Whirpool

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company by his/her manager. Performance appraisals, also called annual reviews, evaluate an employee’s skills, achievements and growth, or lack thereof. Companies use performance appraisals to give employees big-picture feedback on their work and to justify pay increases and bonuses, as well as termination decisions.

Employee appraisal systems help managers evaluate employee job performance and develop a fair system of pay increases and promotions. Appraisals in turn can help staff members improve performance, and assist companies in devising or reorganizing job functions to better fit the position or the employee.

3. Performance Review - An annual performance review involves a formal discussion about an employee’s development and performance. The review is a planning process. It involves setting a plan of action for the next period and reviewing what has been achieved in the last period.

The factors discussed can include work conduct, key performance indicators, work plans, roles and responsibilities, position descriptions, training/learning, and financial and non-financial compensation.

Many organisations conduct performance reviews. Most do it at least annually, although quarterly and six monthly reviews are also common. Many will have a mini-review in between the formal annual review. Go down

4. Reward and Differentiation --- Reward -Your employees are at the heart of your business. You hired them to help you gain and maintain success, and they are, at least initially, inspired to perform the work necessary to achieve your goals. Rewarding your staff when they effectively fulfill your directives is an often overlooked yet critical management tool. When properly administered and communicated, a reward program can create and maintain a highly motivated employee force working for the prosperity of your business. Differentiation -Coordination is a complement, even a counterbalance, to the division of work and job specialization. Specialization tends to separate people in organizations, because jobs are, by definition separate identifiable collections of activities. Coordination involves bringing people back together to ensure that work relationships between people with different but related jobs can contribute to organizational goals.

Four types of differentiation are identified. First, people in different work units tend to develop their own perspective on the organization’s goals and how to pursue them. For example, accountants may see cost control as most important to the organization’s success, while marketers push for more varied products and improved quality. Second, people in work units often differ in their time orientation. Production people, for example, are accustomed to handling crises that have to be dealt with immediately, while people in research and development may be preoccupied with problems that will take years to solve.

Time orientation affects a third type of differentiation – interpersonal styles. In production, for example, where people usually need to make fast decisions, they may favor somewhat abrupt communication and clear cut answers. R&D (Research and Development) employees may prefer more easy going communication that encourages brainstorming and consideration of multiple alternatives. Finally, departments may differ in their formality. While the production unit may need to have very specific standards of performance, more general standards may prevail in the personnel department.

Dimensions of Performance :

1 Key result area #1 --- Business Plan Achievement

2 Key result area #2 --- People development weightage 20%

3 Key result area #3 --- Competencies weightage 60%

3. Performance Review Objectives

owner: administrative manager

Performance Delivery and Results Review

A) To assess progress on ‘What’ - Business Results

B) To assess progress on ‘How ’ - Self/ People Development and Competencies

To clarify the actions to be taken next year to maximize

Performance Development Coaching

a) To review progress on Performance Development Plan for KRA1, KRA 2 and Competencies

b) To credit and compliment good progress

c) To coach Associates so that he / she can maximize performance following Year

Performance Review Objectives (Cont’d)

owner: administrative manager

Recognize Top Performers

• To recognize and provide positive feedback to Top Performers to ensure they are motivated and also challenged / stretched to enhance their growth

Performance Improvement Planning

• To review status of Bottom Performers already under PIP and take appropriate actions. (Personal injury protection (PIP) is an extension of car insurance available in some U.S. states that covers medical expenses and, in some cases, lost wages and other damages. ... That is, even if the person seeking PIP coverage caused the accident, they are entitled to make a claim under the PIP portion of their policy.)

• To prepare Performance Improvement Plan for newly-identified Bottom Performers.

Steps in the performance review process

Step 1: Associate Self-Assessment

Step 2 : Admin manager Assessment & Alignment with Functional Manager

Step 3: Performance Review Discussion

Step 4 : Calibration meetings

Step 5 : Rating Communication , Plan KRA (Key Result Area) for next year.

Now I welcome to my next group member Mr…… for discussing about Appraisal of GENERAL

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