netrashetty
Netra Shetty
Human Resource Management of Comcast : Comcast Corporation (NASDAQ: CMCSA and NASDAQ: CMCSK), commonly referred to as Comcast, is the largest cable operator and home internet service provider in the United States, providing cable television, broadband Internet, and telephone service to both residential and commercial customers[3][4][5] in 39 states and the District of Columbia.[6] The company is headquartered in Philadelphia, Pennsylvania. Comcast also has significant holding in several cable networks (including E! Entertainment Television, Style Network, G4, The Golf Channel and Versus), distribution (ThePlatform), and related businesses. Comcast's proposed acquisition of a majority stake in NBC Universal was approved by the Federal Communications Commission (FCC) on January 18, 2011.
Balanced Scorecard Approach to Measure Performance
The balanced scorecard focuses on the measures that drive the employee performance. The balanced scorecard provides a list of measures that balance the organizations internal and process measures with results, achievements and financial measures. The two basic features of the balanced scorecard are:
• A balanced set of measures based on. the four perspectives of balanced scorecard, and
• Linking the measures to Employee Performance
A balanced set of measures
Instead of relying on just one instrument or measure, using a balanced set of measures ensures that all the aspects of the employees’ performance are covered and provide relevant support for the decisions taken.
Therefore, it is necessary that the manager should be capable of observe and note the several instruments and measures simultaneously. The four perspectives given by Kaplan and Norton are the financial measures, the customer’s perspective, the internal business perspectives and the innovation and learning perspectives.
For each perspective of the following things are measured:
• Objectives: the goals and the targets to be achieved
• Measures: the standards which will be used to measure the actual performance and the progress.
• Action plans: the initiatives taken and the course of action to be followed to achieve the objectives
Tie-In to Employee Performance
The balanced scorecard approach can be used and applied at both the individual and the organisational level. It provides a balanced approach to evaluate the employees’ performance (for the purpose of Performance appraisal) in a comprehensive manner rather than a partial view. In most of the organisations, the common practice of measuring the employee performance refers to only the comparison of their action plans and behaviours with the standards set i.e. without actually measuring the results of their actions like profits and increase in market share. This conventional practice can lead to the appraisal of most of the employees without any or little progress towards achieving the goals and objectives of the organisation. Thus, the balanced scorecard gives the complete view of the employees and the organisational performance and helps to align the employee performance/action plans with the organisational goals.
BENEFITS OF BALANCED SCORECARD
The benefits of the balanced scorecard approach in measuring performance are:
• Gives the complete picture of the employee as well as the organisational performance.
• It guides users in determining the critical success factors and performance indicators.
• Strategic review or analysis of the organisational capabilities and performance.
• Focusing the whole organisation on the few key things needed to create breakthrough performance.
• Integrating and directing the performance and efforts from the lowest levels in the organisation to achieve excellent overall performance.
Challenges Of Performance Appraisal
An organization comes across various problems and challenges Of Performance Appraisal in order to make a performance appraisal system effective and successful. The main Performance Appraisal challenges involved in the performance appraisal process are:
Determining the evaluation criteria
Identification of the appraisal criteria is one of the biggest problems faced by the top management. The performance data to be considered for evaluation should be carefully selected. For the purpose of evaluation, the criteria selected should be in quantifiable or measurable terms
Create a rating instrument
The purpose of the Performance appraisal process is to judge the performance of the employees rather than the employee. The focus of the system should be on the development of the employees of the organization.
Lack of competence
Top management should choose the raters or the evaluators carefully. They should have the required expertise and the knowledge to decide the criteria accurately. They should have the experience and the necessary training to carry out the appraisal process objectively.
Errors in rating and evaluation
Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the evaluator’s rating for all other traits) etc. may creep in the appraisal process. Therefore the rater should exercise objectivity and fairness in evaluating and rating the performance of the employees.
Resistance
The appraisal process may face resistance from the employees and the trade unions for the fear of negative ratings. Therefore, the employees should be communicated and clearly explained the purpose as well the process of appraisal. The standards should be clearly communicated and every employee should be made aware that what exactly is expected from him/her.
Balanced Scorecard Approach to Measure Performance
The balanced scorecard focuses on the measures that drive the employee performance. The balanced scorecard provides a list of measures that balance the organizations internal and process measures with results, achievements and financial measures. The two basic features of the balanced scorecard are:
• A balanced set of measures based on. the four perspectives of balanced scorecard, and
• Linking the measures to Employee Performance
A balanced set of measures
Instead of relying on just one instrument or measure, using a balanced set of measures ensures that all the aspects of the employees’ performance are covered and provide relevant support for the decisions taken.
Therefore, it is necessary that the manager should be capable of observe and note the several instruments and measures simultaneously. The four perspectives given by Kaplan and Norton are the financial measures, the customer’s perspective, the internal business perspectives and the innovation and learning perspectives.
For each perspective of the following things are measured:
• Objectives: the goals and the targets to be achieved
• Measures: the standards which will be used to measure the actual performance and the progress.
• Action plans: the initiatives taken and the course of action to be followed to achieve the objectives
Tie-In to Employee Performance
The balanced scorecard approach can be used and applied at both the individual and the organisational level. It provides a balanced approach to evaluate the employees’ performance (for the purpose of Performance appraisal) in a comprehensive manner rather than a partial view. In most of the organisations, the common practice of measuring the employee performance refers to only the comparison of their action plans and behaviours with the standards set i.e. without actually measuring the results of their actions like profits and increase in market share. This conventional practice can lead to the appraisal of most of the employees without any or little progress towards achieving the goals and objectives of the organisation. Thus, the balanced scorecard gives the complete view of the employees and the organisational performance and helps to align the employee performance/action plans with the organisational goals.
BENEFITS OF BALANCED SCORECARD
The benefits of the balanced scorecard approach in measuring performance are:
• Gives the complete picture of the employee as well as the organisational performance.
• It guides users in determining the critical success factors and performance indicators.
• Strategic review or analysis of the organisational capabilities and performance.
• Focusing the whole organisation on the few key things needed to create breakthrough performance.
• Integrating and directing the performance and efforts from the lowest levels in the organisation to achieve excellent overall performance.
Challenges Of Performance Appraisal
An organization comes across various problems and challenges Of Performance Appraisal in order to make a performance appraisal system effective and successful. The main Performance Appraisal challenges involved in the performance appraisal process are:
Determining the evaluation criteria
Identification of the appraisal criteria is one of the biggest problems faced by the top management. The performance data to be considered for evaluation should be carefully selected. For the purpose of evaluation, the criteria selected should be in quantifiable or measurable terms
Create a rating instrument
The purpose of the Performance appraisal process is to judge the performance of the employees rather than the employee. The focus of the system should be on the development of the employees of the organization.
Lack of competence
Top management should choose the raters or the evaluators carefully. They should have the required expertise and the knowledge to decide the criteria accurately. They should have the experience and the necessary training to carry out the appraisal process objectively.
Errors in rating and evaluation
Many errors based on the personal bias like stereotyping, halo effect (i.e. one trait influencing the evaluator’s rating for all other traits) etc. may creep in the appraisal process. Therefore the rater should exercise objectivity and fairness in evaluating and rating the performance of the employees.
Resistance
The appraisal process may face resistance from the employees and the trade unions for the fear of negative ratings. Therefore, the employees should be communicated and clearly explained the purpose as well the process of appraisal. The standards should be clearly communicated and every employee should be made aware that what exactly is expected from him/her.
Last edited by a moderator: