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Introduction to Performance Appraisal
Introduction to 720 degree Performance Appraisal Literature Review Contents of 720 degree Performance Appraisal. Need for 720 degree Performance Appraisal About 360 degree Performance Appraisal Advantages and Disadvantages Case study
Performance Appraisal
Performance
appraisal, also known as employee appraisal, is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). Performance appraisal is a part of career development Performance appraisals are regular reviews of employee performance within organizations
Diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future.
Considered an all-round appraisal, the 720 degree performance appraisal gives an employee more than feedback from one person. This appraisal gives the employee a lot of feedback generally from anywhere from 5 to 8 people, to provide the employee with an all round assessment of his or her on the job performance.
Cont..
of feedback (a pre and post ) or a feedback approach which is done again after nine to twelve months.
E R U T A R E T LI
W E I R EV
Objectives is to look into the different methodologies suggested by different people and analysis the common and effective methods of performance measures.
The study of current trends in performance appraisal indicates
that most large organizations are placing increasing emphasis on the importance of performance appraisal and are making continuing efforts to improve their systems.
Trends include Full time performance appraisal, 720 degree
from appraisals and reviews to a valuable tool to link performance to strategy and to do this in an environment that is less onerous on HR.
Title:- Intelligent Uses for ARRA Funding :-Emerging Assessment Trends By:- State educational technology directors association
methods for assessing student achievement and technology can help facilitate these assessments by providing the opportunity to change the location, content, and style of these assessments. Some of the emerging assessment trends include assessments like..
Performance Assessments Portfolio Assessments Online Assessments
Title:- Reforming Government Employees Performance Appraisal System in New Egypt (After the 25th January Revolution)
of employees performance appraisal used by developed countries to reform their appraisal systems The objective of which is to deduce some useful lessons to reform the performance appraisal system of government employees The study discussed the modern appraisal systems used in developed countries like: the Solution Focused Rating (SFR) which focuses on the appraisal method itself, the Performance Pay System which focuses on the appraisal design, the 360 Appraisal method which focuses on the conductors of the appraisal.
Title:- A Study of 360-Degree Appraisal and Feedback system for effective implementation in Indian Corporate Sector Author:- ShilpaWadhwae et al.
Objective To examine the comparative significance of the 360degree appraisal and feedback system vis--vis the traditional system in Indian Organizations.
To study the status of the 360-degree appraisal and
Title:- A Study of 360-Degree Appraisal and Feedback system for effective implementation in Indian Corporate Sector ( Cont..) Author:- ShilpaWadhwae et al.
Conclusion Feedback is almost always a sensitive subject. People are often cautious, sometimes fearful, and occasionally emotional about it.
A good facilitator or administrator recognizes and appreciates the sensitive nature surrounding 360 feedback and takes serious steps to insure the integrity of the process and support of the individual.
Title:-The need of 720 degree performance appraisal in the new economy companies Author:- Anupama et.al. A Research Paper
OBJECTIVES CONCLUSION To study the awareness level From the study, it is clear that of the Employees and most of the appraisers and Managers on 720 degree appraise respondents are not performance appraisal aware of the 720 Degree method. performance appraisal method.
To suggest a scheme to create 720
the awareness and for effective practice of the 720 degree performance appraisal method
Degree performance appraisal method suits the new economy companies as it gives feedback and follows up to ensure that the appraised reach the goal.
Title:- 360 Vs 720 Feedback Processes: An Exploratory Study on Performance Management System in Higher Education. Author:- Aurthur et als
used in the higher education sector in the United Arab Emirates and compares the existing systems with 360 degree and 720 degree appraisals
Key objectives of this paper is to differentiate between 360
are used for the data collection. A questionnaire consists of 12 questions and is distributed among a sample of faculty for their perceptions about the feedback process used in their organizations.
Title:- 360 Vs 720 Feedback Processes: An Exploratory Study on Performance Management System in Higher Education. Author:- Aurthur et als ( Cont..)
Conclusion
Its more accurate Under 720 degree review system people get the chance to
analysis)
Specific feedback questions Tick box and grade box (ideally a,b,c,d or excellent
and reliable
Treat employees with sensitivity and respect
and goal-setting.
360 degree focuses on subjective areas such as teamwork
employee.
employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance
Appraisal
Subordinates
Appraisal
Peer Appraisal
Appraisal
Subordinates
part of the 360 degree appraisal where the employees responsibilities and actual performance is rated by the superior.
Appraisal
Peer Appraisal
Appraisal
Subordinates
Subordinates appraisal gives a chance to
Appraisal
Peer Appraisal
judge the employee on the parameters like communication and motivating abilities, superiors ability to delegate the work, leadership qualities etc.
Appraisal
Subordinates
Appraisal
Peer Appraisal
system is more development focused than performance alone, and supplements training and development functions in a better way
managers are less likely to be able to lead these organizations toward successful implementation of strategic changes.
A powerful developmental tool because when conducted at
regular intervals it helps to keep a track of the changes, others perceptions about the employees
Advantages
Improved Feedback From More Sources Personal and Organizational Performance Development Responsibility for Career Development Improved Customer Service Training Needs Assessment
Disadvantage
Exceptional Expectations for the Process Insufficient Training and Process Understanding Focus on Negatives and Weaknesses Rater Inexperience and Ineffectiveness Requires commitment of top management and the
y d u t S e s a C
(JJABT), based in Denver, Colorado, has instituted a new 720-degree feedback system.
develop a list of key internal and external customers with whom they interact and then recommend five to ten individuals to serve as raters.
as :- Does the employee : Follow up on problems, decisions, and requests in a timely fashion? Clearly communicate his or her needs/expectations? Share information or help others? Listen to others? Establish plans to meet future needs? Adhere to schedules? Raters score these items on a scale ranging from 1 (needs improvement) to 5 (outstanding). Space is also provided for the raters to make written comments.
from the various raters and the supervisors own feedback on the rates performance. Typically, managers include a mean score and distribution range for each item. JJABT managers stress that the key is to look for trends or patterns in the data. After summarizing the data, the supervisor conducts the formal appraisal interview with the rate. In this way, it is hoped that the 720-degree appraisal can become less an evaluative tool and more a comprehensive system for enhancing communication, facilitating selfdevelopment, and improving performance.
and
the supervisor evaluates the work performance , the raters evaluate the behavior aspect of the rate.
EMPLOYEE PERFORMANCE APPRAISAL,REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED
many reputable sources expressed doubts about the
validity and reliability of the performance appraisal process. Some have even suggested that the process is so inherently flawed such that it may be impossible to perfect it. An attempt was made to find out what employees feel about the whole process of Performance Appraisal (as part of Performance Development [PD]) and how it is practiced as well as how it is linked to rewards and recognitions in Barclays Bank of Ghana.
EMPLOYEE PERFORMANCE APPRAISAL, REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED
Questionnaires were administered to the Retail Function
employees only, using a combination of techniques; simple random sampling, purposive sampling and quota sampling. Secondary data on PD were reviewed and Management of the Bank was contacted through the Human Resource Department to show how the PD system should work and how it feels about employee satisfaction as far as PD is concerned.
EMPLOYEE PERFORMANCE APPRAISAL, REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED
From results obtained, employees made it clear that line managers do not always carry out the face to face appraisals or reviews and feed backs not given after such sessions. It was viewed that, instead of making the PD process a developmental tool to enhance performance, it has been turned into a discriminatory, punitive and/ or judgmental process. While Management of the Bank rated the PD process as very effective, employees think otherwise that its rather demoralized and demotivated. Staff are not satisfied while Management insists there is everything in place to make them satisfied
EMPLOYEE PERFORMANCE APPRAISAL, REWARDS & RECOGNITIONS-A CASE STUDY OF BARCLAYS BANK OF GHANA LIMITED
These show the break in communication as far as
Performance Development is concerned, between Management of the Bank and employees. It was then recommended that monitoring measures be put in place to ensure that the right things are done and line managers carry out the face to face review discussions and provide feedback to team mates as well as ensure team work by making all staff aware of the performance improvement measures.
Percent
26.4 30.4 34.4 8.3 .6 100
Valid percent
26.4 30.4 34.4 8.3 .6 100