Interview and Rating Method

The performance had to be forced in a bell curve like curve where high performers could be maximum of 14%; Achievers (A) min 70%; Low Achievers (L) min 7% and Unacceptable (U).

In my organization, performance is measured by different parameters for different departments. The performance of the sales department team is measured by the number of sales made and the amount of revenue generated. For cabin crew members, performance is weighed through a number of ways and primarily through frequent on-board appraisals. These appraisals are often conducted by senior cabin crew members and are measured against certain standard factors such as interaction with passengers and colleagues and general activities carried out on the flight. This appraisal system applies to all cabin crew members, however seniors in the company have an additional way through which they are appraised where junior cabin crew members have the equal opportunity to rate their seniors as well making the performance evaluation processes two- way. Another way performance is measured is through attendance. Points are deducted for absenteeism and lateness and anyone with a good track record of attendance is considered a good performer.

Finally, pay grades and ranges had to be established. Pay grades are groups of jobs that are similar in level of skill and comparable in value to the company. The decision was to have five pay grades based on the five natural groups of jobs: department directors, upper managers, middle managers, individual contributors and lowest level support staff. This decision was

At the end of each performance year, employees will be evaluated on their performance for the previous year. The performance ratings will go from 1 being the lowest to 5 being the highest. How they rank for the year will determine bonuses, if any, as well as any increase to their base pay. The following table illustrates how the performance rating is distributed.

I suggest ratings such as communication, decision making and, appearance and work habits be removed. I do not recommend the same methods for all Darby jobs, there should be different methods of rating the employees, managers and supervisors. I recommend graphic rating scales, management by objectives (MBO) and performance distribution assessment (PDA) to be used

This paper will discuss will discuss rating system that judge employees on job performance. The rating systems that will discuss in this paper are the following: forced-ranking, absolute-rating and relative-rating system. The author will discuss weather forced ranking is a good performance management system, the different between the absolute-rating and relative-rating systems, an what would the author rely on as a rating system and can a absolute-rating system be devise that would guarantee differentiation among workers,

Rating against a standard permits a supervisor to classify employee performance independently from that of other employees. Both supervisor and employee have a reference point for accurately looking at an employee’s long-term performance growth.

For one there is a serious problem with the general reliability of the method, and of course the raters are under the influence of the several different, well documented cognitive biases (Murphy, 2008). Oddly this subjective method is often used even in situations where there are more objective criterions, like sales or turnover, available (Vinchur et al., 1998). Its weaknesses aside, supervisory ratings of individuals can indeed be meaningful under certain conditions, and there are situations where no other measures are available. Researchers has suggested that the method can be improved by using a carefully conducted job-analysis as a foundation for the construction of the rating scales, and training for the observers conducting the ratings (Borman & Smith, 2012).

In order to create the most effective interview committee the following steps are suggested 1.find experts within the current staff, 2.have the roles and responsibilities outlined for the committee, 3.provide interview committee training (so they are aware of/prepared for their responsibilities). A role of the interviewing committee should be to target the “competencies and traits” (www.doe.in.gov, 2016) that are required for the potential new hire to have in order to be highly effective. All members of the interview committee should then use these targets to design questions that will be

Work rated as Equivalent – where two different jobs have the same grading within a grading structure or when evaluated and when each component is broken down the jobs

Forced distribution approach is described in the textbook as, “requires that predetermined percentages of employees be place into particular performance categories. Forced distribution rakings are often accompanied by fairly rigid policies calling for termination or other adverse employment consequences for those employees unfortunate enough to be ranked in the lowest category.” (Walsh, Pg. 599). After reading this definition and relating back to the example that was provided of professors “grading on a curve”, I would not recommend that an employer use a forced distribution approach to performance appraisals.

I don’t feel that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly. The managers would be pleased with the recommendation to rescind Mr. Winchester’s forced ranking technique but would definitely challenge the idea of not tying salary increases to appraisal forms because it’s what they’ve always done and it is the only way they feel they can provide competitive wages for secretaries. The issues of providing invalid feedback to each secretary

The advantages of relying on tests or assessments to select the best job candidate is highly dependent of whether or not the assessment measures the most influential business outcomes for the company doing the hiring. It is important to remember that evaluating candidates is not the primary goal when using assessments. Improving performance outcomes of employees is the ultimate goal of choosing and using the most effective assessment. Companies are in business to increase their bottom line. Learning about their potential employees and

Some managers rotated the highest ranking between their employees from one year to the next. So the objective of developing new evaluation system was unfulfilled.

However, the value of a fair determination of the employee, can take only by a number of factors, some of which is a very subjective evaluation for the moment, time and attendance, while others are very subjective, and instantly, attitude and personality. Human resources or personnel department records on the basis of accurate assessment of the objective factors, but no equipment, accurate measurement of subjective factors. Nevertheless, the evaluation of these factors must be done every employee has the advantage of in order to achieve full appreciation.