expectations from appraisal system

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


28/32

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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87%

13%


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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100%

0%


Yes

No

This shows that most of the companies act upon the results of their Performance Appraisalprogram.


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expectations from appraisal system

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