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Self Appraisal

Self Appraisal
Self Appraisal-Amuse Yourself What is  Self Appraisal: Self evaluation process involved in determining the level of self efficacy . By and large, corporate companies go for a one tier system of appraisal-where the supervisor generates a confidential report about his subordinates as and when required. This serves as a basis for the management to decide on increments or promotion for the respective candidate. But the question is, is this system fool proof? Definitely not. There are certain lapses that deserve mention and the management has to design suitable appraisal formats to improve or strengthen the weak areas. Some areas where the appraisal process can take a deviation: A biased report given by the appraiser due to various reasons Perception of appraiser may be wrong The appraiser sees the appraisee through his ideas and not from the management’s view point, which may lead to clash of ideas where the appraisee is made the victim Flaws in the design of the appraisal process where the top management may not come to know the real need of the appraisee Appraisees sometimes don’t identify themselves with the organization and its objectives Appraisees may not know what kind of behavior traits is expected of them by the management So it is imperative on the part of the management to introduce self appraisal process in its agenda, where the appraisee himself becomes the appraiser. This helps the organization to accomplish its overall objectives in a short time through a high performance system. This kind of appraisal by ‘oneself’ makes each and every employee to clearly understand where he stands against the expected scale of behavior. Two-tier system as we may call it will help in the following manner: Participative approach infuses a sense of belongingness amongst the workforce Potential of the appraisee can be brought out The real problem of the employees is known Higher level of approach or interest to know or evaluate one’s own behavior is seen. Basically, organizations must examine their assumptions about human behavior and come to a common belief about people. If they believe people are basically “bad” management might go for hiring “watch-out-look-out” supervisors, rigid disciplinary regulations, and separate facilities such as parking, dining and rest rooms. All these clearly spell out the existence of distinction between the management and workforce. If the organization comes to a common agreement that people are basically “good”, entirely the approach will be different. Every worker becomes a manager and uniform treatment is given to both the employees and managers of higher cadre. Essentially in my opinion, no organization or work society will succeed without visionaries and uniform treatment that is consistent with basic principles and ethics. It has to be understood that work attitudes and values are ultimately a company’s best competitive advantage. Note: Larsen & Toubro – Engineering major Larsen & Toubro has developed a competency matrix which lists 73 competencies-that vary across managerial levels-to measure performance and gauge developmental needs of its employees. National Panasonic – The Japanese white-goods major has developed a performance-assessment system driven by Key Result Areas (KRAs). KRAs describe performance goals-business, functional, and behavioural ones-with defined time-frames and are decided jointly by the employee and his manager at the beginning of the...
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Performance Appraisal

Performance Appraisal
Performance Appraisal Performance Appraisal is considered to be the most significant and indispensable tool for an organization. It is a measure of the employees’ performance levels in terms of the specific job’s requirement. It is a process employed for the purpose of placement, selection for promotions, providing financial rewards and other actions which require differential treatment among the members of a group. Purpose of Performance Appraisal Douglas McGregor says “Formal appraisal plans are designed to meet three needs, one of the organization’s and the other two of the individual namely, Performance appraisal methods facilitate systematic judgments to decide on the salary increases, transfers, demotions or terminations. They serve as a yard stick for an employee as to where he stands in the performance rating queue in the eyes of management and how he needs to adapt or improve himself regarding behavior, attitude, skills or job knowledge. They are used as a means to train and counsel each and every employee by the respective superiors. Performance appraisal can also be termed as Merit rating Behavioral assessment Employee evaluation Personnel review Progress report Staff assessment Service rating. According to Levinson, it definitely provides adequate feedback to each individual for his performance and also serves as a means for changing behavior. Prime Objectives of Performance Appraisal: Helps to maintain man power inventory of an organization which includes quantity and quality, to identify the training needs and aspirations of the work force. To determine increments and provide a reliable index in promotions and transfers to positions of greater responsibility. To improve individual as well as group development by determining the performance standard and motivating the employees to perform well. Providing support to employees who are not able to focus and to bring them back into the groove. The Process of Evaluation: Establishment of performance standards. Communicating the same to employees. Aquiring information through personal observation and statistical reports from the respective departments. Appraising and judging the future potential growth and advancement. Identifying the deviation between the actual and standard performance levels. Discussion with the employee for subsequent improvement or corrective action. Appraisal Summary: 1.    Personnel Background covering the following details are collected Age Family background Marital status Children Education Specialization and degrees Office held Work history Social accomplishments Honors and awards Professional or trade organization membership Publications Special limitations Family problems Hobbies and recreational activities 2.    Nature of Work: Job performance and personal qualification Technical performance Level of motivation in current position Intelligence as reflected on the job Emotional stability Leadership skills 3.    Overall Performance Rating: Recommended action Knowledge Skill Attitude Methods of Performance Appraisal: Traditional methods:  These rely  upon evaluating an individual’s creativity, intelligence, drive, dependability, leadership potential, initiative and organizing capability which are more of personal  in nature. Modern methods: These include ranking method, graphic rating scales, forced choice description method, critical incident and 360 degree evaluation methods. The 360 degree appraisal method is employed in big corporate companies where the individual’s overall performance is appraised by his colleagues, boss, customers, suppliers and stake holders. Management by objectives, management by exception , self appraisal and human asset accounting are other methods used for appraisal. Problems that may arise during performance appraisal: Halo Effect: It is a tendency to let the assessment of an individual’s any one trait to influence the evaluation of that person on other specific traits. The Central Tendency problem: It assigns average rating to all the employees in order to avoid commitment. Similarity error: This occurs when the evaluator evaluates other persons based on ‘self perception’, that is if he perceives himself to be adventurous or daring he may evaluate others looking for that same trait which he possesses. How to make appraisal successful? The superior must be well trained and a composed person to judge without...
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