hai ,
hope this may give you some idea.......
“The trouble with most of us is that we would rather be ruined by praise than saved by criticism.”
They go by many names: employee satisfaction survey, employee survey, employee opinion survey, employee attitude survey.
Regardless of the name, managers might be “taking the pulse” of their employees periodically, but employees are constantly talking about where they work and who they work with – and work for. So it’s a great investment to ask your employees regularly what’s on their minds using employee surveys. Links to our articles on surveys, assessments and measurement are below..
An employee survey can help: diagnose issues and overall organizational climate
anticipate potential problems
assess teamwork and management style problems
and measure the effects of organizational change.
An employee survey often accompanies specific initiatives: strategic planning, TQM, a move to teams, the balanced scorecard and the like. Since each can send different ripples through the organization, it takes savvy to create and administer an employee survey that assures management of actionable recommendations. An employee satisfaction survey, for example, might focus on specific aspects of a person's job, an employee opinion survey or employee attitude survey might ask more general questions.
At Organized Change, you’ll find our experience in employee survey design and survey administration will help you move through this minefield with ease.
Either way, having our experience on your side means your management team really hears what’s on employees’ minds – the good and the critical – so the organization can put criticism to constructive use.
PERFORMANCE APPRAISAL:
Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. Each staff member is appraised by their line manager. (Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization). Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. Performance appraisals data feeds into organizational annual pay and grading reviews, and coincides with the business planning for the next trading year. Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning. Performance appraisals are important for staff motivation, attitude and behaviour development, communicating organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. In short, performance and job appraisals are vital for managing the performance of people and organizations.
Aside from formal performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment. The formal annual performance appraisal is generally the over-riding instrument which gathers together and reviews all other performance data for the previous year.
Performance appraisals should be positive experiences. The appraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('bollocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.
formal performance appraisals
Formal annual performance appraisals
Probationary reviews
Informal one-to-one review discussions
Counselling meetings
Observation on the job
Skill- or job-related tests
Assignment or task followed by review, including secondments (temporary job cover or transfer)
Assessment centres, including observed group exercises, tests presentations, etc.
Survey of opinion of others who have dealings with the individual
Psychometric tests and other behavioural assessments
Graphology (handwriting analysis)
WITH REGARDS,
SHRUTHI
From India
1hope this may give you some idea.......
“The trouble with most of us is that we would rather be ruined by praise than saved by criticism.”
They go by many names: employee satisfaction survey, employee survey, employee opinion survey, employee attitude survey.
Regardless of the name, managers might be “taking the pulse” of their employees periodically, but employees are constantly talking about where they work and who they work with – and work for. So it’s a great investment to ask your employees regularly what’s on their minds using employee surveys. Links to our articles on surveys, assessments and measurement are below..
An employee survey can help: diagnose issues and overall organizational climate
anticipate potential problems
assess teamwork and management style problems
and measure the effects of organizational change.
An employee survey often accompanies specific initiatives: strategic planning, TQM, a move to teams, the balanced scorecard and the like. Since each can send different ripples through the organization, it takes savvy to create and administer an employee survey that assures management of actionable recommendations. An employee satisfaction survey, for example, might focus on specific aspects of a person's job, an employee opinion survey or employee attitude survey might ask more general questions.
At Organized Change, you’ll find our experience in employee survey design and survey administration will help you move through this minefield with ease.
Either way, having our experience on your side means your management team really hears what’s on employees’ minds – the good and the critical – so the organization can put criticism to constructive use.
PERFORMANCE APPRAISAL:
Performance appraisals are essential for the effective management and evaluation of staff. Appraisals help develop individuals, improve organizational performance, and feed into business planning. Formal performance appraisals are generally conducted annually for all staff in the organization. Each staff member is appraised by their line manager. (Directors are appraised by the CEO, who is appraised by the chairman or company owners, depending on the size and structure of the organization). Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable organizational training needs analysis and planning. Performance appraisals data feeds into organizational annual pay and grading reviews, and coincides with the business planning for the next trading year. Performance appraisals generally review each individual's performance against objectives and standards for the trading year, agreed at the previous appraisal meeting. Performance appraisals are also essential for career and succession planning. Performance appraisals are important for staff motivation, attitude and behaviour development, communicating organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual's performance, and a plan for future development. In short, performance and job appraisals are vital for managing the performance of people and organizations.
Aside from formal performance appraisals, there are many different methods of performance evaluation. The use of any of these methods depends on the purpose of the evaluation, the individual, the assessor, and the environment. The formal annual performance appraisal is generally the over-riding instrument which gathers together and reviews all other performance data for the previous year.
Performance appraisals should be positive experiences. The appraisals process provides the platform for development and motivation, so organizations should foster a feeling that performance appraisals are positive opportunities, in order to get the best out of the people and the process. In certain organizations, performance appraisals are widely regarded as something rather less welcoming ('bollocking sessions' is not an unusual description), which provides a basis only on which to develop fear and resentment, so never, never, never use a staff performance appraisal to handle matters of discipline or admonishment, which should instead be handled via separately arranged meetings.
formal performance appraisals
Formal annual performance appraisals
Probationary reviews
Informal one-to-one review discussions
Counselling meetings
Observation on the job
Skill- or job-related tests
Assignment or task followed by review, including secondments (temporary job cover or transfer)
Assessment centres, including observed group exercises, tests presentations, etc.
Survey of opinion of others who have dealings with the individual
Psychometric tests and other behavioural assessments
Graphology (handwriting analysis)
WITH REGARDS,
SHRUTHI
From India
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