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CUSTOMER_CODE

SMUDE

DIVISION_CODE

SMUDE

EVENT_CODE

Jan2017

ASSESSMENT_CODE

MU0016_Jan2017



QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

15869

QUESTION_TEXT

How to enhance the objectivity in rating? Explain.

SCHEME OF EVALUATION

1.Hole effect :
Evaluators ignore the facts of the performance and grade a person high if he has achieved something or impressed the evaluator for something other than the parameter of evaluation.
2.Leniency, severity averaging :
Some evaluators seem to believe that they should be fair to their appraise and thus assign them high grades or compassionate grades while the others do the opposite. This is called leniency and severity respectively.
3.Assimilation or differential effects :
Some evaluators prefer to favour individuals who are more like them – who think on the same lines and thus allot them a higher grade than those who seem to have a different opinion.
4.Primacy and recency effect:
Some evaluators form opinions about individuals on the basis of their first impression and are likely to carry these feelings over a long period of time, while some others allocate grades on account of the current behaviour they have noticed in the appraise without recalling deeds over a period of time.
5.Scale shrinking :
Some evaluators tend not to use the extreme ends of the rating scale. Forced distribution helps to overcome this.



QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

72366

QUESTION_TEXT

Explain any five traditional methods of performance appraisal.

SCHEME OF EVALUATION

1.     Essay appraisal method

2.     Straight ranking method

3.     Paired comparison method

4.     Critical incidents method

5.     Field review checklist method

6.     Graphic rating scale method

7.     Forced distribution method




QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

72367

QUESTION_TEXT

Explain the essential components of 360-degree appraisal.

SCHEME OF EVALUATION

1.     Self appraisal

2.     Superior appraisal

3.     Subordinate appraisal

4.     Peer appraisal





QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

72368

QUESTION_TEXT

a.     Discuss the dimensions of performance management

b.     Explain result based accountability



SCHEME OF EVALUATION

a) The various dimensions of performance management are:

1.     Output or result dimension: Output dimension or result dimension is the most acceptable, visible and measurable dimension of performance.

2.         Input dimension: This dimension deals with the activities or tasks to be accomplished by the individual. The nature of activities to be undertaken by the accomplished by the individual.

3.     Time dimension: Time is another dimension of performance. Performance can be measured for a task, for a day, for a week, for a month, a year or for life.

4.     Focus dimension: Performance also has a focus dimension. The focus can be on anything.

5.     Quality dimension:  The outcome of performance should be of a good quality.

6.     Cost dimension: Cost may be financial, or with respect to time and effort.                                   (6 marks)

b)  Result-Based Accountability:  The accountability landscape is changing. Decision makers want more than a summary of activities and sweeping generalizations about the organisations and individual performance.

Although organizations     have historically been held accountable for such things as spending appropriated amount of money for the purposes.

In the earlier unit, we look at the PM-planning process in brief. We have discussed how the employee and the manager decide on the goals jointly.

The performance plan is an agreement between the organisation represented by the manager and the employees on what has to be done to achieve objectives.

(4 marks)





QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

72370

QUESTION_TEXT

What are the factors of performance management which are important to other HR processes

SCHEME OF EVALUATION

1.     Recruiting:

     Recruiting is the first step in getting human resources to the firm. While recruiting, we use job descriptions or competencies. Both, in the ultimate analysis, are a definition of the performance recruitments.

2.     On – boarding:

     PM is important in the on-boarding process. Through PM, we are able to clearly express the needs of the organization, its norms and such other parameters which required for performance so that the candidates come mentally tuned for the job.

3.     Organizational performance:

     PM is the process by which we define what portion of the organizational goal a person should deliver. Hence PM traces the individual competencies and deliverables to the organizational strategy.

4.     Learning and Development :

     If we join a company and are not able to perform to the required standards, then we need to learn the same. This is done through training. We should also develop some new skills so that we can do a job of value.

5.     Reward and motivation:

     Here we cover both intrinsic and extrinsic      rewards.

6.      Exit management:

     There is an old adage popular in government organizations: “you can be a ticketless passenger , but do not pull the chain” . In a business set – up, you cannot even be a ticketless passenger. PM clearly defines the performance requirements and enables an organization to get rid of people who do not contribute to the performance of the company.     (10 marks)





QUESTION_TYPE

DESCRIPTIVE_QUESTION

QUESTION_ID

72372

QUESTION_TEXT

Briefly explain the levels of Performance Feedback

SCHEME OF EVALUATION

1. No feedback:

Through it is easier to implement it is detrimental to the employee and the organization.

2.No formal feedback or documentation:

Here , feedback is given but it is not a formal one. Reward is usually not tied to performance feedback. However, this tends to confuse the employees in the long run since they see some of their colleagues getting promotion while others do not get it, and they are not able to get a clear picture of it. It is susceptible to misinterpretation and challenge.

3.Formal feedback system including written documentation , but no personalized communication:

Several organizations do this though it defeats the purpose ofPM. It also does not help in creating employee engagement and militates against the principle of justice.

4.Formal feedback system including personalized communication from supervisor to subordinate:

This level of feedback combines the quantitative performance measures and personalized feedback. The performance feedback form is designed in such a way that the supervisor is required to personalize certain aspects of the feedback that the individual receives.

5.Formal system, multi-source:

For example : 360-degree feedback and team feedback. In this system of feedback , an individual receives feedback from almost all the people who work with them.

6.Self – directed feedback:

As the name suggests, self directed feedback is conducted by the individuals themselves making them singularly responsible for their improvement. It is intended to be non-evaluative in its design, similar to the 360-degree and team feedback systems. (10 marks)




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