isstm merit rating, promotions & transfers
TRANSCRIPT
Dr. Shankar Anappindi [email protected]
• a man is compared with all others without considering any specific factors Ranking
• the performance of the employees is evaluated against certain grades such as poor, good, very good, excellent or outstanding, satisfactory or unsatisfactory Grading
• performance of an employee is evaluated against certain specific factors. Five degrees or scales are established for each factor and each degree is defined Graphic Scales
• certain Key personnel are selected for each factor (which may include initiative, leadership, dependability, safety etc.) Man-to-man comparison
• to reduce bias or prejudice of the rater, the merit rating under this method is actually done by the HR Department. The supervisor simply reports the. Performance of the employee by putting ‘Yes’ or ‘No’ against a series of descriptive phrases
Check-list
• forced to select a statement from a pair of statements though both may be applicable or un applicable to him
Forced Choice Description
• act or conduct of an employee during crucial or critical circumstances is recorded by the rater
Selection of Critical Incidents
• Forced to maintain balance as Poor 10%, Outstanding 10% Good 35% & Average 45% Forced Distribution
Method
Merit Ratings - Methods & Understanding -
Dr. Shankar Anappindi [email protected]
Merit
Seniority
Seniority cum Merit
Suitability
Vertical Promotion
Up gradation
Dry Promotion
Paper Promotion
Departmental Promotion
Division Promotion
Cross Division Promotion
Need Based
Role Based
Performance Based
Time Based
Business / Industry Based
Shift Transfers
Personnel / Remedial Transfers
Versatility Transfers
Replacement Transfers
Production Transfers
Promotions - Types & Basis -
Transfers
Succession Planning
Superannuation
Resignation
Promotion / Transfer
Diversification
Creation of New Position
Dr. Shankar Anappindi [email protected]
Purpose of Transfers
Organizational Effectiveness
Enhance Versatility &
Competencies
Work Fluctuations /
Crisis Management
Employee Compatibility /
Teamability Correct
erroneous placement
Relieve monotony
Workforce Optimization
Means of Punishment
Reasons of Transfers
Avoid favouritism and
nepotism Avoid gaining
capacity of influencing and
egocentrism
Avoid monotony in
the work of an employee
Makes an employee
accountable to his seat
Avoid excess dependency on particular
employee
Create transparency among the
employees and their work
Limits taking advantage and
sole control over the seat
or section
Avoid unnecessary influence on
others for their own advantage
Make conversant of different seats
work
Retain harmonious environment
Dr. Shankar Anappindi [email protected]
Job enhancement is when an employee is given new responsibilities or tasks that give him/her the opportunity to develop his/her skills or abilities. For example, a cashier at a grocery store could be taught how to prepare the weekly work schedule.
Job Enlargement means increasing the scope of a job through extending the range of its job duties
and responsibilities generally within the same level and periphery. More of HORIZONTAL
Job enrichment can be described as a medium through which management can motivate self-driven
employees by assigning them additional responsibility normally reserved for higher level employees. By doing
this, the employees feel like their work has meaning and is important to the company. More of VERTICAL. Job Enrichment is dependent on Job Enlargement.