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What is performance evaluation? Yes, anyone? Evaluate the inherent capability did you say?
I see.
What does he say is performance evaluation? It is the inherent capability of a person
- any other views? Evaluation of work assigned.
All right, so here it was inherent capability and now your view is evaluation of the
work assigned; the focus here is - he says on work; any other views? One is inherent
- internal and the other is the work assigned. All right, let us stop here and let us take
the number one - how do you think you will evaluate the inherent capability of a person?
Say, he is working under you - you are the manager and he is working under you; by observation
of how he does the work with respect to time; time is important; is anything else important?
Quality of work. Quality of work and what quality - this is
by observation; if you observe, you will be able to form an opinion of his inherent capability
and observe with respect to time as well as the quality - does everyone agree with that?
That is a performance evaluation. What about this other definition or view - evaluation
of work assigned; is this not the same as that? You are both coming around to the same
view - that is, really the work which is assigned and how he does the work in terms of some
parameters which you set; so you were…if you assigned work you must measure it; you
are coming to ‘evaluation is a kind of measurement’ is it not? When you evaluate what are you
doing? You are trying to measure; measure what? Against a reference framework of what
work has been assigned, how he does it and in what time; so, how is what time quality
- so essentially it is work related.
Let us see some formal definitions - it says, what is performance appraisal? Performance
appraisal is the systematic evaluation of the individual with regard to his or her performance
on the job - performance on the job means, work which is given to him, how he performs
and his potential for development; you see, these are new concepts which we did not discuss
just now; we discussed only work assigned, how well he does it against work reference
framework and you said quality is one framework of time; here he says potential for development;
now, why is that important? Because by training you can…
Because by training you can…yes, he has an inherent capability as you said earlier;
if you are trying to see inherent capability that is more about the potential that you
are trying to evaluate; you have got evaluation of two things one is the actual job performance,
which is here and now - at present what he is doing; the second is equally important
- what he may be capable of doing provided a b c - as you said, provided a training or
there may be some other exposure which he has to be given; present performance and potential
performance - these are the two very important factors by which you evaluate people in organizations.
We say evaluation is present performance and potential - these two are extremely important;
obviously, which is more difficult to evaluate, tell me? To me, it seems obvious - potential
performance, because that is something uncertain; you may go wrong there, whereas present performance…if
you have set the tasks pretty clearly and define the task which he has to do then, it
is that much easier for you to measure that. Why do you have to really appraise and evaluate
a person’s performance? You are going to pay them, very correct; so, if he performs
better you should pay him better or more - does everyone agree with that? Is that principle
acceptable? Those who perform better they should be paid more? Accept? Yes, some sought
of incentive; but, say I propose to you that he should be paid according to his needs - no?
Say, someone has got a larger family - commitments; unmarried sisters - he has to marry off the
sisters, aged parents who are sick - he needs more money.
But that will de-motivate some others. That will de-motivate some others - small
families; what is fair, what is equitable? See, when in companies and organizations which
live within a society, subject to the norms of the society and subject to his own culture,
what is it that we try to see? When you reward? You see, this discussion came out of the fact
that I said - why do you want to appraise and evaluate performance? And, you said because
you want to reward - very right; this is one of the important things - why you want to
evaluate is because of the rewarding; then we are discussing the philosophy - is it acceptable?
Those who perform better should they get more reward or is there any other yardstick like
- need. There should be some minimum wage that should
be fixed. Minimum wage should be fixed; see, as in life
in everything there has to be a balance; sometimes… what is happening nowadays is that there is
a little bit of departure - we will have wage and salary administration which is another
topic, where these will be discussed - but, let us see, because it is interconnected;
although the topics are separate human resource management is holistic; everything is interconnected
- just like human behavior all topics are interconnected
In reward systems now, they try to have a mixture of both - for instance, compensation
packages which are now designed and offered; they say these are the various heads which
are absolutely essential like salaries and dearness allowance - basic salary, dearness
allowance, some allowances; but, then in that basket you have a choice, the choice is - if
you are older employees, for instance, you may choose to have education allowance, if
you are unmarried bachelor - you may choose to have a holiday allowance; so, you can make
up your package like a salad; have you been to a buffet? It is where you can make your
own salad - you take onions and tomatoes and whatever - there is an array of it - then
you make what you want. Wage and administration, nowadays - modern
thinking - is to make it need based as well as performance based; here is another one
- performance appraisal is a systematic periodic; something thing they keep saying is systematic
and periodic - that is also important to keep up the motivation; say, you had a company
where you appraise today, and then after six months, then after two years and then you
do not appraise for three years - it is not systematic, it is not periodic; it is likely
to de-motivate, because then you say [FL]; sometimes, we get increment, sometimes we
do not get increment - that is why the word systematic and periodical, and impartial rating;
what does the word impartial bring in? What is the thought? impartial thought is - it
should be based on? Performance Performance or merit - how will you perform?
What does it imply, therefore? It implies that there should not be favoritism; how do
you make something impartial? You basically make it objective if it is impartial; you
set yardsticks and you measure against those yardsticks the performance targets which you
have set; because, if you do not have any yardsticks how are you going to evaluate?
If you do not set any targets to him you will evaluate by only your subjective judgment.
The principle here is that you may go wrong if you go by subjective judgment only; you
see you can never eliminate subjective judgment when you evaluate people, can you? When you
are evaluating a human being, can you give him a job which is hundred percent measurable?
Maybe at the very lower levels, isn’t it? Where it is a repetitive kind of work, nothing
else; you can set the time standards and you can measure; but, how many such jobs do you
have in the organization? At least you talk of jobs in the office - we have got monthly
rated jobs, managerial jobs, supervisory jobs; can you define all these jobs and set targets?
It is not possible. By and large we always try to be impartial;
that means, try and be objective by setting the targets and defining the objectives and
tasks; but, you can never eliminate the subjective element and that is up to the integrity and
honesty of you yourself - that you try to keep that subjective part of the evaluation
as objective as you can; you make your judgment objective; if you do not like the fellow but
you still feel that he has more or less done a good job by whatever task you have set him
- go by that and not by one or two incidents that happened, where he may have answered
you back or argued with you; let that not color your judgment to make you give him a
lower appraisal. Employee’s…impartial rating of an employee’s
excellence in matters pertaining to his present job and his potential for a better job; what
is emerging as we can see is when you appraise you have to appraise against two parameters
- one is, how has he done the present job and what in your opinion and judgment is his
potential for holding higher responsibilities and higher jobs.
When you actually come down to the nitty-gritty of designing forms - because it is systematic
and periodic - the evaluation you have to do systematically may be once a year, twice
a year, four times a year, every quarter or every semester; what do you do in educational
institutions? You evaluate, right? But, we give tests, quizzes and examinations and we
do not do it at random - at least the basic examination we do as per academic calendar.
Similarly, in companies the basic evaluation and appraisal is done systematically - a number
of times a year; how do you decide? We will come to that; but, by and large how he does
his work today gives you some indicator of how likely he is to do his work tomorrow;
then, there are other psychological assessments which can be used - psychological instruments;
you have what are called assessments centers where certain tasks are given and certain
jobs are given and from that you can observe his ability to work with others - for instance,
his interpersonal skills; as we said earlier, you first have to describe the job and having
described the job you have to then specify the job - what kind of people will do that
job; if you are trying to look at senior manager’s positions, you have to see whether he has
a good emotional quotient or not e q - remember e q? We said ability to live with ambiguity.
In the assessment centers, you have team work where problems are given - some of these problems
are uncertain; you do not have all the data that you need - it is uncertain, ambiguous;
how well can you take decisions? There are various things which you think are job descriptions
for a senior manager, right? Decision making, the ability to take decisions - see, there
are some people who are decision-averse, that means they do not like to take decision - they
are frightened; why? Because, if the decision they take goes wrong, then the blame will
come on them - so, they are frightened; they always like to go and ask their boss - even
if their boss has empowered them; there are many managers who hesitate to - they will
go to the boss and even if the boss says look it is your decision and it is your call - go
ahead, they say - yes sir, but what do you think? I just want your opinion about it;
what is happening there? He is frightened to take the decision.
Whereas, there are others who may be the other way round - they take decisions which are
not within their powers to take; then, you will have to pull them up; what kind of people
do that? Usually, people with internal locus of control, is it not? In assessment centers,
by… they stay for a few days - let us say, a team of managers - and you want to assess
their potential by group activity and observations along certain parameters; you can try and
assess what is their team working ability, team building ability; there are some managers
who are apt to do things only by themselves; they always feel that they can do it better
than others - may be they are right; they do not like to delegate the work.
Whereas, we have seen that the basic definition of a manager is one who does his work through
others, is it not? So, he fails in this basic test; therefore, as we go higher and higher
he has more and more people reporting to him - larger and larger responsibilities - can
such a person be able to do the job successfully if he cannot delegate? In an assessment center,
you try and assess that. Interpersonal skills - how well can he react
with others? Does he have the communication skills which go for leadership? If you are
trying to assess a CEO - a CEO requires to communicate all the time with outsiders outside
the company - the stakeholders and with people inside the company; that is the basic specification;
if someone does not have it, you try and assess whether he is trainable, whether he can be
made and trained - most probably he is - but, after an assessment center you can assess
what are the weaknesses and strengths of this group of managers who attended this assessment
center and then make your chart - so to say - for their development; any questions?
Here is a little history - performance appraisal of the individual is said to have begun as
early as the Wen Dynasty in China that is in the beginning of first 261 A D to 265,
where an imperial rater - you had the emperor in those days in China - imperial rater appraised
the performance of members of the official family; see how progressive it was - the New
York Civil Service introduced a formal performance appraisal system just before the First World
War - around 1914; this is historical, the keyword here is formal performance appraisal.
See, performance appraisal is done always - a boss always appraises a subordinate, does
he not? He does it all the time, but the point here is introducing this in an organization
in a formal way; this is credited to the New York Civil Service.
During the First World War, performance appraisal was introduced in the United States Army by
Walter Dill Scott - at that time they did not call it performance appraisal, it was
called man to man rating; rating meant how good or how bad - same as performance - for
evaluating military personnel; many of the things which we learn in modern management
now originated in the military; in some sense the military can be called the father of modern
management, because they dealt with large number of people to perform specific tasks
so they had to organize themselves and make themselves efficient.
Since the 1950s, performance appraisal shifted to people in technical, managerial and professional
functions; from military…first it started in the Imperial Family, then military to professions
- professionals; these early appraisal systems were called merit rating of the employee - how
meritorious is he; thereafter, there have been substantial changes in the philosophy
and practice of performance management; any questions?
We will just see a chart, which gives the trend of development of performance appraisal
- how it historically developed.
This is a summary - trends in performance appraisal; here you have terminology, purpose,
application, the factors on which you are rated and post appraisal interview; terminology
here are earlier emphasis and present emphasis; terminology in merit rating - that is what
it was called, now we call it employee appraisal or performance appraisal; earlier, the purpose
was determining qualifications for wage increase, transfer, promotions and layoffs; present
emphasis is development - remember this is the key word - the emphasis today is on development;
how to develop him so that he does his present job better and he can do future jobs better
- that is the emphasis today. Improve performance on the job and providing
emotional security; today, as we have studied - in other topics - that human relations school
of thought has come into the resource management - the human resource management and the human
behavior fields; earlier it was on efficiency, which in a way was the scientific management
school and as I said, in a way it was dehumanizing - assembly line; then, when the productivity
plateaued at a certain point, then people thought that now the time has come when instead
of looking at scientific ways - time measurement, technological improvements - of improving
productivity, it is better to turn our attention to the human beings who is doing this; because,
he is the key and that is where the human relations school came; you see that affected
all areas of management of people. Even for performance appraisal…now it is
on development, improve performance and emotional security; it is recognized that a person who
is not emotionally secure in whatever job he is doing…is he likely to perform very
well? It is recognized that it may not - it may affect his performance in an adverse manner;
people need to feel secure. Remember, Maslow’s hierarchy of needs? Application
is hourly rated - it was for lower jobs; hourly rated is what the Americans say, we call it
daily rated here, that means their wage is computed on the basis of everyday that they
come - if they do not come they do not get paid; here we say monthly rated - that means
if they do not come, are they paid? They are also not paid, but why do you call it monthly
rated? Because they compute the daily wage on the basis of a month - thirty days, twenty
eight days, twenty nine days or thirty one days; whereas, for daily rated the weekly
off is not counted - they work either twenty five days or twenty six days - you see the
calendar; there is a slight change - if you have an average daily rate there is a slight
increase in the case of monthly workers. Factors rated are - heavy emphasis on personnel
attributes; a rating form, for instance, would go like… There will be an item called discipline
and then there will be what you want to write about his discipline - the ability to obey
orders or the cooperation; what are these? These are personnel; today what is the emphasis?
Results, accomplishment and performance - the output; then, the techniques were - there
were ratings scales, statistical manipulation of data for comparison purposes; today, mutual
goal setting - that means, you as a boss and he as subordinate you have to both sit together
and mutually set your goals; together is bilateral, it is not unilateral; earlier, the boss gave
the tasks - does it mean today bosses do not give tasks? No, it does not mean that, but
the emphasis is shifting; nowadays, you expect that your boss will not only tell you, but
also discuss it with you before you have a target; earlier the target was set by the
boss, now you probably have an emphasis on agreeing to a target.
Post appraisal - after the appraisal - superior communicates his rating to the employee and
tries to sell his evaluations; sell in inverted comma - he says look I have given you B grade
and then I will tell you why I have given you a B grade, because a b c d e f; he gives
you reasons - it is time to sell; in present emphasis, superior stimulates employees to
analyze himself and set his own objectives; for instance, he asks that I want you to do
self rating - if he is a boss; these were the targets we have set for you and this is
your result - you know it and I know it - now, you tell me how you would rate yourself; would
it be excellent? Good? Do you see the change in emphasis?
Which is better? Is this mutual bilateral system better? What do you feel? Yes, why?
Why do you feel? You do not think that it is better? There are two schools of thought
- there are some bosses who feel that it is better that I evaluate sitting by myself in
my cabin and not tell you anything about what I am evaluating; exam is there but no marks
are given - no feedback - there are bosses like that; then there are bosses who say I
will give you the marks, but I will not discuss anything about it; and there is a third category
- not only will I give you the marks, you are most welcome to come and discuss; if you
ask me - sir, why did I get these marks, I will explain it to you.
So, which system is better of the three systems I have told you about? Which is better for
the employee and which is better for the boss? I want to hear your views; third system is
better for whom? Both? Are you sure? You would like to tell each employee - why, and he will
argue with you and you have to convince them; after all you are the boss - are you sure?
For you that is the best system? For employees, is it best? Think about it - be practical…think
- we are all human beings; I am the boss and you are following system three; you come,
I call you, you ask and I tell you something; you have a choice - you can agree to it or
you need not agree to it. If you agree to it and if you do not agree
to it the outcomes may be different - you have to judge that; say. I am the type of
boss whose style is authoritative; I am following the system of calling you, but generally I
think that what I say is right - that is your assessment of me, because we assess the bosses
all the time; you may choose to agree although you do not agree; because, you feel that if
you disagree too much it may be for the worse for you in the next rating - are not these
the thoughts which go on during the appraisal? On the other hand, he may think that I will
disagree with him because I feel he has been evaluating me badly - you are angry and you
already applied and you got two jobs lined up; what will be your reaction? Different
reaction; I do not know whether the third system is better or not, so do not take everything
that you see in books for granted; some of these systems work better with different types
of people; modern system sometimes… these are western systems which we have borrowed
- sometimes they do not work with Indian system; we have different cultural norms.
There are no yes or no answers here - some systems are good for some people and some
organizations embedded in some cultures; other systems are not so good; many of the companies,
which are owner driven companies - run by owners - they may not be able to handle a
system which is bilateral; there will be fights and arguments - the whole result will be destructive;
it may be better if they are just given the rating and there are no bilateral discussions.
What I mean to say is that, that is not the system - if someone wants to meet the boss
and ask, that is different; but, as a system every boss sitting in the company calling
the subordinate and telling them may not work; so, what are the conclusions that we are coming
to? It may be good for the boss - the third system - and it may be good for the employee;
sometimes, theoretically you can do many things, but you choose not to do it; if you do not
agree with something you can have a recourse to court - litigation; it is a good thing,
but sometimes you do not use it at all; anyway are there any questions on this?
When you go out to work, you will be in companies where you have a combination of all sorts
of these systems; you have to judge yourself and see what works best; similarly, when you
are a manager and you want to institute this system, do not go blindly and just follow
some system which has been followed in the west or some other company in India; try and
work out a system which suits you.
This we have said - purpose of appraisal, we have already said for rewards - to determine
rewards for work done in the past time period of review and for motivating and reinforcement;
then, to establish training and development inputs given to the employees; why? Because,
we say it is development oriented nowadays - you try to say not only what he has performed,
but also why he has performed that; was there any weakness because of which he did not perform
better? If there is a weakness, does he require training?; development inputs are to be given
to the employees. To establish data base for human resource
planning - required for strategic needs of the organizations; if you appraise and find
that all your managers are decision averse and you have huge growth plans, will they
be able to take the decisions connected with growth? You have to train them - H R P, Human
Resource Planning is required for strategic needs of the organization; to give feedback
to employees for the performance improvement - unless you give feedback, how do you expect
the employee’s performance to improve? That is the thing.
Now, we come to the general appraisal process; which means each company has got refinements
of its own, but this is a general framework; objectives of performance appraisal, establish
job expectations, design an appraisal program, appraise the performance, have the performance
interview, use appraisal data for appropriate purposes - does this make any sense to you?
Yes or no? Clear? No? Objectives of the appraisal - say, I call
you and…now this is the month of March - 31st March our year is ending and 1st April our
next year starts - financial year; we have to decide what are your performance objectives;
then, I tell you look…say, we are in the marketing department in, let us say, Kolkata
and we have to set a target, because how much sales orders will you book - we have to set
a target, so we discuss; I ask you - what do you think we should target for next year,
for you? I ask you this as a boss; how will you answer? You will probably say, sir, this
year my target was five crores, but I find that the market is not going to improve so
I think five crore should be my target; maybe, I say, look five crores cannot be our target,
because our top bosses have said that there has to be minimum ten percent growth - so,
it has to be 10% more than five crores; because, if this is the guideline which has come from
the top, then each of us - all, not only you all your colleagues who are…- everyone has
to do his bit; then, you say, but, it will be very difficult; I say, all right it is
difficult, but if it has to be done you tell me what help you want - but, it has to be
done; like that there is a dialogue. We are setting the objectives; second objective
may be that…see last year what happened, the company launched some new products, but
in our region and even in your case you met your target of five crores, no doubt; but,
the target was mainly by selling the old products; the new products which were launched you did
not sell those and is very vital for the company to establish the new products, because the
competitors are giving new products in the market; our old products have got a life cycle
after which they may become obsolete, so it is very important.
But, it is more difficult to establish a new product; so, the tendency of you people…you
fill your quota of target by only giving the old products - you have to put more effort;
I say, that is your objective number two and against that objective I say - next year,
out of five crore plus 10% of five crore - that is, point five five fifty; in that, you have
to have at least 20% new product sales; if you make all of the 550, with old product
that is not good enough because it is a company objective and so on; now, you see that is
objectives of performance appraisal. This general appraisal process - when you
design a form and a process you have to design as an H R department and you have to inform
others; what I just told you is how it actually works when the process is designed; and the
process design is…it will say that management has decided to introduce a) new performance
evaluation and appraisal system - circular comes from MD; the system shall have the following
objectives - it will be…it has been designed to give a fair rating to meritorious people
so that the rewards can be on the basis of objective yardsticks - it says so, objectives
of performances; it is also that given this system has been designed to try and identify
people who have got potential for being given higher responsibilities - it is general.
Establish job expectations - it says in the circular, that it is expected that our company
will throw up enough managers from internal sources so that our policy of promoting from
within can be maintained and we do not have to get people from outside - establish job
expectations; therefore, managers will have to perform in a manner where they are expected
to take decisions within their purview, develop subordinates, do team working and so on and
so forth. Design and appraisal program - say, this program
will be as given in annexure (a) let us say; annexure (a) says that the bilateral rating
sheets are given as follows - they are pre printed sheets form number 0 0 1; in that
it says department, employee’s name, employee’s pay code number or pay sheet number; then,
it says employee’s department, say, marketing; then, for the financial period so and so…1st
April 2004 to 31st March 2005; it is a pre printed form and it says that the appraisal
has to be done by the boss twice every year in the month of September and in the month
of March, let us say; that is before the half year - the details of the process.
Then, it says that there has to be an appraisal and objective setting interview and this interview
must be held with the boss and after the interview is held the rating should be given in the
presence of the employee not when he is not there - details like these; thereafter, the
form with the rating given by the boss will have to be sent to the boss’s boss - that
is also a requirement of the system; the boss’s boss shall give his comments, if any, and
return the form to the boss; all these details given in the program that we design; then,
appraise performance, performance interview - all this is laid down in the scheme; sometimes,
you have to train people how to appraise performances. Many big companies train you - it is not easy
to assess performance, particularly if the performance of your subordinates has not been
very good, it is not easy to give him feedback in such a way that it is not construed by
him and he receives it negatively; because, the whole purpose of giving feedback is to
improve the employee; if the boss does not give the feedback in a proper manner it may
backfire - bad blood is created, the employee feels that the boss is victimizing him; so
lot of training is given on how to receive feedback and give feedback.
The use of appraisal data for appropriate processes; at the end of it, what is the outcome?
Outcome is one or two forms in which ratings are given is it not? Ratings are given - of
overall rating whether it is a b c or d whatever scale that system has; also, some remarks,
is it not? Remarks for what? Training needs and development needs; because, this form
is doing two things, is it not? One is performance on the present job, which means what? Past
time period…say, you are appraising someone say in March, 2004 for the work which he has
done in the past one year - that is the financial year, which is ending - April 2003 till 31st
March, 2004; past period you do appraisal, that is what you have done; and given a rating
- based on the rating, increments, promotions lump sum appreciation - some lump sum money
reward - all this will be decided by them. But, at the same time there will be some columns
on the form where there will say - training needs, development needs; you may write there
as a boss remark that he will benefit from attending a general management program of
the company or outside; let him be sent to IIM Ahmedabad for a general management training
- he will benefit from that; this is the kind of feedback which you will give on the form
- for whom? For H R department, for your boss and his boss so that this data is generated
and next time we send people to IIM Ahmedabad, let us say, for training in general management;
we look and see which are the bosses who have been recommended this training and we pick
it up in the H R department; no, say that again - your question; yes, right.
You see, normally the view is that it does not go for or against - it is a statement
of a fact; the fact is that you accept the fact, that every employee, however brilliant
he is, has some shortcoming; if he has a shortcoming, therefore he has to be improved - there is
continual improvement which is possible; therefore, if you recommend for training it is not as
if you are blaming him, but by the other token there may be very weak areas; so it will depend
on what you write - if you say that he is good but he must be developed, because he
would be able to take higher responsibilities, therefore I’m recommending the training
then that has one connotation. On the other, hand you say that he lacks these
skills - say, he lacks computer skills and he should be sent for training; would you
say that you are blaming the employee? No, may not be; but you say he lacks interpersonal
skills - how would it be construed? That you are blaming him? I do not think so; everyone
lacks something, he is lacking that skill so you are sending him for training; now,
that is where the perception will come in between the employee and the boss; if the
relationship is not good the employee may feel [FL] the boss is ruining my future by
giving me this training thing and everyone will think that I am [FL] there; but, if he
has good relations he says boss is very good, actually I wanted to go and learn computer;
if I go outside I have to pay five thousand rupees here company sends me and I will learn
it; it depends on the perception. That is why it is so complex to have good performance
appraisal when it is bilateral. There has to be a general good feeling between
the boss and the subordinate; otherwise, it will be very difficult to make it work and
the results of it will not be what it is expected to be; instead of becoming a good meeting,
where a feedback is received by the subordinate well and there is a good feeling at the end
of the interview there will be conflict which will come after that - emotional disturbance;
so, it is very very difficult to do it well. Typical appraisal process begins as the performance
period begins; the employee and immediate superior have a meeting and write down the
objective - all this, I am just summarizing what we said - and targets for operational
as well as developmental needs and prioritizes them - we did not mention this; if you write
six or seven of your objectives and targets you try to prioritize in such a way that we
say which of these seven or eight are most important and which are less important and
there is mutual agreement; we are talking of system three now, remember, because that
is supposed to be the most progressive system.
During performance period both have review meetings on the progress of performance in
which employee receives feedback on his performance till date and the same is written down on
the appraisal form and signed by both of them - these are formal systems. At the end of
the performance period the same process is done again and the final rating for overall
performance is given and mutually accepted; it is easy to say, it is very difficult to
do it. In the event of a dispute the superior’s rating prevails - this is not prevents, it
is prevails; that is what the superior says…because, finally, he is the boss and he has the prerogative
to evaluate you; but, it is sent up to the next higher superior for review so that you
are not being victimized; you do not get a feeling…you have a recourse to sending up
to high court.
Critical behavioral attributes which are considered essential for growth and higher responsibilities
are commented upon by the immediate superior confidentially; usually, attributes about
whether he is fit for higher responsibility or not; psychologists say it will give a bad
feeling if the employee knows about it, so that is not told to him the performance is
told but these attributes are confidential usually; and attempts are made to improve
him, but it may demoralize him if he is told that.
The next superior sends back the appraisal form, as we said, to the immediate superior
who retains one copy and sends the original to the H R department; so, boss has a copy
and H R has copy.
Appraisal feedback meetings - since the foundation of proper appraisal rests on the ability and
maturity of each of the two persons involved in the face to face interview, both need to
be trained on how to conduct these interviews well; this is very important and you just
cannot introduce a system without proper training to boss and the subordinates. H R department
must conduct training programs with expert faculty to train both the givers - this is
givers, those who give - of feedback as well as the receivers of feedback.
Since the appraisal is done both on the operational parameters which lend themselves more relatively
to quantification than the development parameters and the behavioral attributes, perforce there
is always a subjective element in the rating as we mentioned earlier; you can never have
hundred percent. We will take a five minute break and then continue this.