Hi
I have some difference of opinion here with Ashraf
Bell curve has no bearing on cost control
It was not designed for that purpose It is based on the priciple that the world is uniformly distributed with people
Take physical beauty or IQ or Strebgth and whatever you call, there is uniform distribution If thuis is true then performance managment will also fall in to this theory Probabaly Bell Curve is highly criticised tool Performance management.But is there any other tool to make distinction between categories of performers
I think it gives reasonable justification when we distinguish people Cost is not exactly controlled thru this tool
Siva
From India, Chennai
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379I have some difference of opinion here with Ashraf
Bell curve has no bearing on cost control
It was not designed for that purpose It is based on the priciple that the world is uniformly distributed with people
Take physical beauty or IQ or Strebgth and whatever you call, there is uniform distribution If thuis is true then performance managment will also fall in to this theory Probabaly Bell Curve is highly criticised tool Performance management.But is there any other tool to make distinction between categories of performers
I think it gives reasonable justification when we distinguish people Cost is not exactly controlled thru this tool
Siva
From India, Chennai
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Dear Shiva Hi I am Pankhuri Senior HR _Exe in HDFC new to this forum can you guide me in HI-POD analysis and other features in it Regards Pankhuri Tandon
From India, Mumbai
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From India, Mumbai
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Could you clarify a doubt before the normalization process? The individual ratings or scores are awarded to employees based on various parameters, judged by their seniors/supervisors. During this process, how is it possible to ensure that the ratings provided across departments are uniform? How can we determine if the awarded rating reflects the actual worth of the employee or is due to the supervisors being stingy in awarding scores?
For example, suppose there are four departments with the best scores being 98, 89, 90, and 75. For the normalization process, these scores are considered to be at the same level and processed. However, how do we ensure that the score of 75 is actually equivalent to a score of 98? It could be that the head of that particular department is stingy in awarding marks, and the best employee score reflects just a 75. Additionally, how can we determine if this score isn't actually just worth 75, indicating that either the employee and/or the department is an underperforming source?
I hope I could explain my query well.
Thanks,
Pankhuri
From India
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For example, suppose there are four departments with the best scores being 98, 89, 90, and 75. For the normalization process, these scores are considered to be at the same level and processed. However, how do we ensure that the score of 75 is actually equivalent to a score of 98? It could be that the head of that particular department is stingy in awarding marks, and the best employee score reflects just a 75. Additionally, how can we determine if this score isn't actually just worth 75, indicating that either the employee and/or the department is an underperforming source?
I hope I could explain my query well.
Thanks,
Pankhuri
From India
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