Performance appraisal at Acumedscript

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Performance appraisal at Acumedscript

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Abstract

The term human resource is a crucial system in the process of management. The term human resource is quite popular in India with the institution of ‘Ministry of Human Resources Development' in the Union Cabinet. Human Resource Management is one of the most complex and challenging fields of Management. It deals with the people dimension in modern management. It is one of the most valuable and unique assets of an organization.

Human Resources refer to Total Knowledge skills, creative abilities, talents, aptitudes of an organization's, workforce, as well as the values, attitudes and beliefs of the individuals involved. Management as process involves planning, organizing, staffing, leading and controlling activities that facilitate the achievements of an organization's objectives. Human resource management is process that consists of four functions – acquiring, developing, motivating and retailing Human Resources.

Different terms are used to donate human resource management. They are personnel administration, personnel management, manpower management, and industrial management employee employer relations. Though these terms can be differentiated widely, the basic nature of distinction lies in the scope or coverage and evolutionary stage. In the basic sense, human resources management means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements.

Human resource management
1. Meaning of Human Resources Management
2. Importance of Human Resource Management
3. Definition
4. Human resources approach
Methodology
1. Primary data
2. Secondary data
Performance appraisal
1. Introduction
2. Definition
3. Features of performance appraisal
Review of literature
1. Need for performance appraisal:
2. Key elements of performance appraisal
3. Process of performance appraisal
4. Who will appraise?
5. Basic purposes
6. Employee viewpoint
7. Organizational viewpoint
Appraisal methods
1. Encourage discussion
2. Constructive intention
3. Set performance goals
4. Appraiser credibility
5. When to appraise?
Why performance appraisal often fails?
Keys to an effective performance appraisal program design
Uses of performance appraisal
Methods of performance appraisal
1. Traditional methods
2. Modern methods
The appraisal interview
1. Challenges of appraisal interview
2. The organizational culture
3. The relationship between the employee and his boss
4. The maturity level of the individuals
5. An apprehensive employee
6. A wary appraiser
Self appraisal approach in accumedscript:
1. Self appraisal
2. Purpose of self appraisal
3. Performance counseling
4. Counseling effective
5. Problems of performance appraisal
Data analysis and presentation the company
Findings
Limitations
Conclusions

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[...] The Regency Effect: The rates generally remember the recent actions of the employee at he time of rating and rate on the basis of these recent action-favorable or unfavorable- rather than on the whole activities Failure of the superiors in conducting performance appraisal and post performance appraisal interviews Most part of the appraisal is based on subjectivity Less reliability and validity of the performance appraisal techniques Negative ratings affect interpersonal relations and industrial relations system Influence of external environmental factors and uncontrollable internal factors Feedback and post appraisal interview may have a setback on production Management emphasizes on punishment rather than development of an employee in performance appraisal Some ratings particularly about the potential appraisal are purely based on guesswork. [...]

[...] The uses of 360( appraisal system or feedback are Self development and individual counseling Part of organized training and development Team building Performance management Strategic or organizational development Validation of training and other initiatives Remuneration 4. Balanced scorecard: The balanced \scorecard as methods of measuring performance channelises the efforts of people to achieve organizational goals. The implementation of balanced scorecards involves formulating a strategy, and deciding what each employee needs to do to achieve the objective based on the strategy. [...]

[...] From a sample size of 30 people a questionnaire of 16 questions was used to gauge the performance appraisal system. The questionnaire was close ended and a 3-point scale (Good, Moderate and poor) was used and the responses were collected immediately. The purpose of questionnaire is To know the views of the respondents who are scattered in vast areas. To achieve success in collecting reliable and dependable data. SECONDARY DATA: The secondary data was gathered by different sources it was collected from internet search engines, web portals on HR and HRM books written by various authors INTRODUCTION PERFORMANCE APPRAISAL Introduction: Performance appraisal is method of evaluating the behavior of employees in work spot, normally including both the quantitative and qualitative aspects of job performance. [...]

[...] Yet at its most basic level, performance appraisal is the process of examining and evaluating the performance of an individual. Though organizations have a clear right - some would say a duty - to conduct such evaluations of performance, many still recoil from the idea. To them, the explicit process of judgment can be dehumanizing and demoralizing and a source of anxiety and distress to employees. It is been said by some that appraisal cannot serve the needs of evaluation and development at the same time; it must be one or the other. [...]

[...] Certain techniques in performance appraisal have been thoroughly investigated, and some have been found to yield better results than others. Encourage Discussion Research studies show that employees are likely to feel more satisfied with their appraisal result if they have the chance to talk freely and discuss their performance. It is also more likely that such employees will be better able to meet future performance goals. (e.g., Nemeroff & Wexley, 1979). Employees are also more likely to feel that the appraisal process is fair if they are given a chance to talk about their performance. [...]

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