Performance Appraisal 1u5x51

INTRODUCTION Performance Appraisal •

Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. According to Flippo, a prominent personality in the field of Human resources, "performance appraisal is the systematic, periodic and an impartial rating of an employee’s excellence in the matters pertaining to his present job and his potential for a better job.

“Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning for his future. • •

It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze his achievements and evaluate his contribution towards the achievements of the overall organizational goals.

By focusing the attention on performance, performance appraisal goes to the heart of personnel management and reflects the management's interest in the progress of the employees. Objectives Of Performance appraisal: • • • • • • • • • • •

To review the performance of the employees over a given period of time. To judge the gap between the actual and the desired performance. To help the management in exercising organizational control. Helps to strengthen the relationship and communication between superior – subordinates and management – employees. To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future. To provide to the employees regarding their past performance. Their personal decisions in the organization. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees. To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development. To reduce the grievances of the employees. Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.

Performance Appraisal Process

The performance appraisal process is a process that evaluates employee performance. Normally it compares quality, quantity, cost, and time. Some of the things that performance appraisal are used to do would be. • • •

Give something tangible to the employee regarding their work performance. Shows what training employees need. Determines what the employees raise might be.

PERFORMANCE APPRAISAL METHODS

(Tools of ) Performance appraisal methods include 11 appraisal methods / types as follows: 1. Critical incident method The critical incidents for performance appraisal is a method in which the manager writes down positive and negative performance behavior of employees throughout the performance period 2. Weighted checklist method This method describe a performance appraisal method where rater familiar with the jobs being evaluated prepared a large list of descriptive statements about effective and ineffective behavior on jobs 3. Paired comparison analysis Paired comparison analysis is a good way of weighing up the relative importance of options. A range of plausible options is listed. Each option is compared against each of the other options. The results are tallied and the option with the highest score is the preferred option. 4. Graphic rating scales The Rating Scale is a form on which the manager simply checks off the employee’s level of performance. This is the oldest and most widely method used for performance appraisal. 5. Essay Evaluation method This method asked managers / supervisors to describe strengths and weaknesses of an employee’s behavior. Essay evaluation is a non-quantitative technique This method usually uses with the graphic rating scale method. 6. Behaviourally anchored rating scales This method used to describe a performance rating that focused on specific behaviours or sets as indicators of effective or ineffective performance. It is a combination of the rating scale and critical incident techniques of employee performance evaluation. 7. Performance ranking method Ranking is a performance appraisal method that is used to evaluate employee performance from best to worst. Manager will compare an employee to another employee, rather than comparing each one to a standard measurement. 8. Management By Objectives (MBO) method MBO is a process in which managers / employees set objectives for the employee, periodically evaluate the performance, and reward according to the result. MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods) 9. 360 degree performance appraisal 360 Degree is a system or process in which employees receive confidential, anonymous from the people who work around them. This post also include information related to appraisal methods such as 720, 540, 180… 10.Forced ranking (forced distribution) Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution. For example, the distribution requested with 10 or 20 percent in the top category,

70 or 80 percent in the middle, and 10 percent in the bottom. 11. Behavioral Observation Scales Behavioral Observation Scales is frequency rating of critical incidents that worker has performed.

OBEROI HOTEL INTRODUCTION TO ORGANIZATIONAL PROFILE The Oberoi Group, founded in1934 by Rai Bahadur M. S. Oberoi, owns or manages 35hotels and luxury cruisers across seven countries. The group has two principle brands the deluxe Oberoi Hotels & Resorts and the first class Trident Hilton. The Group is also engaged in flight catering, airport restaurants, travel and tour service, car rentals,project management and corporate air charters. Rai Bahadur Oberoi laid the foundation of the Oberoi Hotel by acquiring his first property ³The Clarks Hotel´ in Shimla. In1943, he acquired eight properties of the associated hotels of India thus giving shape to the Oberoi Group of Hotels, India’s first hotel chain. On 26th May1949, M. S. Oberoi floated ³The East India Hotels Ltd.´ a corporation, which has grown into EIH Limited± the flagship of the Oberoi Group. Hisson P. R. S. Oberoi played a key role in introducing new concepts in Indian Hospitality Industry. He took his father’s dream further by exporting Oberoi management expertise to Australia, Saudi Arabia, Egypt and Indonesia. Today they

have 35 Oberoi Hotels inseven countries of the World. Oberoi Hotels and Resorts under the flagship of EIH Ltd is the second largest hotel chain in India. The group is one of the recipients of the numerous awards and accolades in the world of International travel and hospitality. Five Oberoi hotels are the of the ³Leading Hotels of the World´ and the eight Oberoi Hotels are the of the ³Leading Small Hotels of the World´ (these hotels are chosen for their extra-ordinary levels of guest comfort and services). • A distinctive feature of The Groups hotels is their highly motivated and welltrained staff that provides the kind of attentive and sensitive service that is rare today. • The Oberoi Group employs over12,000 people worldwide. Training is a particular strength. • Set up in1966, The Oberoi School of Hotel Management, which is now known 7 as The Oberoi Centre of Learning and Development (OCLD), is considered one of the best in Asia, providing high quality, professional training in hospitality management. • The people development activities in the company take shape from the'Corporate.

The Oberoi People Philosophy (HR POLICIES) Organizational Structure and Manning • • • • • • • •

Organization structure is lean with a minimum number of levels and with clear individual reporting and ability. Recruitment and Selection: At entry level of the organization they select people of the highest quality and with the highest potential to advance their business. Performance Appraisal: To inculcate a culture of personal growth and organizational excellence based on the principles of performance based results Learning and Development: They aim for world-class managerial and technical excellence using continuous learning and development to the business and encourage growth within. Career Development: We provide careers, not merely jobs, to their people, through developing them in ways where organizational needs are matched with personal strengths and potential Succession Planning: Their focus on development of people will reflect their international character and ensure that they have the right number of employees with the appropriate skills in the right place at the right time. Transfers: Transfers, National or International are based on organizational needs and career development requirements of the individuals. Compensation: Their compensation philosophy enable them to recruit and retain the best and most highly motivated talent and encourage the highest level of performance amongst their employees through result based

•

reward and recognition and be related to the company’s overall business performance. Employees relations: To create and preserve an open and harmonious environment in which employees at all levels want to give off their very best delivering world-class service at the highest level of productivity.

•

Retention: Retention of talent is a key management responsibility as is separation of those whose performance is consistently below par or who breach the accepted ethical standards and rules of conduct.

Training and Development Vision' of the Oberoi Group, which states: "We see an organization where people are nurtured through continuous learning and skill improvement, and are respected, heard and encouraged to do their best. Oberoi is recognized as the best centre for training and developing its people ."

Identifying The Process Of Performance Appraisal of The Oberoi Hotels. Basically there are two types of performance appraisal done on the basis of designation of the OBEROI HOTEL’S employee. They are: 1.Executive performance appraisal system 2.Non-executive performance appraisal system EXECUTIVE PERFORMANCE APPRAISAL SYSTEM This system is for performance appraisal for executives of the level E-0 to E-4 . Thevarious steps involved are: A)Self Appraisal Performance Review & Planning

I. Appraisee writes his view over the actual achievement for the Key performance area / Task and Target assigned to him for the year. II. Comments on fulfillment of KPA / Task and Target are written by the Reporting Officer , taking of time frame also. III.Special Jobs other than tasks given and normal routine work are written by appraisee. B)Performance Review Discussion I.Both appraisee and reporting officer sit together. II.Comment over Strengths and weaknesses and areas for development are written which is undersigned by both . III.Appraisee can help the reporting officer by giving examples which shows his strength or weakness. He also tell what training he want to undergo. C) Performance Assessment I. Rating between 1 to5 are given to the appraisee by the Reporting Officer and Reviewing Officer individually on the basis of Performance Factors and Potential Factors. Performance Factors : Quantity of output Quality of output Cost control Job Knowledge and Skill Team spirit and Lateral Coordination Discipline Development & Quality of assessing subordinates Special Relevant factor Potential Factors : Communication Initiative Commitment and sense of Responsibility Problem Analysis and Decision making Planning and Organizing Management of Human resources II. Different weightage are given to each factor III. Final scores are calculated by multiplying rating and weightage .By adding these Total Factor Score is calculated. IV. Comments on Overall Performance And Potential are written by both Reporting and Reviewing Officers individually. D)Suggestions for Job Rotation and Job Enrichment • Both reporting and reviewing officers write their suggestions whether the appraisee should be transferred to other department. • Either a good employee is transferred so that he can acquire knowledge of all

the departments, or a worst performing employee is transferred so as to improve his performance. II.In some exceptional case Head of department give his comments on overall performance & potential of the employee. E) Final Assessment I. Total Factor Score by both Reporting and Reviewing officers is written and average is calculated. II. Final Grading between O / A / B / C is given . III. If Final Grade is C , indicate whether to promote or not to promote the appraisee. IV.If not to promote give reasons. V.Meeting with non-promotable appraisee. NON-EXECUTIVE PERFORMANCE APPRAISAL SYSTEM I.Rating are given by both Reporting and Reviewing officers on the basis of performanceof the appraisee depending upon factors: Performance on the Job Job Knowledge & skill Multi-skill Utilization Conduct & behavior Punctuality & availability on job Innovativeness Cost & Quality Consciousness Initiative & Capacity to assume higher responsibility Housekeeping & safety consciousness II.Weightage are given to various factors . III.Scores out of 100 are calculated by multiplying rating with weightage . IV.O / A / B / C / C- Grades are given according to scores and attendance of the appraisee. V.If grade is C- , then appraisee is interviewed by the Head of Department.

OBSERVATIONS In the present performance appraisal system of OBEROI HOTEL, it can be said that the Oberoi Hotel follows a wonderful and excellent HR policies to educate, train, retain their employees. The HR policies follows a an open environment herein employees at each level are treated equal and follow a an international trend of calling

each other by their name instead of following traditional approach of conservatism. The performance appraisal adopted and followed by oberoi hotel is 360 degree appraisal wherein employee is appraised from his subordinates, seniors and also from the from other department. But still there are few loop hole in the system of their performance appraisal, they are : •

If the appraisee has good with the reviewing officer and does not have a smooth relationship with the reporting officer , in such case the reporting officer is sometimes forced by the reviewing officer to give better score to the appraisee.

RECOMMENDATIONS •

The reporting officer should keep the performance

data of

each subordinate. •

The reporting officer should give monthly to the

subordinates regarding their performances and thereby giving suggestions to improve.

REFERENCES: http://www.google.co.in/search? q=performance+appraisal&hl=en&prmd=ivnsb&tbm=isch&tbo=u&source=un iv&sa=X&ei=lBuvTaSqEsaGrAeK_WTCg&ved=0CCEQsAQ&biw=1024&bih=499 http://www.businessballs.com/performanceappraisals.htm http://www.oberoigroup.com/careers/about_us/philosophy.htm http://www.idoub.com/doc/31184787/Brijesh-Singh-p2-Project-Report http://www.naukrihub.com/india/hospitality/top-companies/oberoi-hotels/



Thomas F. Patterson (1987). Refining Performance Appraisal. Retrieved 2007-01-18.

•

• • • • •

• •

Description Identifying the process of performance appraisal at The Oberoi Hotel, New Delhi Identifying the various parameters involved in the process Benchmarking of the process Comparative analys

•

Provide clarity of the expectations and responsibilities of the functions to be performed by the employees.

•

To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.

•

To reduce the grievances of the employees.

Description Identifying the process of performance appraisal at The Oberoi Hotel, New Delhi Identifying the various parameters involved in the process Benchmarking of the process Comparative analys