidents are too much emphasized)
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24Limitations of Critical Incident techniques:
a) Feedback may be too much and may appear to be punishmentb) Negative incidents may be more noticeable than positive incidents.c) The supervisors have a tendency to unload a series of complaints about the incidents
during an annual performance review sessions.
d) It results in very close supervision which may not be liked by an employee.e) The recording of incidents may be a chore for the manager concerned, who may be too
busy or may forget to do it.
Group Appraisal:Under this method employees are rated by a group, consisting of their superiors who have some
knowledge of their performance, the supervisor explains the group the nature of his subordinates
duties the group then discuss the standard of the performance of the job. The actual performance
of the employee is then matched or compared with the standard set.In this method, an employee
is appraised by a group of appraisers. This group consists of the immediate supervisor of the
employee, other supervisors who have close contact with the employee's work, manager or head
of the department and consultants. The head of the department or manager may be the Chairman
of the group and the immediate supervisor may act as the Coordinator for the group activities.
This group uses any one of multiple techniques discussed earlier. The immediate supervisor
enlightens other members about the job characteristics, demands, standards or performance, etc.
Then the group appraises the performance of the employee, compares the actual performance
with standards, finds out the deviations, discusses the reasons therefore, suggests ways for
improvement of performance, prepares an action plan, studies the need for change in the job
analysis and standards and recommends changes, if necessary.
Advantages:
a) This method eliminates personal biases to a large extent.b) This is through very simple and is devoid of any for its multiple judges.
Disadvantages:
It is very time consuming.
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25 Field Review Method:
This is an appraisal done by someone outside employees own department usually from
corporate or HR department. Where subjective performance measures are used, there is scope for
rater's biases influencing the evaluation process. To avoid this, some employees use the field
review method. In this method a trained, skilled representative of the HR department goes into
the field' and assists line supervisors with their ratings of their respective subordinates. The HR
specialist requests from the immediate supervisor specific information about the employees
performance. Based on this information, the expert prepares a report which is sent to the
supervisor for review, changes, approval and discussion with the employee who is being rated.
The ratings are done on standardized forms.
Advantages
a) Useful for managerial level promotions, when comparable information is neededb) This method eliminates ratersbiases to a large extent.
Disadvantage:
Outsider is generally not familiar with employees work environment, Observation of actual
behaviors not possible.
Field Rivew Method
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26 Confidential Report:
It is mostly used in government organizations. It is a descriptive report prepared, generally at the
end of every year, by the employee's immediate superior. The report highlights the strengths and
weaknesses of the subordinate. The report is not data based. The impressions of the superior
about the subordinate are merely recorded there. It does not offer any feedback to the appraise.
The appraise is not very sure about why his ratings have fallen despite his best efforts, why
others are rated high when compared to him, how to rectify his mistakes, if any; on what basis he
is going to be evaluated next year, etc. Since the report is generally not made public and hence
no feedback is available, the subjective analysis of the superior is likely to be hotly contested. In
recent years, due to pressure from courts and trade unions, the details of a negative confidential
report are given to the appraise.
Ranking Methods:Ranking methods compare one employee to another, resulting in an ordering of employees in
relation to one another. Rankings often result in overall assessments of employees, rather than in
specific judgments about a number of job components. Straight ranking requires an evaluator to
order a group of employees from best to worst overall or from most effective to least effective in
terms of a certain criterion. Alternative ranking makes the same demand, but the ranking process
must be done in a specified manner (for example, by first selecting the best employee in a group,
then the worst, then the second-best, then the second-worst, etc.).
Comparative evaluation systems such as ranking are rarely popular. No matter how close a group
of employees is in the level of their performance, and no matter how well they perform on the
job, some will rank high and some will end up at the bottom. Evaluators are often reluctant to
make such discriminations. Also, rankings are unable to compare employees across different
groups. For example, it is difficult to say whether the second-ranked employee in unit A is as
good as or better than the second-ranked employee in unit B. Despite the problems of ranking
methods, if an organization has a very limited number of promotions or dollars to allocate,
rankings can be very useful in differentiating among employees.
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27
Modern Methods:
Assessment Center:This method of appraising was first applied in German Army in 1930. Later business and
industrial houses started using this method. This is not a technique of performance appraisal by
itself. In fact it is a system or organization, where assessment of several individuals is done by
various experts using various techniques. In this approach individuals from various departments
are brought together to spend two or three days working on an individual or group assignment
similar to the ones they would be handling when promoted. Observers rank the performance of
each and every participant in order of merit. Since assessment centers are basically meant for
evaluating the potential of candidates to be considered for promotion, training or development,
they offer an excellent means for conducting evaluation processes in an objective way. All
assesses get an equal opportunity to show their talents and capabilities and secure promotion
based on merit. Since evaluators know the position requirements intimately and are trained to
perform the evaluation process in an objective manner, the performance ratings may find favor
with majority of the employees. A considerable amount of research evidence is available to
support the contention that people chosen by this method prove better than those chosen by other
methods. The center enables individuals working in low status departments to compete with
people from well-known departments and enlarge their promotion chances. Such opportunities,
when created on a regular basis, will go a long way in improving the morale of promising
candidates working in less important positions.
Management by Objectives:The use of management objectives was first widely advocated in the 1950s by the noted
management theorist Peter DRUCKER.MBO (management by objectives) methods of
performance appraisal are results-oriented. That is, they seek to measure employee performance
by examining the extent to which predetermined work objectives have been met. Usually the
objectives are established jointly by the supervisor and subordinate. Once an objective is agreed,
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28the employee is usually expected to self-audit; that is, to identify the skills needed to achieve the
objective. Typically they do not rely on others to locate and specify their strengths and
weaknesses. They are expected to monitor their own development and progress.
The term MBO almost always refers to a comprehensive organization-wide goal setting and
appraisal program that consist of six main steps:
1. Set the organizations goals: Establish organization-wide plan for next year and set goals.
2. Set departmental goals: Here department heads and their superiors jointly set goals for their
departments.
3. Discuss and allocate department goals: Department heads discuss the department's goals with
all subordinates in the department (often at a department-wide meeting) and ask them to develop
their own individual goals; in other words, how can each employee contribute to the department's
attaining its goals?
4. Define expected results (set individual goals): Here, department heads and their subordinates
set short-term performance targets.
5. Performance review and measure the results: Department heads compare actual performance
for each employee with expected results.
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296. Provide feedback: Department heads hold periodic performance review meetings with
subordinates to discuss and evaluate progress in achieving expected results.
Advantages
The MBO approach overcomes some of the problems that arise as a result of assuming that the
employee traits needed for job success can be reliably identified and measured.
Instead of assuming traits, the MBO method concentrates on actual outcomes.
If the employee meets or exceeds the set objectives, then he or she has demonstrated an
acceptable level of job performance. Employees are judged according to real outcomes, and not
on their potential for success, or on someone's subjective opinion of their abilities.
The guiding principle of the MBO approach is that direct results can be observed, whereas the
traits and attributes of employees (which may or may not contribute to performance) must be
guessed at or inferred.
The MBO method recognizes the fact that it is difficult to neatly dissect all the complex and
varied elements that go to make up employee performance.
MBO advocates claim that the performance of employees cannot be broken up into so many
constituent parts - as one might take apart an engine to study it. But put all the parts together and
the performence may be directly measured and observed. .
Disadvantages
MBO methods of performance appraisal can give employees a satisfying sense of autonomy and
achievement. But on the downside, they can lead to unrealistic expectations about what can and
cannot be reasonably accomplished.
Supervisors and subordinates must have very good "reality checking" skills to use MBO
appraisal methods. They will need these skills during the initial stage of objective setting, and for
the purposes of self-auditing and self-monitoring.
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30Unfortunately, research studies have shown repeatedly that human beings tend to lack the skills
needed to do their own "reality checking". Nor are these skills easily conveyed by training.
Reality itself is an intensely personal experience, prone to all forms of perceptual bias.
One of the strengths of the MBO method is the clarity of purpose that flows from a set of well-
articulated objectives. But this can be a source of weakness also. It has become very apparent
that the modern organization must be flexible to survive. Objectives, by their very nature, tend to
impose certain rigidity.
Of course, the obvious answer is to make the objectives more fluid and yielding. But the penalty
for fluidity is loss of clarity. Variable objectives may cause employee confusion. It is also
possible that fluid objectives may be distorted to disguise or justify failures in performance.
Human Asset Accounting:Human Resource Accounting (HRA) measures the cost and contribution of human resources in
the organization. The cost includes the cost of recruitment, selection, induction, training, salaries
and other facilities, etc. Contribution is the money value of the service of the employees. This
service is measured by labor productivity. If the contribution is more than the cost, then the
employee performance is positive and vice-versa.HRA is a sophisticated way to measure (in
financial terms) the effectiveness of personnel management activities and the use of people in an
organization. It is the process of accounting for people as an organizational resource. It tries to
place a value on organizational human resources as assets and not as expenses. The HRA process
shows the investment the organization makes in its people and how the value of these people
changes over time. The acquisition cost of employees is compared to the replacement cost from
time to time. The value of employees is increased by investments made by the company to
improve the quality of its human resources such as training, development skills acquired by
employees over a period of time through experience, etc. When qualified, competent people
leave an organization; the value of human assets goes down. In this method, employee
performance is evaluated in terms of costs and contributions of employees. Human resource
costs include expenditure incurred by the company in hiring, training, compensating and
developing people. The contributions of human resources are the money value of labor
productivity. The cost of human resources may be taken as the standard. Employee performance
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31can be measured in terms of employee contribution to the organization. Employee performance
can be taken as positive when contribution is more than the cost and performance can be viewed
as negative if cost is more than contribution. Positive performance can be measured in terms of
percentage of excess of employee contribution over the cost of employee. Similarly negative
performance can be calculated in terms of percentage of deficit in employee contribution
compared to the cost of employee. These percentages can be ranked to Zero Level' as shown in
the Table below.
Rank Rating Percentage of surplus/Deficit of
contribution to cost of employee
1. Extremely good performance Over 200
2. Good performance 150200
3. Slightly good performance 100150
4. Neither poor nor good 0100
5. Slightly poor performance 0
6. Poor performance 0 to (- 50)
7. Extremely poor performance (-50) to (-100)
An Example ofHuman Asset Accounting
Behaviorally Anchored Rating scales:Behaviorally anchored rating scales (BARS) are rating scales whose scale points are defined by
statements of effective and ineffective behaviors. They are said to be behaviorally anchored in
that the scales represent a continuum of descriptive statements of behaviors ranging from least to
most effective. An evaluator must indicate which behavior on each scale best describes an
employee's performance.Also known as the behavioral expectations scale, this method represents
the latest innovation in performance appraisal. It is a combination of the rating scale and critical
incident techniques of employee performance evaluation. The critical incidents serve as anchor
statements on a scale and the rating form usually contains six to eight specifically defined
performance dimensions. The following chart represents an example of a sales trainee's
competence and a behaviorally anchored rating scale.
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32BARS differ from other rating scales in that scale points are specifically defined behaviors. Also,
BARS are constructed by the evaluators oganization will use them.
How to construct BARS? Developing BARS follows a general format which combines
techniques employed in the critical incident method and weighted checklist ratings scales.
Step 1: Collect critical incidents: People with knowledge of the job to be probed, such as job
holders and supervisors, describe specific examples of effective and ineffective behavior related
to job performance.
Step 2:Identify performance dimensions: The people assigned the task of developing the
instrument cluster the incidents into a small set of key performance dimensions. Generally
between five and ten dimensions account for most of the performance. Examples ofperformance dimensions include technical competence, relationships with customers, handling of
paper work and meeting day-to-day deadlines. While developing varying levels of performance
for each dimension (anchors), specific examples of behavior should be used, this could later be
scaled in terms of good, average or below average performance.
Step 3:Reclassification of incidents: Another group of participants who are knowledgeable
about the job is instructed to retranslate or reclassify the critical incidents generated (in Step II)
previously. They are given the definition of job dimension and told to assign each criticalincident to the dimension that it best describes. At this stage, incidents for which there is not 75
per cent agreement are discarded as being too subjective.
Step 4:Assigning scale values to the incidents: Each incident is then rated on a one-to-seven or
one-to-nine scale with respect of how well it represents performance on the appropriate
dimension. A rating of one represents ineffective performance; the top scale value indicates very
effective performance. The second group of participants usually assigns the scale values. Means
and standard deviations are then calculated for the scale values assigned to each incident.
Typically incidents that have standard deviations of 1.50 or less (on a 7-point scale) are retained.
Step 5:Producing the final instrument: About six or seven incidents for each performance
dimensionall having met both the retranslating and standard deviation criteriawill be used as
behavioral anchors. The final BARS instrument consists of a series of vertical scales (one for
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33each dimension) anchored (or measured) by the final incidents. Each incident is positioned on
the scale according to its mean value.
Performance Points Behavior
Extremely good 7 Can expect trainee to make valuable suggestions for increasedsales and to have positive relationships with customers all
over the country.
Good 6 Can expect to initiate creative ideas for improved sales.
Above average 5 Can expect to keep in touch with the customers throughout the
year.
Average 4 Can manage, with difficulty, to deliver the goods in time.
Below average 3 Can expect to unload the trucks when asked by the supervisor.
Poor 2 Can expect to inform only a part of the customers.
Extremely poor 1 Can expect to take extended coffee breaks and roam aroundpurposelessly.
An Example of Behaviorally Anchored Rating Scale (BARS)
360 Degree Feedback:It is a technique which is systematic collection of performance data on an individual group,
derived from a number of stakeholders like immediate supervisors, team members, customers,
peers and self. In fact anyone who has useful information on how an employee does a job may be
one of the appraisers. This technique is highly useful in terms of broader perspective, greater
self-development and multi-source feedback is useful. 360-degree appraisals are useful to
measure inter-personal skills, customer satisfaction and team building skills. However on the
negative side, receiving feedback from multiple sources can be intimidating, threatening etc.
Multiple raters may be less adept at providing balanced and objective feedback.360 feedback is
one of the more common business improvement techniques used in modern organizations,
especially for building stronger teams. This annual performance appraisal method depends uponhaving a manager/appraiser interviewing peers, colleagues, supervisors and managers of the
person being appraised for feedback relating to the employee.
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34An employee is assessed based on technical elements as well as their behavior & character
throughout the time period. This level of subjectivity means that a broader range of assessments
feed into evaluating each employees performance.
Example: This performance appraisal method is popular in consultancy houses and companies
where individuals work on several different projects. Employees who move from project to
project wont have set supervisors for long periods of time so more rounded & all-inclusive types
of performance appraisal methods are required.
Benefits of this technique:
Does away with the danger of one bad appraisal affecting an employees promotionopportunities.
Highly effective for organizations where employees are involved in several projects,responsibilities or roles. Staff performance appraisal comments can come from several
managers and supervisors of your employee.
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35Managers commit mistakes while evaluating employees and their performance. Biases and
judgment errors of various kinds may spoil the performance appraisal process. Bias here refers to
inaccurate distortion of a measurement. These are:
1. First Impression (primacy effect): Raters form an overall impression about the rate onthe basis of some particular characteristics of the rate identified by them. The identified
qualities and features may not provide adequate base for appraisal.
2. Halo Effect: The individuals performance is completely appraised on the basis of aperceived positive quality, feature or trait. In other words this is the tendency to rate a
man uniformly high or low in other traits if he is extra-ordinarily high or low in one
particular trait. If a worker has few absences, his supervisor might give him a high rating
in all other areas of work.
3. Horn Effect:The individuals performance is completely appraised on the basis of anegative quality or feature perceived. This results in an overall lower rating than may be
warranted. He is not formally dressed up in the office. He may be casual at work too!
4. Excessive Stiffness or Lenience: Depending upon the raters own standards, values andphysical and mental makeup at the time of appraisal, rates may be rated very strictly or
leniently. Some of the managers are likely to take the line of least resistance and rate
people high, whereas others, by nature, believe in the tyranny of exact assessment,
considering more particularly the drawbacks of the individual and thus making the
assessment excessively severe. The leniency error can render a system ineffective. If
everyone is to be rated high, the system has not done anything to differentiate among the
employees.
5. Central Tendency: Appraisers rate all employees as average performers. That is, it is anattitude to rate people as neither high nor low and follow the middle path. For example, aprofessor, with a view to play it safe, might give a class grade near the equal to B,
regardless of the differences in individual performances.
6. Personal Biases: The way a supervisor feels about each of the individuals working underhim - whether he likes or dislikes them - as a tremendous effect on the rating of their
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36performances. Personal Bias can stem from various sources as a result of information
obtained from colleagues, considerations of faith and thinking, social and family
background and so on.
7. Spillover Effect: The present performance is evaluated much on the basis of pastperformance. The person who was a good performer in distant past is assured to be okay
at present also.
8. Recency Effect: Rating is influenced by the most recent behavior ignoring the commonlydemonstrated behaviors during the entire appraisal period.
Therefore while appraising performances; all the above biases should be avoided.
Performence appraisal In reality:UNILLIANCE Textile Limited
UNILLIANCE Textile is leading home fashion manufacturer based in Bangladesh. This is
vertically integrated throughout the manufacturing process with efficient infrastructure and
technological setup on 16 acres of land which is ran by different level of expertise on different
level of organization under the visionary and strategic leadership. The core vision or the mission
statement of the organization is,
Mission Statement: To be valued as one of the most progressive global companies inthe home fashion industry for its innovation, reliability, and responsibilities towards the
stake holders.
Values:Unilliance has some core values regarding their activities, employees and customers. In our
evaluation system we have implemented some strategies which can identify if the employees are
committed to these values or not. These values are,
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37 Innovations: Continues efforts to of research and development to bring innovations to the
product and solution.
Reliability: Constant improvement of infrastructure, technologies and business process togain reliability of the stake holders.
Responsibilities: Responsible and caring to the environment, society and economy alongwith responsible and ethical working attitudes with customers and other stakeholders.
Team Work: Working together as a team to developing partnership with customers andsuppliers to achieve long term objectives.
Progressive: At any level of the organization thinking progressively. Strategic:Strategic approach throughout the different level of the organization to be
competent and competitive to ensure profitability and sustainable growth of the business.
Performance Evaluation System for Unilliance Textile Limited:We have categorized two types of performance evaluation system for UnillianceTextile Limited.
One for the Upper level management which is a 360 degree evaluation done by the employee
himself, his/her colleagues and employees upper level supervisor and an adjective rating scale
base evaluation for the floor lever employees.
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38 Upper Level Management Evaluation:
For upper level we have divided the evaluation process into three different categories making it a
360 degree evaluation process. This evaluation process has been chosen to seek out every single
detail and by evaluating them choosing potential leaders inside the organization successfully.Every step of the process will be dependent on each other to minimize every possible error. The
three step process of upper level evaluation is,
Self-Evaluation Process Colleagues Evaluation Upper Level Supervisors Evaluation.
Self-Evaluation Process:Our self-evaluation process is targeted to know the employees of the organizations is meeting
with our core values which are innovations, reliability, responsibility, team work, progress and
strategy. It will be a two-step process: Weekly and Monthly. First step of the evaluation will be
based on selected employees weekly and Second phase will be based on those 4 weekly
evaluations and also concerning the core values of the organization which will notify employee
how committed he or she is to the organization.
Weekly Evaluation:The basic strategy we applied in weekly evaluation is we will provide a sheet of paper at the
beginning of every weak and suggest them to write down some objectives (related to his current
work and job position) employee is trying to achieve. The sheet will be provided to his
supervisor and he will write down the expected score he or she wants from the selected employee
(It is a part of the supervisors evaluation process). At the end of the weak the sheet will be again
provided to him and he will give score to his performance about the objectives he was able tofulfill in the given standards and will compare it with the standard his super visor is was
expecting from a week before and will giving reasons for his score. This process will give him or
her clear picture about his performance and capabilities. It can be used as a motivational tool
which will notify employee about his status and he or she will be forced from within to strive for
achieving the objectives with expected success.
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Performance Appraisal
39Performance Appraisal Form
EMPLOYEE INFORMATION (SELF)
WEEK 1 DATE:
Name of the Employee:
Department: Current Designation: Date of Joining::
Appraiser ( Self): Sign:
List the objectives you set out to achieve in the past week with the measures or standards agreed -
against each comment on achievement or otherwise, with reasons where appropriate. Score theperformance against each objective (1-4 = poor, 5-7 = satisfactory, 8-9 = good, 10= excellent):
Objective Measures
(Employees Score)
standard score (For
Supervisor)
comment
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40Monthly Final Evaluation:
This evaluation will be based on the 4 weekly evaluations and some questions which will notify
employee and the organization that the employee is committed to the core values of the
organization or not. The total scores employee achieved for the last 4 weeks will be providedwith the monthly evaluation sheet. A set of question has been designed to find out the
satisfaction, commitment to the job, forecasting power, visions, creativity, and problem solving
ability etc. of employee. A sample is given below.
Performance Appraisal Form
EMPLOYEE INFORMATION (SELF)
Month 1 Monthly Evaluation Form Date:Name of the Employee:
Department: Current Designation Date of Joining:
Appraiser ( Self) Sign
State your understanding of your main duties and
responsibilities.
Has the past month been for you?
Satisfactory Dissatisfactory Neutral Otherwise.What do you consider to be your most important achievements of the past month?
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41\What Lacking does u think in the organization or in yourself have to be improved to
become better in your job?
In light of your current capabilities, your performance against past objectives, and your
future personal Growth and/or job aspirations, what activities and tasks would you like
to focus on during the next month? Again, also think of development and experiences
outside of job skills - related to personal aims, fulfillment, and passions.
Objective 1... Objective 2...
What strategic techniques you think will be effective to attain your objectives?
A... B...
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42 Colleagues Evaluation:
The basic reason for evaluating an employee by his colleagues is to find out how good he or she
is doing in the team and how he has been accepted by others in the job environment. Without the
judgment of other employees we can miss out a potential leader or could select a person whocould be unacceptable by others which will lead to unavoidable failure because team work will
not be there. To find out employees perception we will providean evaluation form to his/her
colleagues who work together and will try to find some key points about the employee. Also an
option of critical incident description will be available to find out how good or bad the employee
performs in a certain event. A sample of this evaluation strategy is given below,
Performance Appraisal Form
EMPLOYEE INFORMATION (COLLEAGUES)
Month 1 Date:
Name of the Employee: Mr. XDepartment: FinanceCurrent Designation: Financial Manager
appraisers Department appraisers Current Designation:
Appraiser ( Colleagues Name) Sign
Score this employee based on his/her capability and knowledge in the following areas in terms of their
current (and if applicable, next) role requirements: Give 1 -for Highly Agree, 2-Agree, 3- Neutral,
4-Disagree, 5- Highly Disagree.
Criteria Highly Agree Neutral Disagree Highly
Employees performs good quality of work
He/she has strong ability to take initiative
He/she is dependable to others
He/she is flexible to work environment
He/she is a good team workerPunctual in his/her job
Has a managing capability
Can he or she bring out innovative ideas in any task
has an ability to work in pressure
Misunderstands group members
Is highly knowledgeable in his field
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43In a short summery explain any incident where this particular employee has performed very well or verry
poorly on your judgement (if any):
Upper Level Supervisors Evaluation:Supervisors evaluation will be based on the complete set of data from Self Evaluation Process
and Colleagues Evaluation Process. From each process supervisor will evaluate the employee
will find out how he or she is progressing.
First of all, Based on the data from weekly self-evaluations supervisor will identify how much
the employee is capable of overcoming his expectations by his gradual growth or gradual fall
from the standards. It will give the supervisor a clear picture of employees problem solving
ability, proficiency, creativity, integrity etc. which will be the key elements to seek out the
prospective leader.
Secondly, From the Monthly self-evaluation process supervisor will discover how committed the
person is to the core values of the organization also how innovative and visionary the person is.
Also, how much the job is satisfying him/her, lacking within her/him or in the organization, his
strategic analyzing capabilities and progressive attitude also come across from there.
In addition to that, colleagues evaluation will finally determine whether he/she is being a good
team player or not and will verify that the employee is actually meeting his/her objective
efficiently or not. In this section the scores given by the colleagues and any critical incident
explained by them will justify the other details and will make the supervisor more certain about
the nature of the employee.
After all those are evaluated by the supervisor based on the collected information and also
his/her personal supervision supervisor will evaluate the employee himself or herself.
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44
After analyzing all the data supervisor scores the employee in some specific categories. A
sample foe supervisors evaluation is given below.
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45
Performance Appraisal Form
EMPLOYEE INFORMATION (SUPERVISOR)
Month 1 D a t e
Name of the Employee: Mr. XDepartment: FinanceCurrent Designation: Financial Manager
appraisers Department appraisers Current Designation:
Appraiser ( Supervisors Name) Sign
Section 1: Score the employees capability or knowledge in the following areas in terms of
Their current (and if applicable, next) role requirements. Score (1-4 = poor, 5-7 = satisfactory, 8-9
= good, 10 = excellent). If appropriate provideEvidence to support your assessment. The second
section can be used for other criteria or ifThe employees are working towards new role
requirements.
Criteria Poor Satisfactory Good ExcellentCommercial judgmentsTechnical knowledgeTime management
Planning, budgeting and forecastingReporting and administrationCommunication skillsDelegation skills
IT/equipment/machinery skillsCommitmentsCreativityProblem solving and decision makingTeam working and developing othersEnergy, determination and work rateSteadiness under pressure
Leadership and integrityAdaptability, flexibility and mobilityPersonal appearance and imageProgressivenessQuality of workCommitted to company valuesProper use of resources
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46
Lower Level Management Evaluation Process:For lower level employees such as supervisors and general workers we have constructed a simple
Adjective rating scale appraisal system because in this level more than anything productivity,
quality, skill, technical knowledge, time management are the most important facts. So in this
level the objectives of the evaluation,
* To identify most skilled workers and maintaining them to achieve higher productivity
* Identifying weak and unskilled workers and provide training to improve them
* Maintaining the discipline in production process by punishing the violators
In this level a huge number of employees are working. So evaluating each one of them from
different sources and processes is very difficult and complex and also not a good idea because of
the high cost and time it would take. So we have decided that for a group of worker their
corresponding supervisor will evaluate them. First there will be some standard established for
every worker and supervisor will check how much the employees are meeting those standards by
everyday activities. Every day he will collect data for each and every worker in his/her batch and
from those data at the end of every month he/she will fill up an evaluation form concerning each
and every employee. The upper management will supervise the supervisors activities everyday
and he/she will also evaluate him based on those activities. In summery the whole process is,
Section 2: Other criteria and new role requirements (If Any):
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47
Performance Appraisal Form
WORKERS IN FORMTION (SUPERVISER)
MONTH 1 WORKERS NME: X DATE:
Score the following worker based on the data collected on
pastmonth . Score 1 for verry satisfactory,2-Satisfactory, 3 - Neutral,
4-Dissatisfactory, 5- Very Dissatisfactory
CriteriaVerry
Satifactiory
SatisfactoryNeutral Dissatisfa
-
ctory
Very
Dissatisfa-
ctory
Standard
Quality of the work( Skill, Accuracy,completeness etc)
1
Quantity of the work ( Volume
ProduceDaily)
2
Job Knowledge (Technical skill, designingability, selection of material etc.)
1
Time Management ( Attending on time,working speed)
2
Working in Pressure 1
Energy and Accuracy 2
Attendance 2
Innovative Ideas 3
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CONCLUSION:
The core objective of our project knewabout performance evaluation system with minimum
errors which can seek out the valuable potential leaders based on their performance. That is why
we chose a 360 degree performance evaluation system in which employee is constantly
evaluated not only by supervisor or colleagues but also by himself after a period of time. This
will help to evaluate his/her behavior in a great extent and the organization can become an
accomplishment as everyone will try to raise themselves. So, after all, performance appraisal
plays the significance part deciding the future of an organization where employees play the vital
role. Here, our organization mostly conducts the appraisal process based on 360 degree
feedback.it is clearly predictable that such appraisal method has some advantages and some
disadvantages. But the postive outcomes are our main focus for the broader concept. In the 360
degree feedback where we recive revies regarding an employee from almost every posible
sources it also leaves some limitations regarding evaluating anyone. Personal biasness or
favorism are regular phenomena in this case. Above all, the company deals with the appraisal
system with all available resources and based on the inner environment review the organization
can forecast that the employees jobsatisfaction level is at high. a trasparent appraisal process isnecessary for an organization and the company is dealing with it high priority.
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Books: Thomas H. Stone, Understanding Personnel Management, Dryden Press. Human resource management by John M Ivancevich. T.V.RAO, Appraising and Developing Managerial performance, 1998,5 th Edition,
Excel Books, pp.71-90. K.ASWANTHAPPA, Human Resource and Personnel Management, 1992, 3 rd Edition,TATA McGraw-Hill, pp.199-240. Personnel Management Edwin B Flippo
Human Resources and Personnel ManagemenK. Ashwathappa Essentials of Human Resource management and Industrial RelationsP.Subba Rao Human Resource managementV.S.P.Rao
Links:
http://www.explorehr.org/articles/Performance_Appraisal/Performance_Appraisal_Methods.html
http://www.explorehr.org/articles/Performance_Appraisal/Performance_Appraisal_Methods.html http://product-ivity.com/types-of-performance-appraisal-methods/ http://www.managementstudyguide.com/performance-appraisal-tools.htm http://www.whatmakesagoodleader.com/Performance-Appraisal-Forms.html http://www.whatmakesagoodleader.com/Performance-Appraisal-Forms.html http://www.performance-appraisal.com/methods.htm http://www.performance-appraisal.com/benefits.htm http://www.strategic-human-resource.com/performance-appraisal-methods.html
http://books.google.com.bd/books?id=CpbSimkn9hQC&pg=PA30&lpg=PA30&dq=forced+choice+description+method+performance+appraisal&source=bl&ots=3fGV8x1HVs
&sig=9Fd_lE9uShp0Uectw2HCxxf50Ro&hl=en&sa=X&ei=8IxsT7ayE4fwrQfq6-
yUAg&redir_esc=y#v=onepage&q=forced%20choice%20description%20method%20per
formance%20appraisal&f=false
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