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Performance appraisal at darby gas & light

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Steve Shakely, the CEO of Darby Gas & Light, has hired an external consultant to review the company's new employee appraisal system and form. Darby has 250 employees including 25 managers who are required to rate their subordinates annually using the appraisal form. However, the form lacks specifics and guidelines, and managers have received no formal training in conducting appraisals. The consultant is asked to evaluate the form and propose a rater training program.

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Appraisal at Darby Gas & Light Case Study No.3 PAF-KIET CITY CAMPUS PRESENTED BY SEMESTER ;SUMMER 2014 ABDUL NAVEED KHASKHELI SUBJECT :HRM MASHAL-UR-REHMAN SUBMITTED TO :RAZA KAMAL HAFIZ MUHAMMAD USMAN
Summary of Case Steve shakely is the CEO of a moderately sized public utility Darby & Gas & Light. Darby has 250 Professional employs (Engineer, system analysis ) including 25 Managers. Firm started using a new appraisal system All Employees are rated by their immediate supervisor one a years. Mr Shakely has hired you as an external consultant to review appraisal form and the system. Mr Shakely also is interested in your plan for a rater training program. The manager have never received any formal training in conducting appraisal interviews with their subordinate
Performance appraisal at darby gas & light
Performance appraisal at darby gas & light
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Do you think this form is relevant to Darby Gas & Light ? The form does not provide the depth of information about a particular facet . Although place has been earmarked for writing of comments with each dimension but no guideline has been provided in the form to appraise the same In this method of appraisal , abstract traits like loyalty dependability , or integrity can not be rated unless they are defined in more specific behavioral terms . This form however includes dependability which is an abstract trait , without mentioning the specific terms like dependability in following directions or company policies etc 1. There is no explanation of the specified dimension /facet which is to be evaluated . Rater may have different interpretations of the factors listed in the appraisal form 2. The continuum is generalized and lacks specific points 3. There are lots of ambiguities in the form which may introduce bias 4. There is no place kept on the form for writing employees feedback /reaction to the appraisal 5. There is duplication of dimensions like decision making and problem solving 6. Use of dimensions that are not defined as performance outcomes (job knowledge, decision making. 7. Use of anchors that are not defined in terms of behaviors (low, average, high) 8. No requirement to substantiate ratings by making comments. Raters are told they should provide comments, not that thy must provide comments. 9. Dimensions assessed may be viewed as subjective and difficult to legally defend (appearance, leadership). More dimensions should be added to the form for making it more beneficial like Employee Self raking Quality of Work Initiative Foresight Judgment Acceptance of Responsibility Drive and Determination
. What is your assessment and evaluation of exhibit 7.4.3? 1. Reaction data-prepare a form that assesses trainees reactions to the rater training .it should include questions pertaining to the effectiveness of the trainers, content, and facilities. 2. Learning data-use multiple choice or essay questions to ask trainees about legal issues in appraisals and appropriate procedures for conducting appraisals. 3. Behavioral data-assess employees perspectives before and after the training on the degree to which the raters provide specific ,timely, descriptive feedback to employees. 4. Results data-assess the before and after data of important employee outcomes that seem to be affected by the performance appraisal system in this organization. these could be absenteeism, turnover, employee attrtudes.etc.
What changes would you recommend as far as evaluation is concerned for Darby Gas & Light ? 1. In addition in Appraisal form there must be (Social, Spiritual, Intellectual, Physical ) marking portion . 2. Darby should consider the use of multi-raters in the form feedback system. also tend to be more accurate, perceived as faire, have fewer biases and are less likely to be targets for lawsuits. 3. Darby should consider benchmarking its positions with their toughest competitor in order to improve quality to their customers and in order to tailor the performance appraisals on customer satisfaction
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Performance appraisal at darby gas & light

  • 1. Appraisal at Darby Gas & Light Case Study No.3 PAF-KIET CITY CAMPUS PRESENTED BY SEMESTER ;SUMMER 2014 ABDUL NAVEED KHASKHELI SUBJECT :HRM MASHAL-UR-REHMAN SUBMITTED TO :RAZA KAMAL HAFIZ MUHAMMAD USMAN
  • 2. Summary of Case Steve shakely is the CEO of a moderately sized public utility Darby & Gas & Light. Darby has 250 Professional employs (Engineer, system analysis ) including 25 Managers. Firm started using a new appraisal system All Employees are rated by their immediate supervisor one a years. Mr Shakely has hired you as an external consultant to review appraisal form and the system. Mr Shakely also is interested in your plan for a rater training program. The manager have never received any formal training in conducting appraisal interviews with their subordinate
  • 5. .
  • 6. Do you think this form is relevant to Darby Gas & Light ? The form does not provide the depth of information about a particular facet . Although place has been earmarked for writing of comments with each dimension but no guideline has been provided in the form to appraise the same In this method of appraisal , abstract traits like loyalty dependability , or integrity can not be rated unless they are defined in more specific behavioral terms . This form however includes dependability which is an abstract trait , without mentioning the specific terms like dependability in following directions or company policies etc 1. There is no explanation of the specified dimension /facet which is to be evaluated . Rater may have different interpretations of the factors listed in the appraisal form 2. The continuum is generalized and lacks specific points 3. There are lots of ambiguities in the form which may introduce bias 4. There is no place kept on the form for writing employees feedback /reaction to the appraisal 5. There is duplication of dimensions like decision making and problem solving 6. Use of dimensions that are not defined as performance outcomes (job knowledge, decision making. 7. Use of anchors that are not defined in terms of behaviors (low, average, high) 8. No requirement to substantiate ratings by making comments. Raters are told they should provide comments, not that thy must provide comments. 9. Dimensions assessed may be viewed as subjective and difficult to legally defend (appearance, leadership). More dimensions should be added to the form for making it more beneficial like Employee Self raking Quality of Work Initiative Foresight Judgment Acceptance of Responsibility Drive and Determination
  • 7. . What is your assessment and evaluation of exhibit 7.4.3? 1. Reaction data-prepare a form that assesses trainees reactions to the rater training .it should include questions pertaining to the effectiveness of the trainers, content, and facilities. 2. Learning data-use multiple choice or essay questions to ask trainees about legal issues in appraisals and appropriate procedures for conducting appraisals. 3. Behavioral data-assess employees perspectives before and after the training on the degree to which the raters provide specific ,timely, descriptive feedback to employees. 4. Results data-assess the before and after data of important employee outcomes that seem to be affected by the performance appraisal system in this organization. these could be absenteeism, turnover, employee attrtudes.etc.
  • 8. What changes would you recommend as far as evaluation is concerned for Darby Gas & Light ? 1. In addition in Appraisal form there must be (Social, Spiritual, Intellectual, Physical ) marking portion . 2. Darby should consider the use of multi-raters in the form feedback system. also tend to be more accurate, perceived as faire, have fewer biases and are less likely to be targets for lawsuits. 3. Darby should consider benchmarking its positions with their toughest competitor in order to improve quality to their customers and in order to tailor the performance appraisals on customer satisfaction