expectations from appraisal system
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7/31/2019 Expectations From Appraisal System
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Methodology
1
Questionnaire
Development
Primary
interviewsAnalysis
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 draftstory board
Walked through
rough cuts
Interviewed 38
CFG Users and
15 non users in 5
mandals of 1
district
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Expectations from Appraisal SystemParticular Score Overall Rank
Salary Administration and Benefits 87 1
Determination of promotion or transfer 109 2
Assistance in goal 228 3
Guideline for training plan254 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.
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Awareness about Responsibilities
Yes
86%
No
14%
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.
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Satisfaction Level among appraise
regarding Appraisal System
2%
28%
42%
23%
5%
Satisfaction Level
Fully Dissatisfied
Partially Dissatisfied
Satisfied
Partially satisfied
Fully satisfied
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.
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Awareness about performance ratings
Yes
34%
No
66%
Awarness about Performance Rating
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.
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Allowing Self ratings
Yes
92%
No
8%
Self Rating Should be allowed
From graph it can be seen that majority of respondents want self rating to be a
method of conducting the appraisals .
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Chance to rate EMPLOYEE own
performance
Yes
23%
No
77%
Rate your 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.
Ti i f A i l
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Timing of Appraisals
2%
3%11%
84%
Timing of Appraisal
Monthly
Quaterly
Half Yearly
Annual
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.
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Credibility of Appraiser
37%
63%
Credibility of Appraiser
Yes
No
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.
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omp a nt c anne or emp oyees
27%
73%
Complaint Channel for employees
Yes
No
This shows that there is no proper complaint channel existing in the organisations for the
employees who are dissatisfied with the performance appraisal system.
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Standards communicated to employees
36%
64%
Standards Communicated to Employees
Yes
No
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.
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Performance Appraisal
91%
0%9%
0%
0%Performance Appraisal
Immediate Supervisor
Peer appraisal
Rating committee
Self Rating
Appraisal by subordinates
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 Selfrating as a method of Performance Appraisal
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Clear understanding of Appraiser's job
77%
23%
Clear understanding of Appraisee's Job
Yes
No
This shows that the performance Appraisal programs are successful in giving a clearunderstanding of the appraiser job to both appraiser and appraiser
b f l
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Objectives of Appraisal System
50%50%
Objective of Appraisal System
Yes
No
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.
t t t
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oo commun cat on etween top
management and business goals
22%
78%
Good communication between Top management and
Business goal
Yes
No
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
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ommen s an sugges ons o econsidered
98%
2%
Comments and suggestion to be considered
Yes
No
Almost all the employees expect that their comments and suggestions should be taken into
consideration while conducting the Performance Appraisal
P A i l i i
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Post Appraisal interview
30%
70%
Post Appraisal Interview
Yes
No
As per the response from the employees we can see that there is no interview conducted afterthe appraisal program for majority of the employees
P f A i l
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Purpose of Appraisal
27
24
42
72
69
81
Salary Administration and Benefits
Determination of promotion or transfer
Decision on layoff
Assistance in goal
Guideline for training Plan
An insight into your strengths and weakness
Purpose of Appraisal System
Score
S t f b di t
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Support from subordinate
100%
0%
Support from Subordinate
Yes
No
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 theappraiser from the appraisee
T f A i l S t
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Type of Appraisal System
0%
14%
13%
73%
0%
Type of Appraisal System
Assessment centre
MBO
BARS
360 degree feedback
Balance scorecard
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 everyoneinteracting with him, it is more reliable and hence most preferred
P f A i l it i
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Performance Appraisal criteria
20%
60%
20%
Performance Appraisal criteria
Quantitative outcome criteria
Qualitative process criteria
Quantitative process 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 companiesconsider Qualitiy of product & service and Customer satisfaction as most important factors.
Ti i f A i l
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Timing of Appraisals
87%
13%
0%
0%0%
Timing of Appraisal
Annual
Quaterly
Half Yearly
Monthly
Anytime
From graphs we can see that most of companies conduct appraisals on annual basis. Somecompanies conduct quaterly also
Eff t f A i l S t
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Effect of poor Appraisal System
73%
0%
27%
Effect of Poor Appraisal System
De-motivation
Retention
Ineffective teamwork
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
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Communication between top
management and staff
100%
0%
Good Communication between Top Management
and Staff
Yes
No
All appraisers totally agree that performance appraisal helps in communicating the topmanagement plans and business goals to staff at lower level
I i ht t A i t th d
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Insight to Appraiser strength and
weakness
33%
67%
Insight into Appraisee's Strength and weakness
Yes
No
It is evident from the results that performance appraisal system doesnt help the appraiser inunderstanding strength and weakness of apraisee.
A i t d ti
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Appraisees comment and suggestion
From the results it can be seen that appraisees comments and suggestion are not taken into
consideration before Performance Appraisal. Performance Appraisal system is designed by
appraiser without consulting appraisee.
13%
87%
Appraisee's comment & suggestion
Yes
No
Per ormance Appra sa
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Per ormance Appra sa
100%
0%0%0%0%
Performance Appraisal
Immediate supervisor
Peer appraisal
Rating committees
Self-rating
Appraisal by subordinates
It is evident from the results that performance appraisal is conducted by the Immediate
Supervisor in all the companies.
Understanding of Apprasiees Job
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Understanding ofApprasiees Job
100%
0%
Understanding of Appraisee's Job
Yes
No
From this it is clearly seen that according to appraiser there is a clear and joint understanding of
the appraisees job.
Standards for Performance Appraisal
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Standards for Performance Appraisal
87%
13%
Standards for Performance Appraisal
Yes
No
From results it is evident that Performance appraisal standards are very well communicated toAppraisee before the Appraisal is carried out
Self rating in Performance Appraisal
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Self rating in Performance Appraisal
0%
100%
Self Rating in Performance Appraisal
Yes
No
From results it can be clearly seen that the Appraisee is not given a chance to rate his ownperformance
Action after Performance Appraisal
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Action after Performance Appraisal
100%
0%
Action after Performance Appraisal
Yes
No
This shows that most of the companies act upon the results of their Performance Appraisalprogram.
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