You are on page 1of 115

1

Presented To: Prof Major Nazar Abbas


Presented By: H Salman Ahmed 310-11523 M Shahbaz 2883 Muddasir Iqbal Qazi 2910

Hajvery University Lahore


Dated: Dec 03, 2010
2

Sequence of Presentation
Introduction Purpose & Responses to Performance Appraisal How Performance Appraisal Helps the Managers ? Who does the Appraisal ? Measurement Matters ? Rater Should Avoid from Errors . 5 Techniques of Performance Appraisal. 3 Comparing Techniques Analysis of ZUFLAH Analysis of Al-Flah Bank Ltd Recommendations
3

Performance Appraisal
The process of measuring an employees performance on the job , comparing and recording the results , and communicating the results to the employees

Performance Appraisal 3-Step Process


1- Manager measures an employees work and compare it with established standards 2-Manager records the results 3-Manager communicates the results to the employees in some form
5

Questions Before Appraisal


Who appraises whom ? When should the appraisals be performed ? What measurement procedures should be used ? How should we record the results ? How should we store and distribute the results ?
6

Purpose of Performance Appraisal


Provide the organization with information about work performance

Responses to Performance Appraisal


Rewards Salary Raise Selection of Employees for Training Programs Promotions Incentives Paid Vacations
8

Responses to Performance Appraisal


Punishment Reprimand Transfer Firing

Performance Appraisal Helps the Managers


Provide basis for reward allocations Provide basis for promotions, transfers, layoffs Identify high potential employees To develop & Improve the employees performance Set appropriate goals for employees Eliminate Problems
10

Performance Appraisal Helps the Managers


Evaluate previous training programs Foster work improvement Identify training & development opportunities Develop ways to overcome performance barriers

11

Who Does the Appraisal ?


Immediate Boss Co-workers Peers on the same organization level who are not co-workers Subordinates Manager of other work units Customers
12

Measurement Matters
Organizations need to use fair & unbiased methods A good measurement system should be Valid Reliable Free of bias & errors

13

Raters should avoid from


1-Halo Error: The tendency of an evaluator to generalize and to rate an employee as high or low on all traits of performance because the employee rates high or low on one particular trait

14

Raters should avoid from


2-Recency & Timing Errors: P.A errors that occur when employees take advantage by improving the quality of their work just before an evaluation.

15

Raters should avoid from


3-Clonal Effect: The tendency of raters to favor people who are like themselves

16

Performance Appraisal Techniques


5 of Most Popular Methods used to Appraise an Individuals Performance 1. Graphic Rating Scales 2. Checklists 3. Essays 4. Forced Choice 5. Management By Objectives
17

1-Graphic Rating Scales


The rater simply indicates the point on the scale that corresponds to the employees performance either the overall performance or on particular job dimensions.

18

2-Checklists
A group of people familiar with the job come up with a list of work behaviors important to job. The group also rate the relative importance of each item on the list Rater simply checks the items on the list that best apply to the individual being Rated.
19

3-Essays
Rater use this method, write paragraphs describing the work behaviors of the employee being rated. Essays are not easily quantified but provide a detailed, in-depth look of employee Essays are more effective when taken from notes and observations & from entire rating period. If rater works only from memory, he may concentrate on employees personality rather work behavior
20

4-Forced Choice Method


1-People who are knowledgeable about a particular job ..develop a list of statements that describe an employees behavior on job. 2-Statements are then grouped & rater pick one statement from each group 3-Someone other than rater scores the appraisal, weight each statement 4-Rater does not know how each statement will be weighted
21

5-Management By Objective
Goal setting approach A good MBO system with specific, measurable goals avoids many measurement problems. If means are not specified to reach objective then employee may use unethical or potentially destructive means to reach objective. Since every goal is different, it is difficult to compare the achievements of different employees.
22

Comparing Individuals
All mentioned methods evaluate individuals without reference to other employees To eliminate the tendency to rate everyone the same way & to provide information to help managers to allocate rewards There are other methods that involve comparative evaluation of two or more employees
23

Comparing Individuals
1) Ranking 2) Forced Distribution

3) Paired Comparison

24

1-Ranking
Rater ranks everyone in a particular group from best to worst. Ranking is made on global performance criterion (like Best Programmer, Most Efficient Accountant. Ranking provides little information for improvement or development. Vulnerable to the Halo effect Do not make clear how good an individuals performance actually is.
25

2-Focred Distribution
A rater places each employee into a category. Organization determines how many categories there are & Percentage of the employees that can be put in each category.

26

2-Focred Distribution

27

3-Paired Comparison
Rater compares individuals, one pair at a time on one global performance criterion It helps the rater develop a ranking that reflects the relative merits of various employee more accurately Paired comparison can take a lot of time
28

Video

29

ZUFLAH
Zuflah International Company is a leading name in Pakistans latest and modernized technology Tents and Outdoor equipments Industry. Zuflah is innovator, manufacturer & exporter of Tents

30

ZUFLAH
Since 1985 organization started by supplying Tents and Sleeping Bags to Saudi Relief Committee, Saudi Red Crescent Society and other Relief Agencies, appointed by United Nations for Afghan Refugees.
31

ZUFLAH
Zuflah International Co has constantly attached its innovative work and design with modern and latest technology. Most of them are registered with Controller of Patent and many of them are registered with design so that no body can copy innovative products nor they can sell in the market
32

ZUFLAH
Vision Zuflah's vision is to be a world class outdoor equipment manufacturer exceeding the customer's expectations through dedicated employees, committed to excellence

33

ZUFLAH
Mission Zuflahs team will contribute towards the development of best outdoor equipment in the world. Offering quality customer services and innovative products Using state-of-the-art technologies Ensuring cost-effective measures in procurement and operations
34

ZUFLAH
Product Categories: Mountaineering Tents Camping Tents Frame Tents Self Operating Pop Up Tents Latest Relief & Refugees Tents Sleeping Bags & Mattresses
35

ZUFLAH
Product Categories: Free Standing Mosquito Nets Insecticide Treated Mosquito Nets Ruck Sacks & Bag Packs Camping Garments Camping Furniture

36

ZUFLAH
Business Partners: Organizations appointed by United Nations International NGOs Saudi Relief Committee for Earth Quake Disasters Pakistan Army Pakistan Air Force Pakistan Navy
37

ZUFLAH
Business Partners: Red Crescent Society of Pakistan Govt of Punjab Govt of Khyber Pakhtoonkhawa National Disaster Management Authority

38

ZUFLAH
Business Partners: Mountaineers Club of Pakistan MAF Hyperstar METRO Exporters

39

ZUFLAH
Embassy of Kingdom of Saudi Arabia in ISLAMABAD

40

ZUFLAH
Embassy of Kingdom of Saudi Arabia in ISLAMABAD

41

ZUFLAH
Embassy of Kingdom of Saudi Arabia in ISLAMABAD

42

ZUFLAH
Embassy of Kingdom of Saudi Arabia in ISLAMABAD

43

ZUFLAH
Embassy of Kingdom of Saudi Arabia in ISLAMABAD

44

45

46

47

48

49

50

51

52

53

54

55

56

57

58

59

60

61

62

63

64

65

ZUFLAH
Defense Related Modernized Products: Military Tents Military Sleeping Bags

Military Field Furniture


66

ZUFLAH
Defense Related Modernized Products: Military Covers for Trucks MTV Covers for Missiles

Ariel Vehicle Shelter


67

Performance Appraisal in
Who appraises whom ? When the appraisals is performed ? Type of Performance Appraisal ? What measurement procedures are used ? How should they record the results ? How should they store and distribute the results ?
68

ZUFLAH
Managing Partner

Partner

Partner
General Manager

Partner

Marketing Executive

Finance Executive

Production Executive

R&D Executive
69

Bank Al Falah

Performance Appraisal of

70

"To be the premier organization operating locally and internationally that provides complete range of financial services to all segments under one roof"
71

ORGANIZATIONAL STRUCTURE

72

HR Policies at BANK AL FALAH


>Manpower Planning >Internal & External Recruitment >Intensive Training & Development >Performance Appraisal >Promotion, Transfer, & Demotion >Job Rotation >Grievance Handling >Welfare Activities >Bank Al Falah Ltd. Employee Stock Option Plan (allows employees to share in the companies success )
73

Performance Appraisal Technique at

Bank Al Falah
(Before 2007)

74

75

76

OLD PERFORMANCE APPRAISAL WAS COMPRISES OF.........

A. B. C. D. E. F. G. H. I.

Personal Data Job Responsibility Goal Specification & Achievement Personal Attributes Overall Performance Training need/Career growth/Success Planning Apraisee`s Comments Group Head`s/ GM`s Comments Final Rating (by Department)
77

Performance Appraisal Technique at

Bank Al Falah
(After 2007)

78

NOW DAYS MODERN Performance Appraisal Techniques are done under "Performance Management" Called

BAL Performance Management System

79

what is
Performance Management?
80

Performance Appraisal is but only one part of the bigger process of Performance Management. So, the short answer is that Performance Appraisal (annual review, employee review) fits under Performance Management.
81

Performance Management Cycle

Bank Al Falah performs

Performance Appraisals

each year in which all are carried out.

82

Performance Management Cycle

covers the

five

different

PROCESSES
83

1- Planning 2- Coaching

3- Reviewing
4- Rewarding 5- Core behavioural competencies Model
84

PLANNING
85

> Employees along with supervisors agree on five to seven challenging goals > Goals should be (smart)specific measureable attainable relevant & timed > Supervisors will plan goals on send a copy of it to HR

"Performance Planning (PPF)"


86

87

Employees will complete


Performance Agreement (PA)

with supervisors & discuss with them.

88

89

90

COACHING
91

>Face to Face meeting (employee will ask FEED BACK from supervisor) >Documentation of
Performance log & One 2 One Form

will be done.
>And also employees will be encouraged to maintain their own Performance Log.
92

93

94

If Under Performance is observed then Performance Improvement Plan may need to created.

95

96

REVIEWING
97

By consulting Performance Log

> Employee complete Self

Evaluation Form

> SMART goals worksheet

98

99

100

101

> Supervisors will complete

Personal Development Plan (PDP)

Which tells that what is required to improve performance of each employee for the whole year.

102

103

REWARDING

104

This Appraisal method have Three Outcomes


> The development needs of an employee. > And the reward for an employee. Through
"Personal Development Plan (PDP)"

employees & supervisors do meeting which helps in strengthening the employees working skills & power .
105

THE PROCESS

Tells us the Performance of Employee which we measured by Different Methods


106

107

Core Behavioural Competencies Model

108

DEFINES INPUT & OUTPUT

Input by the Employer & Output by the Employees after the Appraisal

"

Bank Al Falah
EXCLUSIVELY

This method is used in

which tells us individual`s ability to achieve

SMART GOALS

109

110

111

FINAL RECCOMENDATIONS
112

Key RECOMMENDATIONS for both companies.........

> There should be modern APPRAISAL TECHNIQUES such as by using Performance Management softwares. >There should be Performance Managers & Sub Department of Performance Management (under HR) which should take appraisals during whole year. >After proper feed back from employees , supervisors & employees should do work on increasing individual`s ability.
113

114

115

You might also like