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Final employee-performance
1. WELCOME TO THE
PRESENTATION ON
“EMPLOYEE
PERCEPTION ON
JOB APPRAISAL IN
PHARMACEUTICAL
COMPANIES”
Team : Snipers
2. INTRODUCTION
Performance management is a process by
which managers and employees work together to plan,
monitor and review an employee's work objectives and
overall contribution to the organization.
Perceptions of employees about the targets, outcomes
and uses of performance appraisal (PA) results would
be beneficial depending on a number of factors.
3. OBJECTIVES OF THE STUDY
To get a clear scenario of employee perception
of job appraisal practices
To find the relation between performance
appraisal and work performance.
Assessment of the level of employees’ work
outcomes in the form of work performance
4. PERFORMANCE APPRAISAL
Employee appraisal is a method by which the job performance of
an employee is documented and evaluated. Performance
appraisals are a part of career development and consist of regular
reviews of employee performance within organizations.
It is a systematic and periodic process that assesses an
individual employee’s job performance and productivity
Helps to assess an employee's performance goals
To involve the employee in setting goals for the organization
5. Objective data
Subjective data
Judgmental
Evaluation
Productivity measures,
absenteeism, tardiness,
turnover
Assisting others, loyalty,
extra work/effort, emotional
labor, volunteering,
counterproductive behaviors
(CWBs; tardiness, sabotage,
gossiping)
Performance ratings
(e.g., supervisor, co-
workers, self,
subordinates, clients
Data Sources
7. ESSAY METHOD
A trait approach to performance
appraisal that requires the rater to
compose a statement describing
employee behavior.
Write a Behavioral Statement
Strengths versus Weaknesses
Describe Selected Traits
Evaluate Performance
9. FORCED-CHOICE METHOD
A trait approach to
performance appraisal that
requires the rater to choose
from statements designed
to distinguish between
successful and unsuccessful
performance.
10. BEHAVIORALLY ANCHORED RATING
SCALE (BARS)
A behavioral approach
to performance
appraisal that consists
of a series of vertical
scales, one for each
important dimension
of job performance.
16. PEER APPRAISAL
Performance appraisal done
by one’s fellow employees,
generally on forms that are
complied into a single profile
for use in the performance
interview conducted by the
employee’s manager.
20. WHAT PEOPLE THINK
The study was done by direct and indirect observation or experience.
To get a clear scenario of employee perception of job appraisal
practices in pharmaceutical companies, we visited 4 pharmaceutical
companies:
Square pharmaceuticals
Radiant pharmaceuticals
ACI pharmaceutical
Beximco pharmaceuticals.
21. A questionnaire was submitted to the respondent
to answer the topic related questions. The
questionnaire consisted of 3 casual questions and
Questions 4 to 15 in Likert’s style.
5 level of choices were given. Those are:
Strongly Agree (5)
Agree (4)
Neutral (3)
Disagree (2)
Strongly Disagree (1)
23. QUESTION-2: IF SO, WHAT IS
THE FREQUENCY TO CONDUCT
THE PA?Variables Number of respondents Percentage of respondents
Annually 6 15%
Semi-annually 8 20%
Quarterly 20 50%
When Required 6 15%
Total 40 100%
24. Q-3: THE PRESENT METHOD IS EFFECTIVE
TO ANALYZE THE PERFORMANCE IN
PHARMACEUTICALS?
Variables Number of respondents Percentage of respondents
Strongly agree 12 30%
Agree 16 40%
Neutral(Moderate) 4 10%
Disagree 6 15%
Strongly Disagree 2 5%
Total 40 100%
25. QUESTION-4: THE PRESENT
PROCEDURE IS
UNDERSTANDABLE TO
EMPLOYEES?Variables Number of respondents Percentage of respondents
Strongly agree 12 30%
Agree 14 35%
Neutral (Moderate) 2 5%
Disagree 8 20%
Strongly Disagree 4 10%
Total 40 100%
26. QUESTION-5: PERFORMANCE
APPRAISAL INCREASES THE
PERFORMANCE OF THE
EMPLOYEES?Variables Number of respondents Percentage of respondents
Strongly agree 8 20%
Agree 15 35%
Neutral (Moderate) 6 15%
Disagree 10 25%
Strongly Disagree 2 5%
Total 40 100%
27. QUESTION-6: PERFORMANCE
APPRAISAL HELPS TO IDENTIFY
THE TRAINING NEEDS FOR
EMPLOYEES?Variables Number of respondents Percentage of respondents
Strongly agree 10 25%
Agree 18 45%
Neutral (Moderate) 2 5%
Disagree 8 20%
Strongly Disagree 2 5%
Total 40 100%
28. RECOMMENDATIONS
Pharmaceutical companies should adopt specific job
analysis and performance evaluation method for specific
job.
There should have room for employees to choose their
job location.
Basic pay should be increased along with incentives.
They should follow proper policy regarding employee
evaluation.
29. RECOMMENDATIONS
Fresh graduate or inexperienced employees should also
be given the chance to get flexibility.
Current condition of job appraisal should be reviewed on
regular basis.
The job description should be more precise & complete.
Job specification should be somewhat flexible than that of
present time.
Job analysis should be more attractive to the new job
seekers.
30. CONCLUSION
The primary objective of this study was to assess the
influence of perception of performance appraisal on
employee work outcomes, because performance
appraisal has been an issue of major concern with its
long lasting impacts on the employees’ work outcomes
The study has been successful in accomplishing its
objectives.
In the part of the descriptive finding we have been able
to present the perceptions of the employees with
regard to the performance appraisal system where in
the employees express that they had moderate level of
31. CONCLUSION
We tried to present the relationship between employees’
perception of performance appraisal and their expected work
outcomes, in the form of
Work performance
Commitment
Turn over intention
Thus, based on the correlation analysis result, employees’
perception of performance appraisal has significant and positive
relation with work performance and affective organizational
commitment.