360 Degree Appraisal Sem 2

PERFORMANCE APPRAISALS: THE 360 DEGREE APPROACH

SUBMITTED BY

DOMENICO GOUVEIA

ROLL NO. 9034

M.COM PART II

2013-14

PROJECT GUIDE

PROF. VINIMA GAMBHIR

SUBMITTED TO

UNIVERSITY OF MUMBAI

ST.ANDREW’S COLLEGE OF ARTS, SCIENCE AND COMMERCE

ST. DOMINIC ROAD,

BANDRA (WEST),

Mumbai – 400 050.

CERTIFICATE

It is certified that this project Performance Appraisal : the 360 Degree Approach has been prepared and submitted by DOMENICO GOUVEIA ,Roll no 9034 under my guidance during the academic year 2013-2014.

Date: Signature(Dr. ________________

Place:

(AssociateProfessor) Signature of the Signature of the Signature of the Internal Examiner External Examiner Principal

DECLARATION

I ,Domenico Gouveia of St. Andrew’s College , M.Com Part I hereby declare that I have completed the

project on – ‘Performance Appraisals :360 Degree Approach “in the academic year 2013-14.The

information submitted is true and original to the best of my knowledge.

Signature of the Student,

Domenico Gouveia

ACKNOWLEDGMENT

I hereby acknowledge all those who directly or indirectly helped me to draft the project report. It would not

have been possible for me to complete the task without their help and guidance.

First of all I would like to thank the principal Dr. Marie Fernandes and the coordinator Prof. Kevin Miranda

who gave me the opportunity to do this project work. They also conveyed the important instructions from

the university from time to time. Secondly, I am very much obliged of Prof. Vinima Gambhir for giving

guidance for completing the project.

Then I must mention the person who co-operated with me, Miss Amita Shetty, Liasion Officer at

Save The Children India. She not only rendered time out of her busy scheduled but also answered my

queries without hesitation. She gave me information on their system of working in their organisation and

told me how performance appraisals are conducted within their organisation.

Last but not the least, I am thankful to the University of Mumbai for offering the project in the syllabus.

I must mention my hearty gratitude towards my family, other faculties and friends who supported me to go

ahead with the project.

EXECUTIVE SUMMARY

Today, in every organisation motivating employees as an activity is necessary. It is an important

part of an organisation. It is a vital ingredient for the success of the organisation in the long run,

because only if the employees are motivated, will they be more efficient and resourceful to the

organisations.

A performance appraisal (PA) or employee appraisal is a method by which the job performance of

an employee is evaluated.

They are a part of career development and consist of regular reviews of employee performance

within organizations.

The PA process should be able to inform employees about the “organization's goals, priorities, and

expectations and how well they are contributing to them”.

The achievement of organizational performance goals depends on the performance of the individual

organizational members. Therefore, measuring individual employee performance can prove to be a

valuable performance management process for the purposes of HRM and for the organization.

360-degree feedback is feedback that comes from members of an employee's immediate work

However, there is a great deal of controversy as to whether 360-degree feedback should be used

exclusively for development purposes, or should be used for appraisal purposes as well.

With reference to this context, this project is been prepared to put a light on the 360- Degree

Approach. This project includes Meaning of Appraisal Systems , Need and Purpose of conducting

Appraisals, How it is conducted , Implementation Process, Appraisal Interviews and the 360

Degree Approach which I could implement in Save The Children India using the Individual

Development Survey

Last Semester , I conducted a survey on 360 degree multirater feedback system using leadership

roles for a single employee of the firm to demonstrate their strengths and weaknesses and their

overall score.

But this time I would analyse Individual Developments using 360 degree multi rater feedback

system for 20 respondents

.

Index

Sr.No. Topic

Chapter I Introduction to the Study

1.1 Aim of the Study

1.2 Objectives of Study

1.3 Importance of the Study

1.4 Scope of Study

1.5 About Performance Appraisal Systems

1.6 History

1.7 Types

1.8 Process

Chapter II The 360- Degree Approach

2.1 Importance & Benefits

2.2 Advantages & Disadvantages

2.3 Need for Appraisals

2.4 Parties Involved

2.5 Implementation Process

2.6 Challenges & Shortcomings

2.7 Role in Organisations

Chapter III Research Methodology

Chapter IV Case Study : Individual Development Survey using 360 Degree Approach

in STCI

Chapter V Suggestions , Findings and Recommendations

Chapter VI Limitations to Study

Chapter VII Conclusion

Chapter VIII Bibliography

Chapter IX Annexures

Chapter 1

Chapter I Introduction to the Study

1.1 Aim of the Study

1.2 Objectives of Study

1.3 Importance of the Study

1.4 Scope of Study

1.5 About Performance Appraisal Systems

1.6 History

1.7 Types

1.8 Process

CHAPTER 1 INTRODUCTION TO THE STUDY

1.1 AIM OF DOING THE PROJECT:To implement the learning of Performance Appraisals – the 360 degree way which is a part of my syllabus , and to be able to understand the topic better through my presentation.

1.2 OBJECTIVE OF DOING THE PROJECT To implement our learning’s of the presentation in my study To be upgraded with the particle business life and the aspect of the needs of appraisals for employees

in a company. To develop presentation skills To increase my confidence level To implement the quality to work with co ordination Conduct a study on the 360 degree performance appraisal among the employees of Save The

Children India To study the individual development skills of employees on the performance appraisal given by the

company

1.3 IMPORTANCE OF THE STUDYThe present study is expected to identify the factors of individual development in the 360 degree performance appraisal system which would directly help to improve the employee performance thereby significantly increasing the company profit. This study will also enable the personnel department to identify the factors influencing the performance appraisal which leads to turn over of the employees due to the dissatisfaction with the performance appraisal given to them.

1.4 SCOPE OF THE STUDYTo identify the behavior and the honesty of the company in giving performance appraisal.To suggest in what factors the company has to show their attention regarding performance appraisal.To know the opinion of the employees, about the company’s 360 degree performance appraisal system.

1.5 ABOUT PERFORMANCE APPRAISAL SYSTEMSPerformance appraisal is a method of evaluating the behaviour of employees in the work place normally including both the quantitative and qualitative aspects of job performance. Performance refers to the degree of accomplishment of the tasks that make up an individual’s job. It indicates how ell an individual is fulfilling the job demands. Every organization has to decide upon the content to be appraised before the programme is approved on the basis of job analysis. The content to be appraised may vary with the purpose of appraisal and type and level of employees. The key factor in an organization to support an effective performance appraisal system is as follows:- Organizational planning based on potentialities of human resources.- Human Resource Planning based on weakness, strengths and potentialities of human resources.- Organizational effectiveness through performance improvement- Fixation and refixation of salary, allowances, incentives and benefits- Original placement or placement adjustment decisions-Identifying training and development needs and to evaluate effectiveness of training and development- Needs and to evaluate effectiveness of training and development programmes

Objective of Performance Appraisal System :-Performance appraisal aims at attaining the different purposes. They are :

To create and maintain a satisfactory level of performance. To contribute to the employee growth and development through training, self and management

development programmes. Tata Power aims at employee development through performance appraisal.

To help the superiors to have a proper understanding about their subordinates. To guide the job changes with the help to continuous ranking. To facilitate fair and equitable compensation based on performance. To facilitate for testing and validating selection tests, interview techniques through comparing their

scores with performance appraisal ranks. To provide information for making decisions regard ing lay-off, retrenchment etc. as in the case of

Hyundai Engineering.

Sources of Error in Performance Appraisal: Halo Effect: it is the tendency of the raters to depend excessively on the rating of one trait or behaviourial consideration in rating all other traits or behavioural considerations. One way of minimizing the halo effect is appraising all employees by one trait before going to rate them on the basis of another trait. The Error of Central Tendency: Some raters follow play safe policy in rating by rating all the employees around the middle point of the rating scale and they avoid rating the people at both the extremes scale. They follow play safe policy because of answerability to the management or lack of knowledge about the job and person he is rating or has least interest in the job.The Leniency and Strictness: the leniency bias crops when some raters have a tendency to be liberal in their rating by assigning higher rates consistently. Such ratings do not serve any purpose. Equally damaging is assigning consistently low rates.

Personal Prejudice: If the rater dislikes any employee or any group, he may rate them at the lower end, which may distort the rating purpose and affect the career of these employees.The Recency Effect: The raters generally remember the recent actions of the employee at the time of rating them on the basis of these recent actions favourable or unfavourable-rather than on the whole activities.

Difference between Perfomance Appraisal and Performance Management System. Performance Appraisal Performance Management SystemMeaning Performance Appraisal is Organisational planning based on potentialities of its human sources.

Performance Management System performance of the employee is continuously monitored and developed in tune with the organisational requirements.

EmphasisIt is human resource planning based on weakness, strengths and potentialities of human resources.

Emphasis is required for goal setting of employees and other important processes of a performance management system.

It is not job evaluation. It refers to how someone is doing the assigned job. Job evaluation determines how much a job is worth to the organization and therefore, what range of pay should be assigned to the job.

Both the Manager and the subordinates understand each other and both understand the organisational goals and requirements with a common and collaborative mind.

It identifies training and development needs and evaluates effectiveness of training and development programmes.

Organisations started adopting seperate performance appraisal techniques and design the system for each employee separately based on employee skills, behaviour and his job needs.

Potential benefits include:Facilitation of communicationEnhancement of employee focus through promoting trustGoal setting and desired performance reinforcementPerformance improvementDetermination of training needs

Potential complications :Despite all the potential advantages of formal performance appraisals (PAs), there are also potential drawbacks. Complications stemming from these issues are:Detrimental to quality improvementNegative perceptionsErrorsLegal issuesPerformance goalsDerail merit pay or performance-based pay

Improving Performance AppraisalsAlthough performance appraisals can be so easily biased, there are certain steps that can be taken to improve the evaluations and reduce the margin of errors through the following:Training - Creating an awareness and acceptance in the people conducting the appraisals that within a group of workers, they will find a wide range in difference of skills and abilities.

http://en.wikipedia.org/wiki/Goal_setting

Providing Feedback to Raters - Trained raters provide managers who evaluated their subordinates with feedback, including information on ratings from other managers. This reduces leniency errors.Subordinate Participation - By allowing employee participation in the evaluation process, there is employee-supervisor reciprocity in the discussion for any discrepancies between self ratings and supervisor ratings, thus, increasing job satisfaction and motivation.

Opposition to performance appraisalsNot everyone is in favor of formal performance appraisal systems. Many employees, especially those it affects the most by such ratings are not very enthusiastic about them. There are many critics of these appraisals including labor unions and managers.Labor UnionsLabor unions represent nearly 14% of the U.S. workforce.[citation needed] They require that seniority rather than assessment of employee merit be taken as the basis for promotion. However, length of job experience alone is no indication of the ability to perform a higher level job. That is why senior people should be given the first opportunity for promotion, but they must qualify for that promotion because of their abilities, not solely because of length of service. Performance appraisals can provide a reliable basis for these decisions.ManagersManagers who have had unsatisfactory experiences with inadequate or poorly designed appraisal programs may be skeptical about their usefulness.Many managers do not like to play the role of a judge and be responsible for the future of their subordinates.

1.6 HISTORY The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to

Taylor's pioneering Time and Motion studies. But this is not very helpful, for the same may be said about almost everything in the field of modern human resources management.

As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War - not more than 60 years ago.

The work performance of others, including subordinates, naturally, informally and arbitrarily. Performance appraisal systems began as simple methods of income justification. That is, appraisal

was used to decide whether or not the salary or wage of an individual employee was justified. The process was firmly linked to material outcomes. If an employee's performance was found to be

less than ideal, a cut in pay would follow. On the other hand, if their performance was better than the supervisor expected, a pay rise was in order.

Little consideration, if any, was given to the developmental possibilities of appraisal. If was felt that a cut in pay, or a rise, should provide the only required impetus for an employee to either improve or continue to perform well.

Sometimes this basic system succeeded in getting the results that were intended; but more often than not, it failed.

1.7 TYPES OF PERFORMANCE APPRAISAL SYSTEMSThey are broadly categorised into – Traditional Performance Appraisal SystemsModern Appraisal Systems

Traditional Performance Appraisal Systems1. Rating Scales MethodCreating Scales Method is commonly used method for assessing the performance of the employees and well-known traditional method of performance appraisal of employees. Many corporations and companies example in the country India, telecommunications company likelyairtel and US IT companies like Dell Corporation are using this method for evaluating the employees and subsequently take decisions on concerned employee.

Depending upon the job of employee under this method of appraisal traits like attitude, performance, regularity, accountability and sincerity etc,are rated with scale from 1 to 10. 1 indicates negative feedback and 10 indicates positive feedback as shown below.

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Attitude of employee towards his superiors, colleagues and customers

1 2 3 4 5 6 7 8 9 10 Extremely Excellentpoor

Regularity in the job

1 2 3 4 5 6 7 8 9 10 Extremely outstandingpoor

Under this method of performance appraisal, employee may be assessed by his superiors, colleagues, subordinates or sometimes by his customers which all depends on nature of the company or job which is added where the employee. Appraiser is a person who appraises employee will give rating for every trait given by marking or choosing number basing on his observation and satisfaction. ultimately all numbers chosen or marked will be added to determine highest score gained by employee. Employee who scored more points will be treated as top performer following descending scored employees will be treated as low performer and the least scored employee will be treated as non-performers. 2. Essay appraisal method This traditional form of appraisal, also known as “Free Form method” involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator.

Under this method, the rater is asked to express the strong as well as weak points of the employee’s behavior. This technique is normally used with a combination of the graphic rating scale because the rater can elaborately present the scale by substantiating an explanation for his rating.

3. Ranking methodHow do we use the ranking method? Under the ranking method, the manager com-pares an employee to other similar employees, rather than to a standard measurement. An offshoot of ranking is the forced distribution method, which is similar to grading on a curve. Predetermined percentages of employees are placed in various performance categories, for example, excellent, above average, average, below average, and poor,. The employees ranked in the top group usually get the rewards (raise, bonus, promotion), those not at the top tend to have the reward withheld, and those at the bottom sometimes get punished. In Self-Assessment and Skill Builder 8-1, you are asked to rank the performance of your peers.

4. Paired comparison A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings.

5. Critical incidents methodsThis technique of performance appraisal was developed by Flanagan and Burns.The manager prepares lists of statements of very effective and ineffective behavior of an employee. These critical incidents or events represent the outstanding or poor behavior of employees on the job. The manager maintains logs on each employee, whereby he periodically records critical incidents of the workers behavior. At the end of the rating period, these recorded critical incidents are used in the evaluation of the workers’ performance. An example of a good critical incident of a sales assistant is the following:

This method provides an objective basis for conducting a thorough discussion of an employee’s performance.

6. Confidential report system confidential report system is well known method of performance appraisal system mostly being used by the the Government organisations. In this method of appraising system, subordinate is observed by his superiors regarding his performance in the job and on his duties done. Thereafter Superior writes confidential report on his performance, mainly on his behaviour in the organisation and conduct and remarks if any. 7. Checklist methodthe rater is given a checklist of the descriptions of the behaviour of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.. A checklist represents, in its simplest form, a set of objectives or descriptive statements about the employee and his behavior The following are some of the sample questions in the checklist. Is the employee really interested in the task assigned? Yes/No Is he respected by his colleagues (co-workers) Yes/No Does he give respect to his superiors? Yes/No Does he follow instructions properly? Yes/No Does he make mistakes frequently? Yes/No

8. Graphic rating scaleExample of Graphic Rating Scales MethodPerformance Trait Excellent Good Average Fair Poor

Attitude 5 4 3 2 1

Knowledge of Work 5 4 3 2 1

Managerial Skills 5 4 3 2 1

Team Work 5 4 3 2 1

Honesty 5 4 3 2 1

Regularity 5 4 3 2 1

Accountability 5 4 3 2 1

Interpersonal relationships

5 4 3 2 1

Creativity 5 4 3 2 1

Discipline 5 4 3 2 1

This method is popular because it is simple and does not require any writing ability. The method is easy to understand and use. Comparison among pairs is possible. This is necessary for decision on salary increases, promotion, etc.

Companies like DELL, Maruti Suzuki India Ltd and airtel are using this graphic rating scale method to appraise performance of their employees in there jobs and to take decisions regarding the matters concerned to employees

9. Forced distributionA rating system used by companies to evaluate their employees. 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. In contrast, those ranked at the bottom are denied bonuses and pay increases. They may be given a probationary period to improve their performance.

Modern Appraisal SystemsAssessment centres An assessment center typically involves the use of methods like social/informal events, tests and exercises,

assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics.

What they do? Pioneer in workforce assessment services since 1999Assessment services forHigh School Students to Senior ManagersIndividual and team assessmentsAssessment of aptitudes, abilities, skills, behaviours, competencies, knowledge, morale, attitude and work valuesMultilingual AssessmentsBiometrics, Photo, Phone2webEnd2End AssessmentsOrganisation-wide Surveys

2. Behaviourally anchored rating scalesBehaviourally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioural statements describing important job performance qualities as good or bad (for eg. the qualities like inter-personal relationships, adaptability and reliability, job knowledge etc). These statements are developed from critical incidents. A behaviorally anchored rating scale is an employee appraisal system where raters distinguish between successful and unsuccessful job performance by collecting and listing critical job factors. These critical behaviors are categorized and appointed a numerical value which is used as the basis for rating performance.

An Example of Behaviorally Anchored Rating Scale (BARS)Performance Points BehaviorExtremely good 7 Can expect trainee to make valuable suggestions for

increased sales and to have positive relationships with customers all over the country.

Good 6 Can expect to initiate creative ideas for improved sales.Above average 5 Can expect to keep in touch with the customers throughout

the year.Average 4 Can manage, with difficulty, to deliver the goods in time.Below average 3 Can expect to unload the trucks when asked by the

supervisor.Poor 2 Can expect to inform only a part of the customers.Extremely poor 1 Can expect to take extended coffee breaks and roam

around purposelessly.

3. Human resource accounting methodHuman Resource Accounting is a method to measure the effectiveness of personnel management activities and the use of people in an organization.HRA is the process of Assigning, budgeting, and reporting the cost of human resources incurred in an organization, including wages and salaries and training expenses.

Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance appraisal of the employees is judged in terms of cost and contribution of the employees.

4. Management by objectives Much of the initial impetus for MBO was provided by Peter Drucker (1954) and by Douglas McGregor (1960). Drucker first described management by objectives in 1954 in the Practice of Management. Drucker pointed the importance of managers having clear objectives that support the purposes of those in higher positions in the organisation.

MBO is, thus, a method of mutual goal-setting, measuring progress towards the goals, taking action to assure goal attainment, feedback, and participation. It is a resultoriented philosophy, enabling an employee to measure progress toward a goal which the employee often has helped to set. In the goal-setting phase of MBO, a superior and subordinate discuss job performance problems and a goal is agreed upon. Along with mutual goal-setting, a major component of MBO is the performance review session between the superior and subordinate, which takes place regularly to evaluate progress towards specified goals.The key features of management by objectives are as under:Superior and subordinate get together and jointly agree upon .the list the principal duties and areas of responsibility of .the individual’s job.The subordinate sets his own short-term performance goals or .targets in cooperation with his superior.They agree upon criteria for measuring and evaluating .performance.From time to time, as decided upon, the superior and .subordinate get together to evaluate progress towards the .agreed-upon goals. At those meetings, new or modified goals .are set for the ensuing period.The superior plays a supportive role. He tries, on a day-to-.day basis, to help the subordinate achieve the agreed upon .goals. He counsels and coaches.In the appraisal process, the superior plays less of the .role of a judge and more of the role of one who helps the .subordinate attain the organisation goals or targets.

The MBO process

Fundamentals of an appraisal systemTo develop a successful performance appraisal system, two criteria need to be metRelevance and applicability to everyday work practiceAcceptability to appraisers and workers.A systematic approach to performance appraisal can help ensure that these two important criteria are met.

1.8 PROCESS - HOW TO CONDUCT A PERFORMANCE APPRAISALThe following five-step approach to conducting a systematic performance appraisal is recommended:1. Identify key performance criteria2. Develop appraisal measures3. Collect performance information from different sources4. Conduct an appraisal interview5. Evaluate the appraisal process.

Step 1: Identify key performance criteriaPerhaps one of the most challenging aspects of setting up a performance appraisal is deciding what to assess. In essence, four key dimensions of performance should be considered in a performance appraisal.

Key Dimensions of Performance:Competencies : Knowledge, skills, and abilities relevant to performanceBehaviours : Specific actions conducted and / or tasks performed

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Results / outcomes : Outputs, quantify able results, measurable outcomes and achievements, objectives attainedOrganizational citizenship behaviors : Actions that are over and above usual job responsibilities

Step 2: Develop appraisal measuresOnce clear and specific performance criteria have been developed, the next step is to decide how to assess workers’ performance. It is recommended that a structured and systematic approach is taken to assessing performance. Problems that arise when an unstructured “blank sheet” approach is used include:• Increased chance of appraiser errors • Knowledge, skills and abilities most critical to job performance may be overlooked• Reduced consistency between appraisers • Perceptions of “subjectivity” in evaluations, which may in turn, reduce workers’ satisfaction with, and acceptance of, appraisals.Step 3: Collect performance information from different sourcesOnce the appraisal measures are developed, the next step involves collection of accurate performance information. A common trap is to begin noting observations of workers just before conducting appraisals. This is likely to give an inaccurate picture of a worker’s performance. Ideally, workers’ performance should be observed in a systematic way over time .This method ensures the accuracy of information about their performances.Five different sources of performance appraisal information are considered here:i. Manager / supervisor appraisalsii. Self appraisalsiii. Coworker appraisalsiv. Subordinate appraisalsv. Client appraisals.

Step 4: Conduct an appraisal interviewThe next step in a performance appraisal is to conduct the appraisal interview. The two central purposes of the appraisal interview are to:• Reflect on past performance to identify major achievements, areas that require further development, and barriers / facilitators to effective performance• Identify goals and strategies for future work practice.

Step 5: Evaluate the appraisal processAs with any organizational system, the performance appraisal process should undergo regular review and improvement.

Chapter 2 The 360 Degree approach

2.1 About 360 approach2.2 Importance and Benefit2.2 Advantages & Disadvantages2.3 Need for Appraisals2.4 Parties Involved2.5 Implementation Process2.6 Challenges & Shortcomings2.7 Role in Organisations

2.1 ABOUT 360 DEGREE APPRAISAL The 360 evaluation feedback method was first used in the 1940s. Analogous to the multiple points on

a compass, the 360 method provides each employee the opportunity to receive performance feedback from his or her supervisor, peers, staff members, co-workers and customers.

360-degree feedback or multi-source feedback is an appraisal or performance assessment tool that incorporates feedback from all who observe and are affected by the performance of a candidate.

FOR WHICH CATEGORY OF EMPLOYEES IS THIS TOOL USED? Usually, this tool is used for employees at middle and senior level. The complexity of their roles enables the organisation to generate sufficient data from all stakeholders for a meaningful assessment.

WHICH ORGANISATIONS USE THIS TO ASSESS EMPLOYEE PERFORMANCE? Most organisations that focus on employee development use the 360-degree tool to assess

performance and potential of staff and enable the employees to map their career path based on the feedback. Organisations take 360-degree feedback about an employee before taking a major decision about the professional's career.

The results from 360-degree feedback are often used by the person receiving the feedback to plan training and development. Results are also used by some organizations in making administrative decisions, such as pay or promotion. When this is the case, the 360 assessment is for evaluation purposes, and is sometimes called a "360-degree review."

360 degree feedback is the most comprehensive appraisal where the feedback about the employees’ performance comes from all the sources that come in contact with the employee on his job. this method is being used in the (MARUTI SUZUKI Motors and HCL)

WHO ARE THE STAKEHOLDERS IN DOING 360-DEGREE ASSESSMENT? 360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the “on-the-job” performance of the employee.360 degree appraisal has four integral components:

2.2 ADVANTAGES AND DISADVANTAGESAdvantages of 360 degree appraisal

Offer a more comprehensive view towards the performance of employees.Improve credibility of performance appraisal. Such colleague’s feedback will help strengthen self-development.

Increases responsibilities of employees to their customers.The mix of ideas can give a more accurate assessment

.Opinions gathered from lots of staff are sure to be more persuasive.Not only manager should make assessments on its staff performance but other colleagues should do, too

.People who undervalue themselves are often motivated by feedback from others. If more staff takes part in the process of performance appraisal, the organizational culture of the

company will become more honest.

Disadvantages of 360 degree appraisal Taking a lot of time, and being complex in administration Extension of exchange feedback can cause troubles and tensions to several staff.

2.3 HISTORY OF 3600 FEEDBACK The German Military first began gathering feedback from multiple sources in order to evaluate

performance during World War II (Fleenor & Prince, 1997). Also during this time period, others explored the use of multi-rater feedback via the concept of T-groups.

One of the earliest recorded uses of surveys to gather information about employees occurred in the 1950s at Esso Research and Engineering Company (Bracken, Dalton, Jako, McCauley, & Pollman, 1997). From there, the idea of 360-degree feedback gained momentum, and by the 1990s most human resources and organization development professionals understood the concept. The problem was that collecting and collating the feedback demanded a paper-based effort including either complex manual calculations or lengthy delays. The first led to despair on the part of practitioners; the second to a gradual erosion of commitment by recipients.

Multi-rater feedback use steadily increased in popularity, due largely to the use of the Internet in conducting web-based surveys (Atkins & Wood, 2002). Today, studies suggest that over one-third of U.S. companies use some type of multi-source feedback (Bracken, Timmereck, & Church, 2001a). Others claim that this estimate is closer to 90% of all Fortune 500 firms (Edwards & Ewen, 1996). In recent years, Internet-based services have become the norm, with a growing menu of useful features (e.g., multi languages, comparative reporting, and aggregate reporting) (Bracken, Summers, & Fleenor, 1998).

There is requirement for training and important effort in order to achieve efficient working.It will be very hard to figure out the results.Feedback can be useless if it is not carefully and smoothly dealt.Can impose an environment of suspicion if the information is not openly and honestly managed.

2.4 IMPORTANCE AND BENEFITS

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Benefits of 360 degree feedback in the retail environmentThe adoption of 360 degree feedback by many retail managers like store manager, general manager, departmental heads among others have resulted in realization of tremendous benefits associated with this assessment tool. These include:

1. Executive AppraisalIt has always been assumed that the success or failure a company automatically indicates the effectiveness of the senior executives. This could be true to some extent. However, a lot could be achieved by allowing your colleagues, employees and your boss to give a genuine 360 degree feedback without fear of reprisal. It gives room for improvement from being good to an excellent performer with admirable behavior. An anonymous review is the best while conducting executive appraisal because it will encourage honesty while giving feedback.

2.Relationship and Trust360 degree feedback has been realized to build trust among the employees and their managers hence creating good work relations. After the appraisal, the team tends to work together in order to build each others strengths .They devote themselves to honesty always working to uplift each others performance. The resulting outcome is an effective organization.

3. Perspective and impactSince 360 degree feedback program is an all round assessment, it will give a comprehensive result that includes all perspectives. For example, your supervisor will assess you in terms of your performance output, your co-workers will you assess in terms of pleasantness, and your junior staffs will judge you in terms of fairness. All these different perspectives in judgment will provide a more conclusive analysis hence 360 degree feedback analysis is not skewed in any way. Actually this results in a more meaningful appraisal.

4. Job SatisfactionThe fact that employees are involved in the 360 degree feedback makes them feel valued. They often give their honest opinions of the desired behavior change deemed necessary for their supervisors. As their supervisors read their appraisal and makes necessary adjustments, the work environment becomes favorable to the managers, supervisors and the employees enjoy job satisfaction and long term employee loyalty.

2.5 NEED Need for Performance Appraisal

Performance appraisal is needed in order to:(1) Provide information about the performance ranks basing on which decision regarding salary fixation, confirmation, promotion, transfer and demotion are taken.

(2) Provide feedback information about the level of achievement and behaviour of subordinate. This information helps to review the performance of the subordinate, rectifying performance deficiencies and to set new standards of work, if necessary.

(3) Provide information which helps to counsel the subordinate.

(4) Provide information to diagnose deficiency in employee regarding skill, knowledge, determine training and development needs and to prescribe the means for employee growth provides information for correcting placement.

(5) To prevent grievances and in disciplinary activities.

2.6 PARTIES INVOLVED

The 6 parties involved are-Top Management -The top management normally evaluates the middle level managers. However, in a small organisation, they also evaluate the performance of the lower level managers and senior employeesImmediate Superior - The immediate superior is in a very good position to evaluate the performance of his subordinates. This is because they have direct and accurate information about the work performance of their subordinates.Peers / Co-workers - Peer or colleagues also evaluate each other's performance. They work continuously with each other, and they know each other's performance. Peer evaluation is used mostly in cases where team work is important..Subordinates The Subordinates can also evaluate the performance of his superior. Now-a-days students are asked to evaluate the performance of their teachers.Self Appraisal - In the self-appraisal, a person evaluates his own performance. He should be honest while evaluating himself. This results in self-development.Customers Customers can also evaluate the performance of the employees who interacts with them. This evaluation is best because it is objective. It is also given a lot of importance because the customer is the most important person for the business.

2.7 PROCESS Step 1 – what is the purpose of the feedbackWhy do it in the first place? What do you want out of it? The answer to those questions will affect the way you set-up your 360 process, how you communicate about it with your people and how you review the process down the track.

For example, here’s two common reasons:1. As part of an ongoing performance management process.Making sure your people have the capabilities needed to achieve the corporate goals.Developing people to improve performance.2. As part of a leadership development process.Targeting development for participants.Providing a post measure of the effectiveness of the program.Check out my previous post – Why use 360 degree feedback in the first place.

Step 2 – gain commitment from managementManagement need to be committed to the 360 degree feedback process for it to work. If they aren’t committed, your people will see this and the process won’t be effective.Getting management to buy into it comes down to why you are doing it in the first place. A direct financial argument also helps – this’ll be the subject of a future post.

http://performanceevolution.wordpress.com/2006/06/29/why-use-360-degree-feedback-in-the-first-place/

Step 3 – involve your people up front and pilot the processInvolve your people in the design of the process. Use a nice cross section of people – the ones who’ll be affected by the process.You need:To get them to buy into the reasons for doing 360.

Step 4 – what competencies or values will be usedYou can get feedback on almost anything including your new hair style, but the most common things are:Competencies.Values.Behaviours.Choose the competencies that will support your corporate goals. Use around seven competencies all up.The competencies will form a questionnaire that feedback providers will complete. Decide on a rating scale to use with the questionnaire. The competency library you use will probably suggest one.

Step 5 – who will provide coaching – they may need to be trainedWhen your people eventually receive their feedback they’ll need someone to help them understand it and to create a plan to develop areas needing improvement. Step 6 – communicate with your people – let them know why and howLet your people know these things:That a new process called 360 degree feedback is being implemented.Why it is being implemented – see step 1.What it is.How it will work.What they will get out of it.What they need to do.

Step 7 – who will receive feedback and who will provide itAlright now you need to determine who is going to receive feedback – the people being reviewed. Once this is done, the feedback providers need to be selected. There are two ways this is typically done . . .The employee nominates their own reviewers and gets their manager’s approval.The manager nominates the reviewers.Employee nomination is better – why – because people take more notice of feedback from people they know well and respect. At first your people may not get the whole idea of what the feedback process does for them. So the manager approval process is needed to make sure people don’t kid themselves by choosing buddies to give them feedback.

Step 8 – ask people to provide feedbackThe next step is to ask the reviewers to provide feedback. They do this by responding to a questionnaire and providing any written comments.It’s also essential that a person completes a self review. This really helps a person identify gaps between how they see themselves and how they are perceived by others.

Step 9 – follow-up and collate feedbackCollate responses for each person receiving feedback. Follow-up with stragglers to make sure they respond before the deadline.

Step 10 – produce reportsA report is produced for each person receiving feedback. This helps them understand the feedback provided by each of their reviewers.Responses from each of the reviewers, except managers, are generally aggregated. This protects anonymity and makes sure that an individual’s responses can’t be identified. So for example, instead of seeing each direct report’s individual response, you’ll see an average of all direct report responses.

Step 11 – provide coachingThe report is provided to the person receiving feedback as part of a coaching and development process. This should be done by someone skilled at coaching – this could be the person’s manager, someone from HR or a coaching professional.The report is used to help the person identify, understand and gain confidence in their strengths. It’s also used to highlight opportunities for improvement and areas for development.

Step 12 – post implementation reviewAfter your pilot program and after the first full 360 degree feedback process, conduct a post implementation review. The purpose of this review is to determine:Whether the feedback is producing the result you wanted.Where improvements can be made to the process.

And finally . . .360 degree feedback can be a time consuming process if done manually. A good software package will take care of all the time consuming tasks and leave you to concentrate on getting results from the process.CHAPTER-3 RESEARCH METHODOLOGY

OBJECTIVES:To develop an Appraisal System for Save The Children India using Individual Development Survey to determine employee competencies by using the multirater feedback systemsTo analyze the awareness and satisfaction of the employee in the company and to measure individual rolesTo identify how far organization succeed in conducting performance appraisal.

HYPOTHESIS:Does the Performance Appraisal at Save The Children India give the positive and effective response from employee and how effective is the employee as an individual?

STUDY AREA AND PROBLEM DEFINITION: Conducting study on- 360 degree appraisal of an 20 employees of Save The Children India,. Rating Scale Performance appraisal is using by the company by the last few years with effective and deliberate response form the employees. Performance Appraisal is one of the key factor for analyzing the employee strength and weakness to provide compensation according to their performance which is for the growth of the organization.

TYPE OF RESEARCH: The present project is Descriptive in nature, the data based on facts collected with the help of the tools and presented in the form of pie chart and bar-charts, and percentages, describing present status of the appraisal technique adopted by the organization.Sample size :20 employees(peers , Supervisors, and others)Mode of data collection : Questionnaire and interview methodData collection tool : Questionnaire.

SOURCE OF DATA COLLECTION:PRIMARY DATA: The data that has been analyzed and observed by the researcher for the first time to their knowledge. It is considered more reliable.Primary data collected from 20 employees(peers , Supervisors, and others) with respect to the content like their satisfaction, knowledge, feedback, Objectives of appraisal form…etc.

SECONDARY DATA: This data is the statistics not gathered form immediate study at hand but for some other purpose. The secondary data for the study was collected mainly from appraisal form, website.

TOOLS AND TECHNIQUES USED FOR ANALYSIS: The basic tools used for the study were questionnaire and interview methods.

QUESTIONNAIRE: A questionnaire handed with engineers, supervisors, and operators based on the various aspects of performance appraisal form. Questionnaire was prepared on the basis content in appraisal form of the company which is helpful to understand and brings the awareness about the technique.

TABULATION: The classified data is represented in an orderly way and this calls for systematic representation of data.

CHAPTER IV CASE STUDY

360 DEGREE APPRAISAL APPROACH FOR 20 EMPLOYEE OF EDUCATION DEPARTMENT OF SAVE THE CHILDREN INDIA

COMPANY PROFILE: SAVE THE CHILDREN INDIASave The Children India is a non-profit organisation established in 1988. It has been working towards the empowerment of the underprivileged women and children through its many health, vocational training and education program. Today, over 250 children, who are either intellectually, hearing, or speech impaired, study at the Special Care Centre. More than 1825 boys and 12368 girls have successfully availed of the Balwadi pre-primary education program, and more than 7175 children have benefited from the comprehensive school program run by STCI. One of our proudest accomplishments includes bringing health & education to nearly 200,000 children. Additionally, STCI has created a special focus for advocacy, prevention and repatriation of trafficked women and children.Mission

Save The Children India is committed to preventing exploitation and all other forms of discrimination o f vulnerable women and children, and empowering them to lead a life of dignity, self-respect, and independence.VisionSave The Children India is an organisation that envisions India as a Child-Friendly Nationt 2010 Save The ChildreAbout STCI-Save the Children India is an organization that envisions India as a child friendly nation.Driven by the vision of a country in which every child is aware of his/her rights and is able to access these rights.

Dreams of a nation where every child is free from torture , illness , abuse and neglect.Wants every child to be loved , cherished and protected from harm.Believes that the children who read today are adults who will read tomorrow and run a better state.

Projects

Special Care Centre

Save Our Sisters

W.I.S.E

P.R.I.D.E India

Education Projects

ANALYSIS OF APPRAISAL FORM:Rating scales of performance appraisal form: As STCI is using the method of rating scale mechanism for conducting appraisal of the employee the questionnaire was designed on the basis of the content in the appraisal form.Interpretation of 360 DataOverall Scores The overall Score is an average of all items. This is the overview rating of your leadership performance. Role Scores: For each of the 11 competencies Initiative and Risk Taking, Personal Integrity, Quality of Results, Planning and Execution, Problem Solving and Decision Making, Creativity and Innovation, Technical Competency,CommunicatingDiversityTeam WorkMentoringPlanning and Execution scores are calculated by taking the mean of the related item scores from everyone who completed the assessment on you (supervisors, peers, and your direct reports). Your self-assessment score is not folded into this data. Item Scores: Respondents indicate how strongly they agree or disagree with the statements describing the 360 Degree Feedback participant. Possible responses include: (1) Strongly Disagree, (2) Disagree, (3) Feel Neutral, (4) Agree, (5) Strongly Agree and Comparison Data: Grades Benefit : A – Bonus Award + 5 Merit increase

B – 2% Merit IncreaseC- Training D- Layoff/Training

Internal ComparisonsRespondent Scores: For each respondent category (supervisor, peer, direct report and self), responses are averaged and means displayed. Look at the differences in score between the different categories and be mindful of large differences of opinion. Your Overall Score: This information serves to illustrate how your Overall Score (average of all Item Scores) compares to individual Roles. For example, this indicates if a particular role is a relative strength or concern as compared to overall performance.Role and Item Scores : Your Role and Items Scores can be compared to one another to access relative areas of strength or concern. Past Scores: When available, your past scores are pulled in to illustrate change overtime. The importance of past scores allows for a benchmark to see if actions you undertook as part of the 360 PDP were effective.External ComparisonsOrganization Scores: Those who completed the evaluation from your organization comprise the organization scores data. These data provide you with an internal organizational comparison.Benchmark: We maintain a benchmark score from others who have taken the 360 assessment.

Qualitative Data: Comments provided by you or by those taking the assessment are reported.

Data Analysis: 360 Degree Feedback Report Of Employees of the Education Department of Save The Children IndiaNo. of Respondents – 20Supervisors – 3Peers – 16Self – 1Overall Score -Overall Score of all 20 employees in STCI’S Education DepartmentThe overall Score is an average of all items.

Individual ScoresScores are also reported in 11 broad competencies that help participants get a generalized feeling of how they are performing. Related items scores are averaged together to get an Area Score (your self score is not included in the average). Scores of "4.0" and higher indicate areas of substantial strength. Items that receive below a "2.0" should be a significant source of concern for the participant and should be items for personal development planning.Overall Individual Score Grade1 D Very Weak2 C Weak3 B Average4 A Strong5 O Substantially Strong

Person A –

Name Competency Person A

QuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 42Engage in idea generating or what if discussions with you Creativity 43Follow through on agreed to actions Personal Integrity 34Display self-confidence in her/his technical abilities Technical Competency 36

Demonstrate a consistent commitment to quality Quality of Results 23

Remain calm when confronted with different points of view

Diversity 24

Complete tasks, projects within the allocated budget Planning and Execution 34

Understand how his/her actions impact the work of others Teamwork 37

Present ideas or information in a persuasive manner Communicating 23

Help you/others develop new skills or capabilities Mentoring 25

Identify problems in their early stages Problem solving & Decision Making

21

Total ----- 380

Overall Score ----- 69.01

Grade ----- B

Person B

Name Competency Person BQuestionsDemonstrate a willingness to take the lead Initiative / Risk

Taking39

Engage in idea generating or what if discussions with you Creativity 33Follow through on agreed to actions Personal Integrity 23

Display self-confidence in her/his technical abilities Technical Competency

41



Diversity 43

Complete tasks, projects within the allocated budget Planning and Execution

32





39

Total ----- 346


Grade ----- B

Person C

Name Competency Person CQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 34

Engage in idea generating or what if discussions with you Creativity 33Follow through on agreed to actions Personal Integrity 23Display self-confidence in her/his technical abilities Technical Competency 41Demonstrate a consistent commitment to quality Quality of Results 36Remain calm when confronted with different points of view Diversity 43Complete tasks, projects within the allocated budget Planning and Execution 32Understand how his/her actions impact the work of others Teamwork 33Present ideas or information in a persuasive manner Communicating 23Help you/others develop new skills or capabilities Mentoring 36Identify problems in their early stages Problem solving &

Decision Making39

Total ----- 361Overall Score ----- 66.09Grade ----- B

Person D

Name Competency Person D

QuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 31

Engage in idea generating or what if discussions with you Creativity 29

Follow through on agreed to actions Personal Integrity 28

Display self-confidence in her/his technical abilities Technical Competency 23


Remain calm when confronted with different points of view Diversity 27






29

Total ----- 372


Grade ----- B

Person E –

Name Competency Person E




Diversity 43





Identify problems in their early stages Problem solving & Decision 39

MakingTotal ----- 412


Grade ----- A

Person F

Name Competency Person FQuestionsDemonstrate a willingness to take the lead Initiative / Risk

Taking39


Display self-confidence in her/his technical abilities Technical Competency

41



Diversity 43


32





39

Total ----- 389


Grade ----- A

Person G

Name Competency Person GQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 32Engage in idea generating or what if discussions with you Creativity 33Follow through on agreed to actions Personal Integrity 23Display self-confidence in her/his technical abilities Technical Competency 41Demonstrate a consistent commitment to quality Quality of Results 36Remain calm when confronted with different points of view Diversity 43Complete tasks, projects within the allocated budget Planning and Execution 32Understand how his/her actions impact the work of others Teamwork 33Present ideas or information in a persuasive manner Communicating 23Help you/others develop new skills or capabilities Mentoring 36Identify problems in their early stages Problem solving &

Decision Making39

Total ----- 272Overall Score ----- 50.09Grade ----- C

Person H

Name Competency Person H

QuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 32Engage in idea generating or what if discussions with you Creativity 33Follow through on agreed to actions Personal Integrity 23Display self-confidence in her/his technical abilities Technical Competency 37Demonstrate a consistent commitment to quality Quality of Results 36Remain calm when confronted with different points of view Diversity 32Complete tasks, projects within the allocated budget Planning and Execution 33Understand how his/her actions impact the work of others Teamwork 23Present ideas or information in a persuasive manner Communicating 25Help you/others develop new skills or capabilities Mentoring 34


31

Total ----- 341

Overall Score ----- 62

Grade ----- B

Person I

Name Competency Person I


Demonstrate a consistent commitment to quality Quality of Results 36Remain calm when confronted with different points of view Diversity 32Complete tasks, projects within the allocated budget Planning and Execution 33Understand how his/her actions impact the work of others Teamwork 23Present ideas or information in a persuasive manner Communicating 25Help you/others develop new skills or capabilities Mentoring 34Identify problems in their early stages Problem solving &

Decision Making31

Total ----- 291Overall Score ----- 52.81Grade ----- C

Person J

Name Competency Person JQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 43Engage in idea generating or what if discussions with you Creativity 37Follow through on agreed to actions Personal Integrity 36Display self-confidence in her/his technical abilities Technical Competency 32Demonstrate a consistent commitment to quality Quality of Results 33Remain calm when confronted with different points of view Diversity 23Complete tasks, projects within the allocated budget Planning and Execution 25Understand how his/her actions impact the work of others Teamwork 34Present ideas or information in a persuasive manner Communicating 31Help you/others develop new skills or capabilities Mentoring 42Identify problems in their early stages Problem solving & 21

Decision MakingTotal ----- 350Overall Score ----- 63.63Grade ----- B

Person K

Name Competency Person KQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 32Engage in idea generating or what if discussions with you Creativity 39Follow through on agreed to actions Personal Integrity 38Display self-confidence in her/his technical abilities Technical Competency 37Demonstrate a consistent commitment to quality Quality of Results 36Remain calm when confronted with different points of view Diversity 32Complete tasks, projects within the allocated budget Planning and Execution 33Understand how his/her actions impact the work of others Teamwork 23Present ideas or information in a persuasive manner Communicating 25Help you/others develop new skills or capabilities Mentoring 34Identify problems in their early stages Problem solving &

Decision Making31

Total ----- 308Overall Score ----- 56Grade ----- C

Person L

Name Competency Person LQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 32











32

Total ----- 368


Grade ----- B

Person M

Name Competency Person MQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 32Engage in idea generating or what if discussions with you Creativity 39Follow through on agreed to actions Personal Integrity 38

Display self-confidence in her/his technical abilities Technical Competency 37Demonstrate a consistent commitment to quality Quality of Results 36Remain calm when confronted with different points of view Diversity 32Complete tasks, projects within the allocated budget Planning and Execution 33Understand how his/her actions impact the work of others Teamwork 23Present ideas or information in a persuasive manner Communicating 25Help you/others develop new skills or capabilities Mentoring 34Identify problems in their early stages Problem solving &

Decision Making31

Total ----- 397Overall Score ----- 71.23Grade ----- A

Person N

Name Competency Person NQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 31





Diversity 28






38

Total ----- 314


Grade ----- C

Person 0

Name Competency Person OQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 33Engage in idea generating or what if discussions with you Creativity 29Follow through on agreed to actions Personal Integrity 28Display self-confidence in her/his technical abilities Technical Competency 31Demonstrate a consistent commitment to quality Quality of Results 32Remain calm when confronted with different points of view Diversity 33Complete tasks, projects within the allocated budget Planning and Execution 29Understand how his/her actions impact the work of others Teamwork 24Present ideas or information in a persuasive manner Communicating 34Help you/others develop new skills or capabilities Mentoring 39Identify problems in their early stages Problem solving & 32

Decision MakingTotal ----- 363Overall Score ----- 65.56Grade ----- B

Person P

Name Competency Person P

QuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 31











37

Total ----- 395


Grade ----- A

Person Q

Name Competency Person Q QuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 32Engage in idea generating or what if discussions with you Creativity 31Follow through on agreed to actions Personal Integrity 33Display self-confidence in her/his technical abilities Technical Competency 35Demonstrate a consistent commitment to quality Quality of Results 34Remain calm when confronted with different points of view Diversity 28Complete tasks, projects within the allocated budget Planning and Execution 29Understand how his/her actions impact the work of others Teamwork 31Present ideas or information in a persuasive manner Communicating 32Help you/others develop new skills or capabilities Mentoring 34Identify problems in their early stages Problem solving &

Decision Making35


Person R

Name Competency Person RQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 32











33

Total ----- 370


Grade ----- B

Person S

Name Competency Person SQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 31Engage in idea generating or what if discussions with you Creativity 29Follow through on agreed to actions Personal Integrity 28Display self-confidence in her/his technical abilities Technical Competency 27Demonstrate a consistent commitment to quality Quality of Results 25Remain calm when confronted with different points of view Diversity 24Complete tasks, projects within the allocated budget Planning and Execution 26Understand how his/her actions impact the work of others Teamwork 24Present ideas or information in a persuasive manner Communicating 31Help you/others develop new skills or capabilities Mentoring 34Identify problems in their early stages Problem solving &

Decision Making35


Person T

Name Competency Item ScoreQuestionsDemonstrate a willingness to take the lead Initiative / Risk Taking 39





Diversity 43






41

Total ----- 412


Grade ----- A

Overall Rank

Name Overall Score Grade Rank

A 69.01 B 7

B 63.05 B 15

C 66.09 B 12

D 68.27 B 10

E 74.90 A 1

F 71.23 A 4

G 50.09 C 20

H 62 B 16

I 52.8 C 19

J 63.3 B 14

K 56 C 18

L 66.90 B 11

M 71.23 A 4

N 57.18 C 17

O 65.36 B 13

P 71.81 A 3

Q 68.54 B 8

R 68.54 B 8

S 69.36 B 6

T 74.90 A 1

5

11

4

Grades Chart

A B C C

CHAPTER-6 FINDINGS

Presence of a firmly implemented career plan- good sense of growth.

High proportion of routine work- during training and immediately after.

Organization climate-

Well analyzed goals are set.Good and effective performance appraisal strategies applied.All the strategies are fair and objective.The employees are well aware of what is expected of them.Proper feedback is not given by management.Supervisors are patient with the employees’ problems.Good performance leads to annual increments and promotions.Training and development programs are to be improved.The purpose of Performance Appraisal System followed in the company is fulfilled.

SUGGESTIONS

Performance appraisal technique is meant for assessing the employee strengths and weakness, to provide compensation to the employee. So that company should concentrate more on individual development and reward for employee work should be there. If implementation and analysis on the paper implements in more physical activity the satisfaction level of the employee will increase as well as path to reach the organization goal also easy.

CHAPTER 7 LIMITATIONS

Challenges There is little evidence that managers actually listen or act differently Managers and employees are not trained Managers, employees, and customers don’t understand the process or results Change agents may be punished Managers don’t “own” the 360° surveyThe reporting of 360° scores can be ineffective Top management support/participation is essential Reward systems for managers may not be integrated Issues Related to the Survey ProcessProblems Related to AnonymityIssues Related to Program Administration

CHAPTER 7 CONCLUSIONS

I have adopted the rating scale performance appraisal mechanism which most suitable for the Non Profit Organisation. Through the study of Individual Development , I managed to highlight the individual aspects of people that actually manage projects , like for instance the 20 employees of Save The Children India’s Education Department , rather than leaders, like the CEO and other executivesMy previous study was based on analysis of leadership roles of one employee being rated by 20 respondents including peers , subordinates , superiors etc. This 360 Degree feedback report helped provide the rate his strengths and weaknesses and ways to build on their strengths and overcome their weaknessesBut this time , a different approach was used , the Individual Development Survey was used to determine individual skills which measure competencies like – Initiative , Personal Integrity , Creation and Innovation , Technical Competency, Quality of Results , Diversity etc.

The employee satisfaction average compare to the executive level employees. Organization is widely using the appraisal method for the beneficiary of the employee in the sense of promotions and increment in salary.

The finding can be found from the analysis of data collected in STCI The knowledge on performance appraisal to the employee is good and some of them are having just knowledge on the technique.Most of the employees are known that who will conduct the appraisal and when it will conduct but reaching the knowledge of appraisal system to every employee is required.Majority of the employee satisfaction is 47.5% average on the technique used within the organization. Employees are feeling the performance appraisal technique will gives the good result if the utilization is implements perfectly.The chance for improving the self-appraisal should be more because 45% of the employee feeling there is no chance for self-appraisal, it will increase potential to the organization.

Proper feedback should be given to the management cadre staff at fixed time periods, so that the employee increase the performance based on their remarks.Training and counseling classes are less in according to the data; it should be improved for the befit of the organization goals and Effective training and development programs should be held.Exemplary rewards should be given for unique achievements of the employees.Employees are facing some problem with decision making in the work culture and in the Free hand in decision making.

Performance appraisal system should be extensively used in job rotation and up gradation of basic qualification of all workers to be taken in future based on their performance.Uniform growth is required in the salaries and promotions, because it will gives the employee satisfaction in high level which is for the achievement of the organization.

CHAPTER 8 BIBLIOGRAPHY

About Performance AppraisalWiki- http://en.wikipedia.org/wiki/Performance_appraisalAbout 360 degree feedbackWiki - http://en.wikipedia.org/wiki/360-degree_feedback

About STCI – savehechildrenindia.org360 Degree Analysis process – reference to United States Personal Management Feedback Analysis

Case Study - Sr. NO Book / Report / Website Author Finding1. Employees, customers, and internal

marketing strategies in LIS. Library Management,

Broady-Preston, J. & Steel, L.

360 Degree Appraisal Systems

2. Performance appraisal: Maintaining system effectiveness.Public Personnel Management,

Martin, D. C. & Bartol, K. M

Performance Appraisal

3. savehechildrenindia.org STCI Company Profile

4. United States Personal Management Feedback Analysis

Jeff Pennyworth 360 Degree Approach

5 360 Degree Feedback Report – Texas Agency

Harry Trout The Leadership Model

http://en.wikipedia.org/wiki/360-degree_feedback

http://en.wikipedia.org/wiki/Performance_appraisal

6 Sample IDS 360 Degree Appraisal Larry Cippola 11 Competencies 7 Wikipedia ------- General Information

Documents

360 Degree Appraisal Sem 2