This past year, I really worked on improving my teamwork skills. After completing the 2-day Teamwork 101 course, I had a much better understanding of team dynamics and how to contribute more effectively in the various roles and stages of team development. I served on 3 key teams this past year: the corporate social responsibility committee, the customer service process improvement team and the team involved in successfully completing critical orders for our customer Dunrite. On the corporate social responsibility team, I assumed greater leadership, taking on the role of event coordinator. I successfully organized our annual food drive and cancer fundraiser. For both these events, I recruited more volunteers than we've had previous years (10 vs 6 for food drive; 22 vs 13 for cancer fundraiser) and made sure we all shared the same understanding of team goals, roles and responsibilities. For both events, I held weekly team meetings and sent our notes on what we'd discussed and agreed to. I also made a conscious effort to give everyone a chance to share their ideas and feedback, especially the quieter more introverted members. Team members commented on how much more smoothly both events ran this year. In both cases we exceeded our fundraising goals. On the customer service process improvement team, I played more of a supporting role. Despite my heavy workload, I attended all team meetings and completed my action items on time. In addition, I was the one who suggest we approach Ken from IT business tools and then invited him to meet with the team to explore possible improvements to our order entry software tool. This proved to be a key action for the team because it allowed us to understand the opportunities and limitations we faced with tool. As a result, our team was able to put forward practical recommendations for process improvements that shaved a half day off our current order fulfillment process. I was also one of the customer service representatives who worked on the special project for our customer Dunrite. This team struggled a lot because we had different ideas about the priorities, sequence of actions and responsibilities of the team. After a few rough weeks of work, with a lot of conflict, I suggested we hold a facilitated team meeting to help get to the root of our conflicts. Before we held the meeting, I met with John to discuss his aggressive demeanor with the team. I explained to him how valuable his contributions were, but that his behavior was being perceived as aggressive and threatening by some and harming team communications and performance. We talked about ways to reset or diffuse the situation. John had been unaware of his impact on the team, and our conversation helped him change his approach. The team was able to constructively air their differences, come to agreement on priorities, responsibilities and process, and we successfully completed the customer order on schedule.

1. Compare and contrast performance management and
performance appraisal
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I. Contents of getting compare and contrast performance management and
performance appraisal
==================
Performance management and performance appraisals are often confused. These two concepts
have many elements in common, but an understanding of the comparisons and dissimilarities is
vital for improving performance. The main distinction between the two is that the performance
appraisal is a tool, while performance management is a process. While the performance appraisal
is a useful tool, it is essential to remember that it is most effective when used within an overall
performance management process.
History
Human beings have judged the work of others for as long as we have performed work for one
another. However, the performance appraisal is a relatively new concept, evolving around the
time of World War II. Historically, the performance appraisal was used to justify compensation
levels for workers. Over the next several decades, the performance appraisal evolved from a tool
commonly used only to reward or punish workers for current performance. It was not until the
1950s that managers and management theorists began to recognise the usefulness of the
performance appraisal as a tool used within the overall performance management process.

2. Performance Appraisal
The performance appraisal is a performance measurement tool that measures individual
employee performance in a variety of activities. The performance appraisal may measure such
aspects of performance as units produced and quality of an individual's overall work.
Performance appraisals are also commonly used to document performance issues, including
excessive absenteeism or the inability of an individual employee to adhere to policies and
procedures. This type of documentation may be used to justify disciplinary action and eventual
discharge of problem employees. Additionally, individual employee pay rates and bonuses are
commonly tied to performance appraisal scores.
Performance Management
Performance management may be used on an individual, department or organisation-wide basis.
The main goal of performance management is to improve performance. According to the U.S.
Office of Personnel Management, performance management consists of several elements,
including performance measurement. Performance management begins with the planning of
work, followed by monitoring performance and developing employees to ensure they maintain
the abilities needed to perform at desired levels. Finally, a performance appraisal or similar
rating system is used to rate employee performance and justify rewards for those who meet or
exceed expectations.
Significance
Performance measurement is essential to the overall performance management process. It would
be virtually impossible to improve performance without the use of effective measures for
identifying performance gaps. Measurement tools like the performance appraisal are vital
benchmarking tools that help managers and workers identify potential barriers to success. The
performance management process provides a framework for identifying and removing
performance barriers, as well as planning for the development of employees in order to maintain
the skills necessary for the organisation to compete long-term.
==================
III. Performance appraisal methods

3. 1.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
i. Employees are ranked according to their performance
levels.
ii. It is easier to rank the best and the worst employee.
Limitations of Ranking Method
i. The “whole man” is compared with another “whole man”
in this method. In practice, it is very difficult to compare
individuals possessing various individual traits.
ii. This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
iii. When a large number of employees are working, ranking
of individuals become a difficult issue.
iv. There is no systematic procedure for ranking individuals
in the organization. The ranking system does not eliminate
the possibility of snap judgements.
2. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages – Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages – Rater’s biases

4. 3. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited
training required, standardization. Disadvantages – Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings
4. Critical Incidents Method
The approach is focused on certain critical behaviors of
employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages – Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.
5. Essay Method

5. In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage – It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages – It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.
6. Behaviorally Anchored Rating Scales
statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages – helps overcome rating
errors. Disadvantages – Suffers from distortions
inherent in most rating techniques.
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