MARYAM JABEEN
-
Upload
maryam-jabeen -
Category
Documents
-
view
244 -
download
0
Transcript of MARYAM JABEEN
-
8/3/2019 MARYAM JABEEN
1/47
IN THE NAME OF ALLAH THE
MOST GRACIOUS THE MOST
MERCIFUL
-
8/3/2019 MARYAM JABEEN
2/47
GROUP # 2GROUP MEMBERS
MARYAM JABEEN BE-08-18
AMINA ARSHAD BE-08-22
NIMRA KABIR BE-08-54
-
8/3/2019 MARYAM JABEEN
3/47
Definition of a PerformanceAppraisal System:-
A performance appraisal system is an integral employee practice of themacro human resources (HR) framework of an organization. It is a formaland at times informaland documented process of the performance of workers, professionalsand other staff members of an organization
All professionally managed businesses and enterprises have
performance appraisal systems to measure the intrinsic worth and workperformance of employees and encourage, motivate and reward thembased on their performances.
-
8/3/2019 MARYAM JABEEN
4/47
Significance:-
It is part of HR planning process of an organization. Well-defined structures, frameworks and procedures define aworkable and effective performance appraisal system.
A systematic and timely use of the system reflects the
commitment of business owners, enterprise topmanagement and HR personnel toward their employeesand extended workforce.
Its deployment and usage involves detailed and periodicassessment and grading of an employee's overallperformance, future potential, organizational commitmentand the resulting promotions and rewards.
-
8/3/2019 MARYAM JABEEN
5/47
HR Department's Strategic Role in performanceappraisal and reward system:-
HR personnel and occasionally external HR managementconsultants devise the structured templates i.e
employee evaluation worksheets detailed questionnaires and other
performance evaluation documents.
1
2
Business unit managers, supervisors and other projectleaders formally assess the employees along with the HR
team. Rewards, revised compensation packages,incentives and pay raises are then given based on therecommendations and reviews of respective managers.
-
8/3/2019 MARYAM JABEEN
6/47
ORGANIZATIONALBENEFITS:-
showcases theprofessional working
standards andgovernance ethics of an
organization.
keep employeescompetitive and
committed towordstheir responsibilites.
checks-and-balances systemkeep employees
motivated.
People focus onkey
responsibilities
and priorities.
minimize wastedeffort by keeping
people focused onobjectives and best
practices.
-
8/3/2019 MARYAM JABEEN
7/47
-
8/3/2019 MARYAM JABEEN
8/47
selfappraisal
one-to-one
appraisal
team
basedappraisal
180 and
360degreeappraisal
thirdparty
appraisal
Types of appraisal schemes:-
-
8/3/2019 MARYAM JABEEN
9/47
defining objectives within an organization so thatmanagement and employees agree to the objectivesand understand what they need to do in the organization
important part of the MBO is the measurement and thecomparison of the employees actual performance withthe standards set.
Management by
objectives
also known as multi-rater feedback,multisource feedback, or multisourceassessment, is feedback that comesfrom all around an employee.
360-degreefeedback
These are scales used to rate performance .BARS are normally presented vertically with scalepoints ranging from five to nine. It is an appraisalmethod that aims to combine the benefits ofnarratives, critical incidents, and quantified ratingsby anchoring a quantified scale with specificnarrative examples of good, moderate, and poor
performance.
Behaviorally Anchored
RatingScales
(BARS)
Methods of performance appraisalsystem:-
http://en.wikipedia.org/wiki/Management_by_objectiveshttp://en.wikipedia.org/wiki/Management_by_objectiveshttp://en.wikipedia.org/wiki/Management_by_objectiveshttp://en.wikipedia.org/wiki/Management_by_objectiveshttp://en.wikipedia.org/wiki/Management_by_objectiveshttp://en.wikipedia.org/wiki/Management_by_objectives -
8/3/2019 MARYAM JABEEN
10/47
Definition of Reward system:-
A well-designed system that attracts and retainscommitted employees who work hard to achieve yourbusiness goals because they see the connection between
their future and the future of the company.
A reward system, in isolation, can serve operational needsbadly.
Rewards influence behaviour, attitudes, job satisfactionsand performance.
-
8/3/2019 MARYAM JABEEN
11/47
Monetary Rewards:-
Typical rewards are money in a form of a bonus, tripspaid for by the company, gifts from a rewards catalog, orservices such as cell phone or paid cable.given onmeeting sales goals, achieving quality, outstandingperformance.
Non-Monetary Rewards:-
non-monetary rewards are movie tickets, restaurantcoupons, certificates, thanks from the bosses, flexibleschedules.given for going above and beyond as a teamplayer, perfect attendance, or learning a new skills.
Other Rewards:-
are a parking space, corner office space, personalizeditems (brief cases, day planners), shirts, jackets, andemployee discounts.
Classification of reward system:-
-
8/3/2019 MARYAM JABEEN
12/47
Reward Management Theory:-
Reward management involves defining,facilitating, and encouraging performance.
The positive effects a successful RM system canprovide to employee performance and in turn
organisational success and competitive advantage areclear.
-
8/3/2019 MARYAM JABEEN
13/47
Total Rewards System:-
It is concept about the financial and non-financial benefits given to
employees in trade for their services to the company.
The employees will give the company their time, their abilities and efforts tosupport the company in return for the benefits the company provides.
Total rewards involve the combination of five essential elements needed tomotivate, attract and retain employees needed to accomplish theorganizations goals.They are:
Employee Compensation
Employee Benefits Employee Work-life Balance Employee Performance and Recognition Employee Development and Career Opportunities
-
8/3/2019 MARYAM JABEEN
14/47
Introduction to State Bank:-
Central BankNationalization in 1974
Simple Central Banking FunctionsHuman Resource Research anddevelopment
-
8/3/2019 MARYAM JABEEN
15/47
To strategically align HR function with the vision and missionof restructured SBP- the recruitment,promotion and
performance management policies have been revised andstreamlined keeping in view market challenges, managementfocus on performance and aspirations of the employees.
The services of National Testing Services (NTS) have beenprocured for bulk recruitment at entry level.
Global technical services were outsourced to an IT firm andvarious executive search firms have been engaged for
recruitment of senior professionals in area of Housing and Infra-Structure, Finance.
Recruitment process has been significantly simplified bydeveloping a webbased recruitment system.
HR Policies and Recruitment :-
-
8/3/2019 MARYAM JABEEN
16/47
Human Resource Functions Performed in StateBank
Planning and Development Recruitment HRIS
Performance and Management Compensation and benefits Employee Relations
-
8/3/2019 MARYAM JABEEN
17/47
Compensation and benefits Provided :-
Job Security
Training in NIBAF(national institue of banking and
finance)
Training Abroad (15% Top)
Promotion at SBP
Internship Programs
-
8/3/2019 MARYAM JABEEN
18/47
MARYAM JABEENBE-08-18
-
8/3/2019 MARYAM JABEEN
19/47
PERFORMANCE APPRAISAL SYSTEM IN STATE BANKOF PAKISTAN.
Bell Curve System
Computerized ranking system which is designed to
rate the entire workforce on the basis of the
performance as well as on the similar activity.
It is the performance measurement system serving
as the complete organizational system.
-
8/3/2019 MARYAM JABEEN
20/47
BELL CURVE DISTRIBUTION
OFFICER GRADE 2 AND ABOVE
Performance Category Quota
A 15%
B+ 25%
B 50%
C 10%
-
8/3/2019 MARYAM JABEEN
21/47
PERFORMANCEDUETO PRESSURE.
-
8/3/2019 MARYAM JABEEN
22/47
Tools forPerformance
Appraisal
Bell CurveSystem
RewardsSources of
Information ForAppraiser
360Degree
Feedback
Self
Appraisal
Appraisers
Experien
ce
-
8/3/2019 MARYAM JABEEN
23/47
Tools for performanceAppraisal
Orientation sessions for thesupervisors
STAR FormPerformanceManagement
Form 2
PerformanceManagement
Form 1
AppraisalInterview.
-
8/3/2019 MARYAM JABEEN
24/47
PMF 1 Byappraisee
For thepurpose ofgoal setting
STAR FORM
InformalDocument
For recordingthe out
performance
-
8/3/2019 MARYAM JABEEN
25/47
SBP BANKING SERVICES CORPORATION
STAR FORM
STAR FORM in respect of ________________________
Appraisal Period:
Situation Action Result
NOTE:
When you gather examples of Actions, you want to make sure that you are getting the whole story the situation in which the
person acted, what he/she did, and the results of these actions. In PMS process, you gather these behavioral examples in order to
justify your rating of a person and also to provide feedback to the person, whether to improve or to reinforce a particular
behavior in future.
Situation Background or context in which the person took action.
Action/ Behavior What the person said or did in respect to an event or task and how he or she did it. They can also tell us what
a person did not say or do.
Result The effects of the behaviour/actions. They tell us what changes or differences the persons action made and
whether the actions were effective and appropriate.
-
8/3/2019 MARYAM JABEEN
26/47
APPRAISAL INTERVIEW
Informal half an hour interview which is conductedby supervisor once an year at the end of the givenperformance period
To appreciate achievement of the appraisee,
To identify the performance gaps and submits thePMF2(form filled by the appraisee about the actualaccomplishments of the individual during theappraisal period)
Manager gives the reasoning for the extremeranking.
-
8/3/2019 MARYAM JABEEN
27/47
PERFORMANCE RATING
Manager is required to prevent the
Recency Effect
Contrast Error
Performance Rating in State Bank of Pakistan:
on the basis accomplishment of goals
on the basis of competencies
-
8/3/2019 MARYAM JABEEN
28/47
28
Performance Rating
GoalsRatings Rating Description
4.51 to 5.00 Outstanding Consistently outperformedagreed goals
3.51 to 4.50 Very Good
Outperformed some of theagreed goals
2.51 to 3.50 Good Met all agreed goals
1.51 to 2.50 NeedsImprovement Met some of the agreedgoals
0 to 1.50 Unsatisfactory Did not meet agreed goals
-
8/3/2019 MARYAM JABEEN
29/47
Calculation-Goals rating
Key
Goals
Weight (%)
1
2
3
4
5
50
20
10
10
10
5
2
2
4
3
2.5
0.4
0.2
0.4
0.3
3.8
Weighted RatingRating
100
-
8/3/2019 MARYAM JABEEN
30/47
COMPETENCIES ASSESSMENT-
30
Appraisee: Officer Grade II
Competencies Rating
1 Achievement Orientation 2
2 Teamwork 5
3 Communication Skills 3
4 Customer Service Orientation 2
5 Accountability 3
6 Applying Knowledge5
Total 20
Average(Total / 6) 3.33
RATING PERFORMANCE
-
8/3/2019 MARYAM JABEEN
31/47
RATING PERFORMANCE-RATIOOF COMPETENCIESAND GOALS
This equation applies for all the grades
60%goal
basedrating
40%competenc
y basedrating
FinalRating
-
8/3/2019 MARYAM JABEEN
32/47
REWARDS SYSTEM
Annual Merit Increases: Increments in the salarywhich are revised after every year to retain thehighly motivated people.
Officer Grade 2 and above
PerformanceCategory
Quota Annual MeritIncreases
A 15% 16
B+ 25% 12
B 50% 9
C 10% 5
-
8/3/2019 MARYAM JABEEN
33/47
OTHER REWARDS
Free Medical Services for employees andemployees family
Fifteen Day Annual Paid Recreation holidays for theemployees.
Bonuses on the basis of recent performances areoffered to reinforce the desirable behavior.
Promotions
Training Abroad Recognition Rewards
-
8/3/2019 MARYAM JABEEN
34/47
-
8/3/2019 MARYAM JABEEN
35/47
REWARDAND RECOGNITION
There are four levels of recognition rewards in
SBP.
Level 1
Individual contribution rewards
Informal way of recognition (at individual level)
Includes simple thank you, thank you notes, E-
mails, letters
-
8/3/2019 MARYAM JABEEN
36/47
Level 2
Departmental commitment rewards
Cash award of 5000/-Rs.
Recognition certificate
Department wide recognition
-
8/3/2019 MARYAM JABEEN
37/47
-
8/3/2019 MARYAM JABEEN
38/47
JOBSATISFACTIONANDPERFORMANCELEVEL
Primary interest of employees
Employees basic needs to survival andsecurity.
Acceptable salaries and workingenvironment.
Appropriate job security assurance.
Participation in job-related matters.Adequate working relationships with
managers and co-workers.
-
8/3/2019 MARYAM JABEEN
39/47
Open door policy
Employee Turnover
Employee Turnover rates in FY10 stood at
3.27 percent, with a total of 10 earlyretirements and 20 resignations during theyear. The resignation rate stood at 1.42percent, decreased from last years rate of
1.66 percent of the workforce.
-
8/3/2019 MARYAM JABEEN
40/47
SWOT Analysis
-
8/3/2019 MARYAM JABEEN
41/47
STRENGTHS
Changes in organization culture
Improve the quality of HR
Organizational restructuring and
realignment of operational activitiesRaise quality of service standards
General Services Department
Career development opportunitiescompetitive compensation strategy
-
8/3/2019 MARYAM JABEEN
42/47
An increase of 10 percent was allowed in themonetized salaries to all the serving employeesacross the board in order to compensate them forinflation.
House building loan
-
8/3/2019 MARYAM JABEEN
43/47
WEAKNESSES
Biasness
Wrong performance picture
Misleading information
Grouping Deviation from goals
-
8/3/2019 MARYAM JABEEN
44/47
OPPORTUNITIES
Introduction of automatic system
Incentives on regularity, making attendance as a keymeasure of performance.
The introduction of supervisors belonging to differentdepartments or externals to supervise the data.
-
8/3/2019 MARYAM JABEEN
45/47
THREAT
International banks with competitive salaries areserving to be a threat for SBP administration.
-
8/3/2019 MARYAM JABEEN
46/47
RECOMMENDATIONS
The feedback from employees about thestrategies of performance appraisal and ofreward system.
The biasness factor should be eliminated. Inter-employee relationships should be
encouraged.
-
8/3/2019 MARYAM JABEEN
47/47