Performance Appraisal System Askari Bank
Performance Appraisal System Askari Bank
INTRODUCTION
Select Observers
Train Observers
Measure Performance
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Praise/Reward Performance
1. Rating Scale
In this method you have to give the rate to individual
performance on the scale basis, this method is precise and simple
as compared to other methods.
2. Check List
The rater has to select only that statement which best
described the performance and individual. In order to measure the
performance, we can assign the weight to it will become weighted
check list, it will help to check the performance and this practical is
standard.
3. Forced Choice
It is a method of set choice. In this method you have to
develop a set of employees and give them the numbers on rater's
own observation.
4. Critical Incidence Technique
In this method the rater has keep in account positive and
negative behaviours in sequence, these are called incident critical
techniques. At the end of year in negative report in written on the
individual performance based on this report. This report help to
provide positive feedback to the employees.
Askari Bank has to adopt the rating scale method for given
the rate to their employees performance.
CHAPTER NO.2
LITERATURE REVIEW
No matter what the goal(s) may be for the process, staff members
need a clear explanation of what those goals are and how to
accomplish them. Anyone with experience in examining a large
number of performance evaluation forms is struck by the fact that
the vast majority of the staff are rated "average" or above average-
a rather interesting phenomenon (where is the lower half of the
statistical curve?). Some academic libraries state in their personnel
policies that a person must be excellent to be hired and outstanding
to move up to the next rank; later advancements in rank require the
person to be rated as superior, exceptional, and distinguished. With
such a system, is it a wonder that few people ever get rated less
than excellent, or that people begin to doubt the value of such an
appraisal system as a true assessment of ability or a means of
promoting greater productivity? All too often, only the
administrative goal is achieved because the staff sees this as the
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sole purpose of the process and really have no training in using the
system to achieve the behavioral goals such as improvement of an
individual's performance or for growth and development.
Thus there is a need for extensive research in this area. This article
is filled with "it seems," "it appears," "perhaps," which reflects the
current lack of evidence about the following areas: (a) the
effectiveness of performance appraisal practices; (b) influence of
performance appraisal on work relationship (superior/subordinate
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CHAPTER NO.3
THEORETICAL FRAMEWORK
1
Gomez-Mejia, Balkin & Cardy (1998)
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3
Andrew P. Newcomb Human Resources Management, (April 11, 1999)
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CHAPTER NO.4
RESEARCH DESIGN
Universe:
Sample:
SOURCES OF INFORMATION:
CHAPTER NO.5
RESEARCH METHODOLOGY
HYPOTHESIS
DATA COLLECTION:
Source
Methods:
Sample Profile
Computer,
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Stationary,
Conveyance.
Time Schedule
Computer Rs.5000/=
Stationary Rs.200/=
Conveyance Rs.250/=
Other Expenses Rs.300/=
Total Cost Rs.5750/=
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CHAPTER NO.6
QUESTION NO.1
Your Department is?
QUESTION NO.2
REFERENCES
* Oliver, Judith (1998). High staff turnover- find out why your
staff are leaving. Management Today, p.84.