Hi,
I have some difference of opinion here with Ashraf. The bell curve has no bearing on cost control; it was not designed for that purpose. It is based on the principle that the world is uniformly distributed with people. Take physical beauty, IQ, or strength, and whatever you call, there is a uniform distribution. If this is true, then performance management will also fall into this theory. Probably, the bell curve is a highly criticized tool in performance management. But is there any other tool to make a distinction between categories of performers? I think it gives reasonable justification when we distinguish people. Cost is not exactly controlled through this tool.
Siva
From India, Chennai
379I have some difference of opinion here with Ashraf. The bell curve has no bearing on cost control; it was not designed for that purpose. It is based on the principle that the world is uniformly distributed with people. Take physical beauty, IQ, or strength, and whatever you call, there is a uniform distribution. If this is true, then performance management will also fall into this theory. Probably, the bell curve is a highly criticized tool in performance management. But is there any other tool to make a distinction between categories of performers? I think it gives reasonable justification when we distinguish people. Cost is not exactly controlled through this tool.
Siva
From India, Chennai
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
From India, Mumbai
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
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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Bell Curve Appraisal Tool.doc
Bell Curve Appraisal.pdf