Hello everyone, I’d like to know, whether an employee’s performance appraisal is judged on Quality or Quantiy basis. Is Quality necessary or Quanity? Thanks, Green
From India, Ahmadabad
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From India, Ahmadabad
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Quality is required rather than quantity Appraisal process should be measurable and quantifiable then only the process comes out with desired out puts
From India, Mumbai
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14From India, Mumbai
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Please let me know whether you judge a restaurant based on the quantity or quality of the food given to you for the price that you pay?
From United Kingdom
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From United Kingdom
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Hi Simhan,
Quality has been the most accepted tool for any work process. Like you have mentioned about restaurants, people would come to have food only if the quality of food and services given is the best, if not the best. Quantity would not matter as much if quality is compromised.
From India, Mumbai
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Quality has been the most accepted tool for any work process. Like you have mentioned about restaurants, people would come to have food only if the quality of food and services given is the best, if not the best. Quantity would not matter as much if quality is compromised.
From India, Mumbai
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[QUOTE]
Dear Cool,
Suppose you go to a restaurant and order a cup of coffee. They give you excellent-tasting coffee, with excellent service, and charge you 100 rupees; but only serve you a quarter cup, instead of the full cup that you ordered. Will you go there again?
From United Kingdom
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Dear Cool,
Suppose you go to a restaurant and order a cup of coffee. They give you excellent-tasting coffee, with excellent service, and charge you 100 rupees; but only serve you a quarter cup, instead of the full cup that you ordered. Will you go there again?
From United Kingdom
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My sincere suggestion is that we, as bloggers, should search CiteHR using the "Research" facility at the top of the page or the web before posing a question. For example, answers can be found for the question posed by searching the web using "Predictors of Performance."
From United Kingdom
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From United Kingdom
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Dear Simhan,
I appreciate your views. I would further carry this conversation by touching upon these two examples. I would like to give two best examples of customer and operational effectiveness.
CCD (Coffee Cafe Day) strives on customer satisfaction, whereas McDonald's is more focused on operational effectiveness, aiming for faster turnaround targets and attracting more customers with a lower price tag on food but a self-service pattern and lesser time allowed to sit and talk. McDonald's is more quantity-oriented. On the other hand, an example of quality is Coffee Cafe Day, where people go there because of the quality of service given to the customers.
I am sure that if you consider such brands, they will provide the necessary ambiance, quality time, and space to interact. That is why professional and personal meetings are held at venues such as CCD and not at McDonald.
From India, Mumbai
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I appreciate your views. I would further carry this conversation by touching upon these two examples. I would like to give two best examples of customer and operational effectiveness.
CCD (Coffee Cafe Day) strives on customer satisfaction, whereas McDonald's is more focused on operational effectiveness, aiming for faster turnaround targets and attracting more customers with a lower price tag on food but a self-service pattern and lesser time allowed to sit and talk. McDonald's is more quantity-oriented. On the other hand, an example of quality is Coffee Cafe Day, where people go there because of the quality of service given to the customers.
I am sure that if you consider such brands, they will provide the necessary ambiance, quality time, and space to interact. That is why professional and personal meetings are held at venues such as CCD and not at McDonald.
From India, Mumbai
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You have not answered my question. You are not comparing like with like. The question raised is about employee performance appraisal. I gave only one company example where quality was excellent but quantity was deficient and asked if we would assess the place based only on quality or quantity given for the price paid (equivalent to the salary paid for an employee). Hence, let me pose another question based on a work scenario.
Let us assume that two workers are working for you. One produces only two faultless items per day, and the other produces 10 items in the same time, with a reject rate of 10%. The company has to retrench one employee; whom would you recommend be retained?
From United Kingdom
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Let us assume that two workers are working for you. One produces only two faultless items per day, and the other produces 10 items in the same time, with a reject rate of 10%. The company has to retrench one employee; whom would you recommend be retained?
From United Kingdom
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Going to the case scenario:
Employee One produces only two faultless items per day, while Employee Two produces 10 items in the same time, with a reject rate of 10%.
Both of the above cases of employees you have mentioned have different parameters.
For Employee One: He produces just 2 faultless items a day, but what is the total number of units he produces in a day?
For Employee Two: In this case, you have mentioned 10 items at a time, which I assume is per day based on the above case. Mathematically, for Employee Two, out of 10 items, the reject rate is 10%, meaning 1 item out of 10 is faulty.
Therefore, when comparing Employee One, who produces 2 faulty items, with Employee Two, who produces 1 faulty item, ideally Employee One needs to be retrenched according to the above mathematical formula.
Now, my question is, instead of removing the employee, why isn't the supervisor being questioned in terms of their performance output?
Countries like Japan believe in a 0% error rate in their work. This approach values the process and quality, thus ensuring optimum productivity of their resources.
In the above case you mentioned, I have handled a situation where the fault was not of the employee, but rather the process followed was incorrect, resulting in units with 10-20% error, thereby adding costs to the company's resources as wastage.
The entire post and comments revolve around quality versus quantity. While quantity is necessary at the production level, quality should never be compromised. This is why companies strive for quality assurance certificates like USFDA.
I would also like to mention the significant reward, the Malcolm Baldrige National Quality Award, which recognizes U.S. organizations in the business, healthcare, education, and nonprofit sectors for performance excellence. The Baldrige Award is the only formal recognition of performance excellence for both public and private U.S. organizations given by the President of the United States.
This award itself justifies how much importance is placed on quality in comparison to quantity.
From India, Mumbai
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Employee One produces only two faultless items per day, while Employee Two produces 10 items in the same time, with a reject rate of 10%.
Both of the above cases of employees you have mentioned have different parameters.
For Employee One: He produces just 2 faultless items a day, but what is the total number of units he produces in a day?
For Employee Two: In this case, you have mentioned 10 items at a time, which I assume is per day based on the above case. Mathematically, for Employee Two, out of 10 items, the reject rate is 10%, meaning 1 item out of 10 is faulty.
Therefore, when comparing Employee One, who produces 2 faulty items, with Employee Two, who produces 1 faulty item, ideally Employee One needs to be retrenched according to the above mathematical formula.
Now, my question is, instead of removing the employee, why isn't the supervisor being questioned in terms of their performance output?
Countries like Japan believe in a 0% error rate in their work. This approach values the process and quality, thus ensuring optimum productivity of their resources.
In the above case you mentioned, I have handled a situation where the fault was not of the employee, but rather the process followed was incorrect, resulting in units with 10-20% error, thereby adding costs to the company's resources as wastage.
The entire post and comments revolve around quality versus quantity. While quantity is necessary at the production level, quality should never be compromised. This is why companies strive for quality assurance certificates like USFDA.
I would also like to mention the significant reward, the Malcolm Baldrige National Quality Award, which recognizes U.S. organizations in the business, healthcare, education, and nonprofit sectors for performance excellence. The Baldrige Award is the only formal recognition of performance excellence for both public and private U.S. organizations given by the President of the United States.
This award itself justifies how much importance is placed on quality in comparison to quantity.
From India, Mumbai
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Dear Cool...
As you have rightly mentioned, it's PRODUCTIVITY (quality and quantity) that is important. Hence, the appraisal should be based on both aspects. Giving importance exclusively to either is not right. That's what I tried to bring out in the example quoted. I did not specify what they were producing. The output of each person per day is respectively 2 and 10.
I am well aware of Quality Awards from the Deming Award to the Rajiv Gandhi Quality Award in India. Please see what I did before my retirement in the "About Us" section in my signature.
From United Kingdom
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As you have rightly mentioned, it's PRODUCTIVITY (quality and quantity) that is important. Hence, the appraisal should be based on both aspects. Giving importance exclusively to either is not right. That's what I tried to bring out in the example quoted. I did not specify what they were producing. The output of each person per day is respectively 2 and 10.
I am well aware of Quality Awards from the Deming Award to the Rajiv Gandhi Quality Award in India. Please see what I did before my retirement in the "About Us" section in my signature.
From United Kingdom
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Hi,
It depends on the role of the employee. If it is a service delivery role, then it has a weightage of 70% quality related to deliverables and 30% quantity related to time and cost. If it is a sales role, then 70% would go to the revenue targets and 30% to the quality of the customer and the brand image that prospect would bring in.
Regards,
Srinivasa Babu
Lead Consultant
Best of Breed Software Solutions Pvt Ltd
From India, Bangalore
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It depends on the role of the employee. If it is a service delivery role, then it has a weightage of 70% quality related to deliverables and 30% quantity related to time and cost. If it is a sales role, then 70% would go to the revenue targets and 30% to the quality of the customer and the brand image that prospect would bring in.
Regards,
Srinivasa Babu
Lead Consultant
Best of Breed Software Solutions Pvt Ltd
From India, Bangalore
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Whether the performance of the employee has to be judged on the quality of his work, quantity, or both is best left to the manager or department head. It's something that can only be decided by looking at the organization's needs and the job role.
I think the original question, if reframed as "Should an employee's performance appraisal be measured solely on qualitative parameters or quantitative parameters?" would lead to a much more interesting debate. I have often seen organizations trying to measure everything and attempting to come up with complex performance evaluation systems, while in reality, a lot of evaluation is done on subjective parameters.
We at EazeWork provide web-based HRMS solutions that help measure performance both qualitatively and quantitatively.
Regards
From India, Delhi
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I think the original question, if reframed as "Should an employee's performance appraisal be measured solely on qualitative parameters or quantitative parameters?" would lead to a much more interesting debate. I have often seen organizations trying to measure everything and attempting to come up with complex performance evaluation systems, while in reality, a lot of evaluation is done on subjective parameters.
We at EazeWork provide web-based HRMS solutions that help measure performance both qualitatively and quantitatively.
Regards
From India, Delhi
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Dear friends,
Producing a quantity of items without showing attention to quality over a period of time will end up with zero quantity, i.e., no orders. On the other side, concentrating only on quality without giving importance to the required output (quantity/result) will not allow us to meet the numbers/requirements in the market.
In general, quality and quantity are equally important to each other and are interlinked. In the performance appraisal process, we should consider a few KPIs on quantity and a few KPIs on quality. We have to treat each KPI separately, and in the end, both will result in overall performance.
S. Prabhu.
From India, Madras
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Producing a quantity of items without showing attention to quality over a period of time will end up with zero quantity, i.e., no orders. On the other side, concentrating only on quality without giving importance to the required output (quantity/result) will not allow us to meet the numbers/requirements in the market.
In general, quality and quantity are equally important to each other and are interlinked. In the performance appraisal process, we should consider a few KPIs on quantity and a few KPIs on quality. We have to treat each KPI separately, and in the end, both will result in overall performance.
S. Prabhu.
From India, Madras
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This question was answered in 1950s by Akio Morita/ Sony.. he understood the value of quality then. bare minimum 3 KPIs should be used to capture any task as per MBNQA. cost is one of them
From India, Delhi
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From India, Delhi
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Hi Simhan,
There are numerous products and services in developing countries where quality still takes a backseat. For example, automotive spares: one category is made by the manufacturer/OEM, another is a poor copy. The poor copy sells more due to an immediate price differential.
In pharmaceuticals, the majority of players focus on generics rather than branding. Ergonomics (the vast majority of available furniture is non-ergonomic), so their KPIs would be different from the leading players. There was a good case study on "agarbattis" carried out in the AIMA journal. Only now, after a gap of 50 years, the manufacturers have started training people, increased their wages, and specified quality specs for raw materials and finished products.
See the case study of Nokia; it was previously the number 1 brand. However, it was too late in bringing out dual sim phones and other features, which allowed East Asian manufacturers to roll out cheap and feature-rich models for the masses.
From India, Delhi
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There are numerous products and services in developing countries where quality still takes a backseat. For example, automotive spares: one category is made by the manufacturer/OEM, another is a poor copy. The poor copy sells more due to an immediate price differential.
In pharmaceuticals, the majority of players focus on generics rather than branding. Ergonomics (the vast majority of available furniture is non-ergonomic), so their KPIs would be different from the leading players. There was a good case study on "agarbattis" carried out in the AIMA journal. Only now, after a gap of 50 years, the manufacturers have started training people, increased their wages, and specified quality specs for raw materials and finished products.
See the case study of Nokia; it was previously the number 1 brand. However, it was too late in bringing out dual sim phones and other features, which allowed East Asian manufacturers to roll out cheap and feature-rich models for the masses.
From India, Delhi
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Dear Surya Vrat Rana, I read your above post addressed to me. It was not clear as to what point you were trying to make or impress on me. Please see "about-us" in my signature to know my background.
I usually do not directly answer short questions raised when people do not give enough information about the scenario and/or the motive behind the question raised. For example, PDPU has not answered queries raised in this thread after posing the question on 25 April.
From United Kingdom
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I usually do not directly answer short questions raised when people do not give enough information about the scenario and/or the motive behind the question raised. For example, PDPU has not answered queries raised in this thread after posing the question on 25 April.
From United Kingdom
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Dear Mr. Narsimhan,
Your statement: It was not clear as to what point you were trying to make or impress on me...
My response:
I followed the link in your signature and addressed you as "Mr. Narsimhan."
I have read all the posts on the subject carefully, including yours. You have reaffirmed that quality is more important.
I have begun my post with the first sentence which highlights a differing scenario: "There are numerous products and services in developing countries wherein quality still takes a backseat" and I have shared a few examples.
Statement 2:
I usually do not directly answer short questions raised when people do not provide enough information about the scenario and/or the motive behind the question raised. For example, PDPU has not answered queries raised in this thread after posing the question on 25 April.
My response: I have nothing to say on this since I don't have a role.
Warm regards,
Surya
From India, Delhi
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Your statement: It was not clear as to what point you were trying to make or impress on me...
My response:
I followed the link in your signature and addressed you as "Mr. Narsimhan."
I have read all the posts on the subject carefully, including yours. You have reaffirmed that quality is more important.
I have begun my post with the first sentence which highlights a differing scenario: "There are numerous products and services in developing countries wherein quality still takes a backseat" and I have shared a few examples.
Statement 2:
I usually do not directly answer short questions raised when people do not provide enough information about the scenario and/or the motive behind the question raised. For example, PDPU has not answered queries raised in this thread after posing the question on 25 April.
My response: I have nothing to say on this since I don't have a role.
Warm regards,
Surya
From India, Delhi
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Employee Performance Evaluation Form.pdf
Employee Performance Evaluation Form.doc