Expectations from Appraisal System

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Methodology :

Methodology 1 Questionnaire Development Primary interviews Analysis Report Presentation Developed questionnaire for CFG Users and Non users Tested questionnaires and refined Prepared excel template and taulated Data tabulation Analysed the results Prepared draft story board Walked through rough cuts Interviewed 38 CFG Users and 15 non users in 5 mandals of 1 district

Expectations from Appraisal System :

Expectations from Appraisal System Particular Score Overall Rank Salary Administration and Benefits 87 1 Determination of promotion or transfer 109 2 Assistance in goal 228 3 Guideline for training plan 254 4 An insight into your strengths and weakness 312 5 Decision to layoff 354 6 From the above table it can be seen that employees expect “ Salary Administration and Benefits ” to be the main reason for conducting a Performance Appraisal. “ Decision to layoff ” is of least importance as per the appraise.

Awareness about Responsibilities :

Awareness about Responsibilities From the graph it can be seen that majority of employees are aware about their responsibilities, which implies that the appraisers have efficiently communicated to the appraisees all the parameters that will be taken into account during appraisal.

Satisfaction Level among appraise regarding Appraisal System :

Satisfaction Level among appraise regarding Appraisal System From graph it can be seen that majority of the respondents are satisfied with the appraisal system. Only a meager 30% were dissatisfied with the Performance Appraisal programs.

Awareness about performance ratings:

Awareness about performance ratings This clearly shows that majority of the employees are not aware about the performance ratings that are taken into account while conducting a performance appraisal.

Allowing Self ratings:

Allowing Self ratings From graph it can be seen that majority of respondents want self rating to be a method of conducting the appraisals .

Chance to rate EMPLOYEE own performance :

Chance to rate EMPLOYEE own performance From the graph we can see that majority of the employees are not given a chance to rate their own performance in the organization.

Timing of Appraisals :

Timing of Appraisals This shows that most of the organizations conduct their Performance Appraisal programs annually. A very small percentage of the organizations conduct Performance Appraisals on a half yearly basis. The share of the quarterly and monthly appraisals are extremely minimal.

Credibility of Appraiser :

Credibility of Appraiser This shows that according to the employees/ appraisees the credibility of the appraiser is extremely important and it has an effect on the overall Performance appraisal program.

Complaint channel for employees :

Complaint channel for employees This shows that there is no proper complaint channel existing in the organisations for the employees who are dissatisfied with the performance appraisal system .

Standards communicated to employees :

Standards communicated to employees From this it can be seen that there is a clear majority among the employees who say that the standards on the basis of which the performance appraisal is carried out is not communicated to the employees before hand.

Performance Appraisal :

Performance Appraisal Almost all the Performance Appraisals are carried our by the Immediate Supervisor in these organizations. In very few organizations, Rating committees carry out the performance appraisals. None of the organizations use Peer Appraisals, Appraisals by subordinates and Self rating as a method of Performance Appraisal

Clear understanding of Appraiser's job :

Clear understanding of Appraiser's job This shows that the performance Appraisal programs are successful in giving a clear understanding of the appraiser job to both appraiser and appraiser

Objectives of Appraisal System :

Objectives of Appraisal System From the figure we can derive that the objective for conducting the Appraisal system is clear only to half of the employees. The remaining half are not clear about the objective for which the Performance Appraisal is carried out.

Good communication between top management and business goals :

Good communication between top management and business goals This shows that the appraisal systems do not provide a good communication flow of the top-management plans and business goals to the staff below

Comments and suggestions to be considered :

Comments and suggestions to be considered Almost all the employees expect that their comments and suggestions should be taken into consideration while conducting the Performance Appraisal

Post Appraisal interview :

Post Appraisal interview As per the response from the employees we can see that there is no interview conducted after the appraisal program for majority of the employees

Purpose of Appraisal :

Purpose of Appraisal

Support from subordinate :

Support from subordinate This question was asked to find out how helpful appraisal system is in communicating the support that apprasier needs from appraisee . From results it is seen that the performance appraisal system is very helpful in communicating the support and help needed by the appraiser from the appraisee

Type of Appraisal System :

Type of Appraisal System From results its clear that majority of companies prefer to use “360 degree feedback” system for Performance Appraisal. As 360 degree feedback gives feedback of appraisee from everyone interacting with him, it is more reliable and hence most preferred

Performance Appraisal criteria :

Performance Appraisal criteria From results we can see that Qualitative Process is considered as the most important criteria for which the Performance appraisal programs are carried out, which shows that companies consider Qualitiy of product & service and Customer satisfaction as most important factors .

Timing of Appraisals :

Timing of Appraisals From graphs we can see that most of companies conduct appraisals on annual basis. Some companies conduct quaterly also

Effect of poor Appraisal System :

Effect of poor Appraisal System It can be seen from results that most of the employees get De-motivated because of a poorly conducted appraisal. To some extent employees dont coordinate with their team members. Thus resulting in reduction of output

Communication between top management and staff :

Communication between top management and staff All appraisers totally agree that performance appraisal helps in communicating the top management plans and business goals to staff at lower level

Insight to Appraiser strength and weakness :

Insight to Appraiser strength and weakness It is evident from the results that performance appraisal system doesn’t help the appraiser in understanding strength and weakness of apraisee .

Appraisee’s comment and suggestion :

Appraisee’s comment and suggestion From the results it can be seen that appraisee’s comments and suggestion are not taken into consideration before Performance Appraisal. Performance Appraisal system is designed by appraiser without consulting appraisee .

Performance Appraisal :

Performance Appraisal It is evident from the results that performance appraisal is conducted by the Immediate Supervisor in all the companies.

Understanding of Apprasiee’s Job :

Understanding of Apprasiee’s Job From this it is clearly seen that according to appraiser there is a clear and joint understanding of the appraisee’s job.

Standards for Performance Appraisal :

Standards for Performance Appraisal From results it is evident that Performance appraisal standards are very well communicated to Appraisee before the Appraisal is carried out

Self rating in Performance Appraisal :

Self rating in Performance Appraisal From results it can be clearly seen that the Appraisee is not given a chance to rate his own performance

Action after Performance Appraisal :

Action after Performance Appraisal This shows that most of the companies act upon the results of their Performance Appraisal program .

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