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DEPARTMENT OF MANAGEMENT
Submitted by:
MAMTA CHOUDHARY
RT1901B60
10900367
DEPARTMENT OF MANAGEMENT
LOVELY PROFESSIONAL UNIVERSITY
PHAGWARA
PERFORMANCE MANAGEMENT SYSTEM NEED TO BE ORGANISATION
SPECIFIC.
Performance management system (PMS) is the heart of any " people management " process in
organization. Organizations exist to perform. If people do not perform organizations don't
survive. If people perform at their peak level organization can compete and create waves.
Most organizations focus on an annual evaluation process for employees and call that
Performance Management. However, annual evaluations are often subjective and can lack
specific measurements and supportive data to help the employee truly improve their behavior.
OBJECTIVES OF
PMS
A performance management system includes the following actions.
SETTING UP A PMS
The goal of a performance management system is to help boost employee performance and,
ultimately, the productivity of the business. For it to be effective, a performance management
system should incorporate the following critical elements:
Institute basic policies to cope with employee weaknesses and poor performance. Decide if we
will provide training or mentoring for employees exhibiting subpar performance. Set guidelines
that outline how long it should it take an employee to improve and what steps will be taken if the
employee fails to show improvement
Employee Input
Solicit and evaluate staff suggestions for the performance management program. Incorporate
employee input into the program or system as needed
When the employees perform well they should be compensated. Rewards keep morale high,
generate loyalty and foster additional improvement. But closely linking pay hikes and
promotions to performance appraisals is a contested issue. Regardless of how and when you
choose to compensate your employees, an above-average appraisal deserves acknowledgment.
Make sure they should be consistently reward employees for their hard work.
PMS Process
Reviewing Manager: The reporting authority of the Appraiser, who will provide additional
inputs in the appraisal and also provide a check and feedback
Moderation Committee: A Cross Functional Team depending upon Levels that plays the role of
providing a check and feedback in appraisals across the organization and enables greater
consistency.
Graphic rating scales are one of the most common methods of performance appraisal. Graphic
rating scales require an evaluator to indicate on a scale the degree to which an employee
demonstrates a particular trait, behavior, or performance result. Rating forms are composed of a
number of scales, each relating to a certain job or performance-related dimension, such as job
knowledge, responsibility, or quality of work. Each scale is a continuum of scale points, or
anchors, which range from high to low, from good to poor, from most to least effective, and so
forth.
Behaviorally anchored rating scales (BARS) are rating scales whose scale points are defined by
statements of effective and ineffective behaviors.
They are said to be behaviorally anchored in that the scales represent a continuum of descriptive
statements of behaviors ranging from least to most effective. An evaluator must indicate which
behavior on each scale best describes an employee's performance.
The employee at paharpur 3- is evaluated on job specific behaviour which are associated with the
success in the position
The person is evaluated for each job specific behaviour on a scale of 3. With 3 being the
highest and 1 being the lowest)
Management by Objectives
Management by objectives (MBO) involves setting specific measurable goals with each
employee and then periodically discussing his/her progress toward these goals. The term MBO
almost always refers to a comprehensive organization-wide goal setting
Set the organization?s goals. Establish organization-wide plan for next year and set goals.
2. Set departmental goals. Here department heads and their superiors jointly set goals for their
departments
3. Discuss and allocate department goals. Department heads discuss the department's goals with
all subordinates in the department (often at a department-wide meeting) and ask them to develop
their own individual goals; in other words, how can each employee contribute to the department's
attaining its goals?
4. Define expected results (set individual goals). Here, department heads and their subordinates
set short-term performance targets.
5. Performance review and measure the results. Department heads compare actual performance
for each employee with expected results.
6. Provide feedback. Department heads hold periodic performance review meetings with
subordinates to discuss and evaluate progress in achieving expected results.
The employee is evaluated on goals and objectives associated with sucees in the position
The person is evaluated for each goal and objective on a scale of 3. With 3 being the
highest and 1 being the lowest)
• Achievement Motivation: Inherent desire to exceed targets & stretch ability to the
fullest. High energy level. Assertive & result oriented.
• Leadership: Can control & motivate a team to achieve set objectives. Inspires pride in
the organization.
• Job Knowledge: On the job knowledge of the assessee, keeping in view his ability to
handle diverse job related situations
• Interpersonal Skills
• Communication
• Dependability / Punctuality
• Discipline
TIMING:
SELF APPRAISAL
Self appraisal is an important part of the Performance appraisal process where the employee
himself gives the feedback or his views and points regarding his performance. Usually this is
done with the help of a self appraisal form where the employee rates himself on various
parameters, tells about his training needs, if any, talks about his accomplishments, strengths,
weaknesses, problems faced
Be honest
Always be truthful and honest while telling your accomplishments or failures. Don’t exaggerate
your strengths and don’t hide your weaknesses. Don’t make personal judgments for anybody.
Do the preparation
It’s always better to prepare yourself before the meeting. Get all the lists in place, prepare all the
evidences and references.
Be objective
Positive attitude
Have a positive attitude towards the whole appraisal process. Be co-operative. Don’t hesitate
from taking the responsibility of your failures as well as the achievements. Demonstrate
enthusiasm to improve in future and take all his suggestions calmly. Don’t complain or
demonstrate a negative attitude.
Apart from your strengths, weaknesses, accomplishments and failures, express the opportunities
you would like have for your development and improvement. Suggest ways to overcome the
problems faced. Assess your capabilities, behaviours and skills and competence.
• Major Responsibilities: What are the major responsibilities in his current work profile.
• What are the Key Result Areas i.e. what are the activities he does in order to
accomplish the tasks he is responsible for. Also, to give comprehensive details of the
various reports / MIS / Database being maintained by the employee.
Historical Perspective :-
Measuring and appraising performance is probably the most researched area within HRM,the
last hundred years have seen continuous evolution in approaches to Managing employee
performance.
The start of the industrial age in the 1800s saw trends of performance appraisal in industry.
In the 1890s Frederick Taylor’s scientific approach and Fayal & Weber’s bureaucratic
theories suggested that financial inducements stimulated production performance.
The Hawthorne studies in 1927 - 1932 emphasized the influence of supportive and caring
supervision.
It was only after world war–I that appraisals in industry became accepted. The appraisal of
managers was not extensively practiced until after world war – II.
WHAT COUNTS
GET MEASURED
WHAT GETS WHAT GETS
REWARDED MEASURED GETS
COUNTS DONE
WHAT GETS
DONE GETS
REWARDED
When we talk about the five dimensions of Human Resource Management (HRM), we list
down the following, namely,
• Performance Management,
• Career Management,
• Recruitment & Selection,
• Training & Development, and
• Compensation & Benefits Management.
These five dimensions, though equally important, often fail to secure equal attention from
Human Resource (HR) managers. The facts that performance management is not just an annual
performance appraisal and training is not the only solution to effective performance are forgotten
by the HR managers and the management team. As a result, successful organizations, happy with
their existing success status, is actually deprived of a potential growth that could have been
achieved should they have invested more attention to performance management than only
performance appraisal For instance, the total HR performance of a company is worth Rs 1000,
which means the employees’ performance is resulting revenue worth Rs 1000. Among this set of
employees, some are excellent performers, some are good, some moderate and some poor. This
difference in performance level are due to the fact that some are using 100% of their potentials,
some working below their full potentials and some working at zero or marginal potentials. The
challenge of equalizing the difference in performance level lies in an objective performance
management system.
• A goal setting session between the PMS administration and the employee.
• listing down the major goals to be achieved in a year in line with functional objectives.
• Reviewing goals to assess the feasibility of their accomplishments; making sure the goals
are SMARTER- Specific, Measurable, Actionable, Realistic, Time-framed, Extended &
Rewarding.
• finalizing goals for a year.
• planning about how to achieve the goals.
• identifying the possible barriers in achieving them.
• planning on ways to overcome those barriers.
Mid Year Performance Review
• A performance review session between the PMS administration and the employee
• discussing performance progress status.
• revising performance plan (if needed) with new deadlines for goals
Performance Appraisal
• A performance appraisal session between the PMS administration and the employee.
• measuring performance as against preset goals.
• measuring competencies required for current role.
• measuring potentials as against required competencies set for future role.
• chalking out Individual Development Plan outlining to fill skill gap, motivation &
aspiration gap and communication & cooperation gap.
• chalking out Reinforcement plan to reward/recognize for success and punish for
deliberate failure.
The beauty of this Performance Management process is that it has three dimensions only,
which give three major outputs that can be fed into other four dimensions of HRM and not to
mention Performance Management also. The beauty is illustrated as follows:
Performance Performance
Rating Scale Outputs
Assessment Measures
Performance
Preset Goals 5-points New goal setting
Evaluation
Required
Competency
competencies of 5-points Development Plan
Evaluation
current role
Potential Evaluation Required 5-points Career Development
competencies of Plan
future role
AT NTPC
PMS AT NTPC
Step 1 Step 2
PMS Process
Step 3
Feedback
Step 5 Annual
Assessment
Normalisation
Process
Step 4
Step 1
Step 2
• Joint review of performance
• Document Changes in KPAs if any
• Document mid year review discussion
Step 3
Step 5
• Communication of score
• Developmental feedback
2 a. Functional competency 10 10 10 10 10 05
assessment
b. Managerial competency 05 05 10 10 15 15
assessment
3 Potential assessment Nil 05 10 10 10 10
4 Value assessment 05 05 05 10 15 20
• For junior executives there is higher weightage on KPAs and functional competencies as
there is higher focus on achieving the immediate functional task.
• The weightage on Managerial competencies and values increases for an executive as the
grade increases because of importance of achieving business goals by managing work of
other employees through ethical means.
EMPLOYEE
COMPENSATION
VARIABLE FIXED
COMPONENT COMPONENT
INDIVIDUAL
PERFORMANC
E
UNIT
PERFORMANC
COMPANY E
PERFORMANC
E
PERFORMANCE WEIGHTAGE
TOP MGMT. MIDDLE MGMT. JUNIOR MGMT.
COMPANY’S 50% 35% 15%
UNIT’S 30% 25% 20%
INDIVIDUAL’S 20% 40% 65%
Conclusion
The aim of performance management system is ensuring the maximization of efforts by the
employees of the organization to realize the desired goals. More effective the performance
management of an organization more productive the organization would be. NTPC as a whole is
a big organization with vast number of employees working there, to manage the performance of
such a great number of people efficiently is a herculean task.
The survey and personal interviews conducted during the project work says that an
effective performance management system is on place but as we know everything in this world
keep evolving itself for betterment, the performance management system is not an exception.
NTPC can touch new heights in the field of energy management by managing its
manpower more efficiently, addressing there training needs, recognizing the high performances
and making them feel the freedom of expressing their points.
Suggestions
• PMS should be an “open and participative system” with feedback loops where everyone
feels free to express their views with the appraiser.
• PMS should distinguish high performers from low performers. The recognition to high
performers should be done with more efficiency.
• PMS should have a “developmental focus” with appropriate training system to cater the
training need of employees.
• The process should be monitored efficiently addressing the doubts and queries of the
employees.
• The KPA setting process should ensure the active participation of executives.
• There should not be any communication gap between seniors and subordinates as it is of
utmost importance in performance management.
INTRODUCTION:
This case study is of ARRAN LTD. Firm . Arran ltd is a multi – divisional retail financial
services firm based in UK.
BALANCED SCORECARD:
The balanced scorecard is a management system that enables organization to enhance the clarity
of their vision and strategy and enables them to translate the same into action. It is a management
methodology that uses a range of performance measures to define business goals and monitor
performance drivers to achieve strategic objectives.
This concept was first introduced to Arran ltd in the mid 1990’s by the general manager of the
retail division (the largest division in the organization).
It was initially developed as a performance management system for the retail division with the
objective of providing core management information on retail branch performance. The
performance measurement system was built in part around custom designed performance
management software system . and the design and implementation of the software system was
undertaken with the help of external consultancy.
After a time, they developed a corporate balanced scorecard and several other divisional
balanced scorecard using the retail division design and system as their basis. This case is
analysed by seven different view points in which Arran ltd used balanced scorecard.
1) Standard
2) Transparency
3) Simplification
7) Software
STANDARD:
In this many organization use standard measures in the design of system of multi balanced
scorecard. The use of standardizing measures defining the components of BSC system i’e what
do mean by vision , objectives, measures, initiatives etc is good practices.
TRANSPARENCY:
Organizations typically use measurement system to control the business at either a strategic or
operational level. In this section considered that why BSC were developed by Arran ltd and how
they used. Basically BSC used to monitor and control the business for one of two purposes
- To communicate
SIMPLIFICATION:
Some organization implement BSC as an add on to existing system. Arran ltd used their BSC
and whether they simplified the whole management system or added to existing measurement
practices.
MANAGEMENT INFORMATION FOR THE CENTRE:
The main goal for any management system is to provide decision maker with correct , relevant
and timely data to aid/help them in the process of making decision about managing the
business.their should be two way communication.
GROWTH AND DIVERSITY:
The growth and high level target setting and strategic communication should be based on
ongoing interactive dialogue between management and support function.
OWNERSHIP AND SPACE:
ownership of the management system and subsequent results are key factors in the success. An
important part of BSC design process is to ensure that management team processes are modified
to allow the management team sufficient scheduled time to discuss outputs arising from the BSC
reports i’e change in behavior, routines connected with strategic and performance management
review process.
SOFTWARE:
This topic looks at the need to make software an enabler of effective strategy implementation
and how to avoid technology getting in the way of change.
BSC linked to three distinct types of software application:
- Software for data reporting
CONCLUSION:
It is clear that, at least initially, the Balanced Scorecard systems at Arran Ltd. met the firm’s
expectations and the initiative was considered as a success; the need for a more organised
performance management system drove wider changes in management style and behaviour
that was generally and persistently beneficial to the organisation. they wanted ‘a system that
examined a number of different factors rather than focusing solely on financial data’. Arran
Ltd. believed that if they used the concept it would help them in the long run. In the initial
application of BSC was as a performance measurement tool for the retail division. It was
primiraaly an operational BSC used for management control purposes it was very useful for the
Arran ltd. It was also essential in all the points that were taken into consideration while
implementing the balanced scorecard in Aaran ltd.
SUGESSTIONS:
Remember that there are two types of Balanced Scorecard application, each requiring a
specific design and implementation methodology
Balanced Scorecards need to be dynamic and flexible, able to accommodate the changes
in organisational objectives, structure and markets that can be expected to occur during
their lifetime
Software systems have powerful benefits but if mismatched to the organisational needs
can also be a cause of problems.
CONCLUSION:
Some time it happens that the PMS is not effective in an organization because it is not specific .
some organization takes into in common consideration that’s why it is not too effective .So PMS
should be specific to each and every organization.
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