Performance Apprisal

WORLD UNIVERSITY OF BANGLADESH
Term Paper on: Performance Apprisal

Course Code: HRM_6011
Submitted To:
Abdullah Mohammad Sharif
Assistant Professor
World School of Business
World University of Bangladesh
Submitted By:
Shermin Akther Ruma
Roll No: 2646
Batch : 69th C
Student Of MBA
Submission Date: April 20th , 2022

3. a. Which type of performance is more important to you, behavior or result? Why?
Ans: Results (The goods and services produced by an employee often measured by objectives or
standards)
Behaviors (The methods and means used to make a product and the behaviors and values
demonstrated during the process. Actions and Behaviors can be measured through performance
dimensions.)
First, and perhaps most importantly, results are the entire reason for the behaviors. At the end of a football
game, the winner is the team that scored more points, not the team that did all of the right behaviors. In
business, there is little consolation for a company that does things the right way but loses money. Second,
per an old English proverb, the road to Hell is paved with good intentions. This same sentiment was
expressed in a different way by the Star Wars character Yoda as, “Do or do not. There is no try.” In other
words, it doesn’t matter how good one’s intentions are or hard one tries if the results are substandard.
Finally, a focus on results is usually much more efficient. Results are more easily measured than
behaviors, and they can be quickly observed via written or verbal reports. Time-starved managers can
generally get updates on results in much shorter time than it takes to observe and assess behaviors.
There are also several good arguments in favor of prioritizing behaviors in management actions. First, it’s
entirely possible that good results could be random, and reinforcement of those “accidental” results could
cause future problems. For example, a store might experience a huge increase in sales simply because a
strong local competitor went out of business. Celebrating the increase as if it is due to some tremendous
team effort might create a false sense of the team's real performance. Second, and of greater concern, is
the fact that too heavy a focus on results can drive bad behaviors and counter-productive results. Wells
Fargo is a striking example of this. Huge pressure on branch teams to meet aggressive cross-sell targets
led to the opening of more than a million fake accounts, and that ultimately led the bank to pay a $3
billion settlement. Third, good results can lag behind good behaviors. For example, you don’t lose ten
pounds on the first day you cut out your ice cream sundae-after-dinner habit. It takes a while for that
result to show up, so too much focus on the result in the early days might cause you to lose faith in the
behavior and give up before positive results are achieved. Finally, a manager can only teach and control
behaviors, not results. In other words, a manager can’t teach a salesperson to reach a sales target, but the
manager can teach the salesperson the behaviors that will lead to achievement of the target. "Sell more!"
is not helpful coaching, but, "Ask probing questions to truly understand customer needs before making a
product recommendation," can be effective.
So, The obvious answer is that both are important, and managers should focus on both. Results and
behaviors are relevant only within the context of each other.
b. Give 3 examples each of accountabilities and objectives of a HR executive.
Ans: Accountabilities of a HR executive
• Design compensation and benefits packages
• Implement performance review procedures (e.g. quarterly/annual and 360° evaluations)
• Develop fair HR policies and ensure employees understand and comply with them
• Implement effective sourcing, screening and interviewing techniques
• Assess training needs and coordinate learning and development initiatives for all employees
• Monitor HR department’s budget
• Act as the point of contact regarding labor legislation issues
• Manage employees’ grievances
• Create and run referral bonus programs
• Review current HR technology and recommend more effective software (including HRIS and
ATS)
• Measure employee retention and turnover rates
• Oversee daily operations of the HR department
Objectives of a HR executive
• Achieve organizational goals

• Work culture
• Team integration
• Training and Development
• Employee motivation
• Workforce empowerment
• Retention
• Data and compliance
4. a. What are the competencies of the job you are performing? Give 5 examples and be
specific. If you are not employed, consider yourself as an employee of any organization.
Ans: Competencies are the knowledge, skills, abilities, personal characteristics and other "worker-
based" factors that help differentiate superior performance from average performance under specified
circumstances. Competencies are identified to clearly define the essential functions of the job.
The competencies of the job I am performing is give below,
1. Communication: (Ensures that regular consistent communication takes place where necessary.
Keeps manager informed about progress and problems. Gives and receives constructive
feedback.)
2. Critical thinking and problem solving: (Sees old problems in new ways and has novel
approaches to solving those problems. Contributes original and resourceful ideas in brainstorming
sessions. Connects seemingly unrelated ideas, events, and circumstances to find global solutions to
individual problems.)
3. Teamwork: ( Listens and responds appropriately to other team members’ ideas. Offers support
for others’ ideas and proposals. Expresses disagreement constructively (e.g., by suggesting
alternatives that may be acceptable to the group). Provides assistance to teammates when they
need it.)
4. Interpersonal Skill: (Understands the interests and concerns of others. Listens attentively to
people’s ideas and concerns. Finds non-threatening ways to approach others on sensitive issues.)
5. Initiative: (Identifies what needs to be done and takes action before being asked or required.
Takes independent action to change the direction of events or to achieve positive results. Does
more than is normally required in a situation.)
b. Who are star performers? How should we take care of the star performers?
Star performers are those who have always exceeded the expectations of their managers.
How should we take care of the star performers is given below:
1. Stress flexibility, not micromanagement.
Trust star performers to get the work done, as these self-starters crave the autonomy to operate in
the manner they prefer. That flexibility extends to managers staying open to learning from top
employees as they discover more efficient, innovative ways to get things done.
2. Give consistent, constructive feedback.
Star performers are always looking to improve, so actionable feedback is essential. Establish
regular meetings, whether it be weekly or monthly, to review their work, offer feedback and to
discuss their goals. The frequency is not as important as the consistency.
3. Give them what they need to succeed.
Use our one-on-one time to learn how we can best support our star-performing employees. Use
email or internal messaging for regular reporting.
Focus on learning about their obstacles, resource needs or changes that might impact their
priorities, so we can help provide our star performer what they need to succeed.
4. Tell them how they can contribute and benefit.
Assigning special projects can help keep star performers interested and motivated. Don’t forget
to tell employees what new skill they will learn by completing the task. Letting people know
we’re looking to challenge them with a task can motivate performers to stay.
5. Provide opportunities for personal and professional growth.
Lack of growth is often a top reason why star performers leave. Help them identify a career path
at our company that’s aligned with metrics and your HR policies. That way we’ll have support
internally when it comes time for their promotion.
Encourage their learning with opportunities for online courses, conferences, networking events
or connecting with star performers at other organizations.
By demonstrating that you’ve developed their upward trajectory, we can keep them engaged in
their current role.
6. Group your top performers with like-minded employees.
A major reason why people stay at companies like Google or Amazon is the ability to work with
other star performers. If we can’t build a high \-performing team, match the employee with a
senior mentor who can inspire them.
Also, invite our best people to help with recruiting and interviewing potential candidates. They
can learn new skills while assisting in identifying top talent.
7. Recognize and reward them.
Delegate important assignments to our star performers. Let them know we recognize the value of
their contributions by highlighting their achievements and rewarding them for their hard work.
5 a. Create a team charter considering you as an employee of IT department of a bank.

Ans: A team charter is a document that is developed in a group setting that clarifies team direction while
establishing boundaries. It is developed early during the forming of the team. The charter should be
developed in a group session to encourage understanding and buy-in.
The team charter has two purposes. First, it serves as a source for the team members to illustrate the focus
and direction of the team. Second, it educates others (for example the organizational leaders and other
work groups), illustrating the direction of the team.
Investing the required time to develop a charter reduces confusion about the group’s objectives. The
charter also provides the information needed to reduce the risk of rework, enabling the team to get it right
the first time.
b. What is the most important stage of managing underperformance?
Ans: Underperformance in the workplace typically involves your employee:
• Failing to perform the duties of their role.
• Failing to complete their duties to the level that you expect of them.
Make sure you don't confuse poor performance with poor conduct
6. Develop a performance appraisal form for Marketing Executives considering the Critical
Components. Do not copy from internet or anywhere.
Ans: A performance appraisal is a regular review of an employee's job performance and contribution to a
company. Companies use performance appraisals to determine which employees have contributed the
most to the company's growth, review progress, and reward high-achieving workers.
Develop a performance appraisal form for Marketing Executives considering the Critical Components are
given below:
1. Punctuality
Punctuality refers to the degree to which an employee is on-time for work. You may choose to include
attendance in this performance factor.
2. Accountability
Accountability refers to the process by which employees take responsibility for their actions if an error
occurs and understand how their job affects the productivity of the rest of the office.
3. Quality of work
Quality of work is a factor that allows you to assess the overall quality of the work they contribute to your
organization.
4. Quantity of work
Quantity of work is a way of measuring productivity within the workplace. Measure the quantity of work
by comparing the number of tasks they complete in a given time frame to the needs of the company.
5. Time management
Time-management is the process by which employees meet deadlines and allot specific amounts of time
to certain tasks.
6. Teamwork
Teamwork refers to the degree to which an employee works well with their co-workers.
7. Reliability
Reliability can encapsulate factors such as punctuality, productivity and work quality to assess how
dependable your employees are.
8. Communication abilities
The degree to which an employee is able to communicate with their coworkers, superiors or subordinates
may be an important performance appraisal factor. This includes verbal communication, written
communication and interpersonal communication.
9. Leadership capabilities
Especially for those seeking management positions, leadership capabilities show how well a person can
lead a team and model exemplary behavior on the job.
10. Skills and job expertise

Another potential factor is the amount of industry knowledge and skills that an employee demonstrates in
their daily job duties.

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WORLD UNIVERSITY OF BANGLADESH

Term Paper on: Performance Apprisal

Submission Date: April 20th , 2022

• Achieve organizational goals

5 a. Create a team charter considering you as an employee of IT department of a bank.

attendance in this performance factor.

dependable your employees are.

communication and interpersonal communication.

lead a team and model exemplary behavior on the job.

10. Skills and job expertise

their daily job duties.

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