Performance Appraisal

Step 1: Collecting information on performance appraisal

Step 2:Company information

Step 3:Performance appraisal process/ STRUCTURE in OCPL

Step 4:How is performance appraisal carried out in the organization.

Step 5:

The various ways in which TCS recognizes its people are listed below.
 Project milestone parties — to encourage efficient execution of projects.
 Recognition of star performers / high fliers — to recognize outstanding
talent.
 Nomination to covet training programmes — to encourage self-
development.
 Best project award — to promote a spirit of internal competition
across work
groups and to foster teamwork.
 Best PIP award — to encourage innovation and continuous improvement.
 Best auditor award — to acknowledge participation in critical support
roles
 Spot awards — to ensure real-time recognition of employees.
 Recommendations for new technology assignments / key positions —
to ensure
career progression and development of employees' full potential.
 Performance-based annual increments — to recognize high performers
 Early confirmations for new employees — to reward high-performing
new
employees
 Long-service awards — to build organisational loyalty
 EVA-based increments — to ensure performance-based salaries.
 On-the-spot recognition — to guarantee immediate recognition of
good
performance
Promotion-details management
Generating lists of eligible candidates.
Grading eligible candidates.
Maintaining details of promotions.
Leave-details management
Crediting leave to employee accounts.
Maintaining details of leave availed and required approvals.
Maintaining details of leave encashment.
Validating details of residual leave.
Separation-details management
Updating details of terminal benefits.
Registering details of employee benefits.
Generating reports of these details.
Manpower planning
Maintaining transfer details.
Maintaining succession details.
Generating MIS reports.

The financial perspective quantifies the employee’s contribution in terms of revenue

growth, cost reduction, improved asset utilization and so on;
The customer perspective looks at the differentiating value proposition offered by the
employee; the internal perspective refers to the employee’s contribution in creating and
sustaining value; the learning and growth are self-explanatory.
The weightage given to each attribute is based on the function the employee performs.
Based on their individual achievements, employees are rated on a scale of one to five
(five = “superstar”). If employees get a low rating (less than two) in two consecutive
Strategy and Behavior
Improving
Performance
Making correct decisions
Competitive Advantage Minimizing dissatisfaction & turnover Ensuring Legal Compliance
Values and Behavior

[...] 2) Modern methods There are two important methods of performance appraisal, which are used by
the modern concerns. The first is management by objectives, which represents result-oriented appraisal.
The second is behaviorally anchored rating scale, which is based on the behavior of the subordinates. ←
Ma na ge me nt b y ob je ct iv es : It was peter drucker who proposed goal setting approach to
performance appraisal, which he called “management by objectives and self-control”. Douglas Mc. [...]
[...] FINDINGS Based on my analysis of data collected during my study in COCA-COLA) LTD, I have got
the following findings: - 1. Performance appraisal in COCA-COLA LTD. is done annually. 2. For appraisal
in Coca-Cola Ltd., , a SELF-APPRAISAL form is given to the staff members and they fill it up. And then
after according to their self-observation and through the appraisal form filled by the staff members rating
is given to the members. Accordingly then incentives and promotions are granted. 3. In COCA-COLA
LTD. at the majority senior staff members submit all the information timely to their superiors. [...]

[...] Performance appraisal in Coca-Cola company ltd Introduction WHAT IS PERFORMANCE

APPRAISAL? Since organizations exist to achieve goals, the degree of success that individual employees
have in reaching their individual goals is important in determining organizational effectiveness. The
assessment of how successful employees have been at meeting their individual goals, therefore,
becomes a critical part of HRM. This leads us to the topic of performance appraisal. People differ in their
abilities and aptitudes. These differences are natural to a great extent and cannot be eliminated even by
giving the same basic education and training to them. [...]

[...] (if any) Personal Official Other Are you fully aware of the appraisal system followed in your company?
Yes No Any suggestion to alter existing Performance Appraisal system of your company?
BIBLIOGRAPHY 1. Human resources development -T.N. CHABBRA 2. Human resources development -
V.S.P. RAO (Text and Cases) ➢ Internet site • www.cocacola.com • www.pepsico.com ➢ Consulted
Libraries • American Library • British Library ➢ Consulted Books • Research for marketing Decision by P.
Green, D.S. Tull, G. Albaum • Marketing Management -Phillip Kotler. [...]

Hotel Oriental Regent

Individual Evaluation Methods that the hotel adapted:

The hotel administration used the Behavioral observation scales (BOS) as an approach to
performance evaluation; The BOS uses the critical incident technique to identify a series of
behaviors covering the domain of the job BOS is that inste3d of identifying those behaviors
exhibited by the ratee during a rating period, the rater indicates on a scale how often the ratee
was actually observed engaging in the specific behaviors identified in the BOS.

If behavior-oriented approaches have any advantage over other formats, it is in the development
process that is typically used, Because supervisors and subordinates are involved in the
development of the scales, these scales are generally bead received, both by the poisons who
must complete them and by the persons whose performance is being assessed A second possible
benefit of the behavioral approach is that it helps focus managers' attention on ~t critical
incidents for effective job discuss specific types of good and bad performance with the
subordinate, and this may make the feedback more acceptable than if the supervisor talks vague
generalities.
Management by Objectives in most of the traditional performance evaluation systems. the tater
Judge past performance and attempt to report their judgments using one of the techniques
described above. Because performance eva1Uatlon is used for making important decisions that
affect employees, the rater is placed in difficult and somewhat antagonistic role.

McGregor believed that. instead of creating antagonisms because of judgments, the superior
should work with subordinates to exercise self-control and manage their job performance. From
the early beliefs of McGregor, Drucker, and Odiorne has emerged the management by
objectives(MBO) approach.

MBO is more than just an evaluation program and process. It is viewed as a philosophy of
managerial practice, a method by which managers and subordinates plan, organize, control,
communicate, and debate. By setting objectives through participation or by assignment from a
superior. the subordinate is Provided with a course to follow and a target to shoot for while
performance the job.

 Vll. Recommendation
 

Although they had adopted the BMO&BOS methods, it is impossible to add the Behaviorally
anchors rating stales (BARS) or the behavioral expectation scale (BES) to make the performance
evaluating more endive.

The BARS approach relies on the use of critical incidents to serve as anchor statements on a
scale. A BARS rating form usually contains 6 to 10 specifically defined Performance
dimensions. each with 5 or six critical incident "anchors."

•  A BARS usually contains the following features:

Six to ten Performance dimensions are identified and defined by rat6rs and raters (a coup is
selected to construct the form)

The dimensions are anchored with positive and negative critical incidents. Each ratee is then
rated on the on the dimensions. Ratings are fed back using the terms displayed on Lee form.

The exact construction of a BARS is too complex for presentation here however it should be
noted that usually two to four days are needed to develop a BARS. The result of the
developmental work is a jargon-free rating scale that is closely related to the requirements of a
given job.
 They can develop more training programs such as give on-the-job inflection training, lectures
training programmed learning , training via the internet and so on. All above training programs
can cave staff's quality. In addition, they need to organize some entertaining programs and
traveling plans which can raise all traveling plain which can raise all staff's bark initiative.

What does PA mean to you?

* Where and when was your last performance appraisal held? Tell me about it?

* What purpose does the PA serve in your company?

* Have you have chance to express your views or get feedback?

* Did you discuss your future career or your next promotion/position?

* Did the appraisal help you focus your work effort to help your organisation achieve its goals?

* Was your performance appraisal followed up?

* Did you think at was accurate and fair?

* Was it graded, ranked/forced?

* Do you set MBO/KPI/BSC type goals?

* Are these goals aligned with your bosses?

* How often do you see your boss?

* How often does he visit Australia?

* Tell me about the HR hierarchy? Does she/he sit on the board?

* Did you believe PA benefited: A) You, B) The company? (tell me about these benefits)

* Do you have any suggestions to improving the current system?

* Given the choice would you continue having appraisals, please clarify your answer?