netrashetty
Netra Shetty
Stewart-Warner is a US manufacturer of vehicle instruments, a.k.a. gauges. The company was founded as Stewart & Clark Company in 1905 by John K. Stewart. Their speedometers were used in the Ford Model T. In 1912 John Stewart joined with Edgar Bassick to make vehicle instruments and horns. Bassick owned Alemite Co and Stewart had bought the Warner Instrument Company, thus the name was changed to Stewart-Warner Corporation. The company started in Chicago and built a manufacturing plant on Diversey Parkway. The building kept expanding and finally covered one-million square feet (93,000 m²) and six floors. They also made radios and refrigerators, and produced the ubiquitous "zerk" grease fitting, named after its inventor, associated with the company. In the last years of the company's Chicago factory, it owned a number of aging six-spindle Brown & Sharpe and New Britain screw machines.
Designing And Implementing 360 Degree Performance Appraisal System
360 DEGREE PERFORMANCE APPRAISAL SYSTEM
Objectives of the article:
This article focuses on the following areas.
1. To define the meaning and concept of the 360 degree performance appraisal process.
2. To communicate or inform the participants about the weaknesses of the conventional system and how 360 degree system overcome these weak areas.
3. To provide necessary skills to plan and implement a 360-degree appraisal
System in the organization.
360 Degree Appraisal System :
A latest “performance management tool” is a 360 degree appraisal system. This process enables the individuals performance to be evaluated from an all around perspective and thereby provide more accurate information on an individual’s performance over a stated time period. The concept of 360 degrees comes from the number of degrees in a circle. Every point at the edge of the circle provides a direction or a dimension to its centre. So providing an employee with 360 degree feedback means that feedback comes from all directions like
* From your boss
* From your peers
* From your customers
* From your team members on special projects & also
* From those people who report to you.
This leads toward validity and reliability of the performance appraisal.
CURRENT THINKING ON 360 DEGREE PERFORMANCE APPRAISAL
Here we see that what factors we should keep in mind while appraising under 360 rule.
* Do the various sources provide unique information.
* Does 360 degree feedback result in improved performance
360 Degree Works Best When
1. Managers meet with their subordinates to discuss their upward feedback.
2. The Managers, receiving the feedback ,were initially not the top performers.
3. The Managers, receiving the feedback , initially think that they are
performing better than do their subordinates.
4. The results are used for feedback rather than for decisions about
compensation and promotions.
NOTE
The above four concluded points are the results of a research
conducted by executives in the American companies.
The points 1 , 2 are the findings of walker & smither , 1999.
The point 3 is the finding of Johnson & feostle , 1997.
The point 4 is concluded by denisik & kinger , 2000.
A modern questionnaire is designed on the basis of various job dimensions. These job dimensions could vary from employee to employee. These forms are given to all the points on the edge of the circle keeping employee as a centre of that circle.
4.0.3 Selection Test
Psychological tests are being increasingly used in employee selection, where a test may involve some aspect of an individual’s attitudes, behavior and performance.
Tests are useful when the number of applicants is large, as at best it
reveals that the candidates who scored above the predetermined cutoff points are likely to be more successful than those scoring below the cutoff point.
4.0.4 Employment Interview
Interview is an essential element of selection and no selection procedure is complete without one or more personal interviews, where the information collected through application letter or application forms and tests can be cross-checked in the
interview, where candidates demonstrates their capabilities and strength in relevant to their academic credentials.
4.0.5 Medical Examination
Applicants who have crossed the above stages are sent for a physical examination either to the company’s physician or to a medical officer approved for the purpose.
Such examination serves the following purposes:-
a) It determines whether the candidate is physically fit to perform the job, where those who are physically unfit are rejected.
b) It reveals existing disabilities and provides a record of the employee’s health at the time of selection. This record will help in settling company’s liability under the workmen compensation Act for claim for any injury.
c) It prevents the employment of people suffering from contagious diseases.
d) It identifies candidates who are otherwise suitable but require specific jobs due to physical handicaps and allergies.
4.0.6 Reference Checks
The applicant is asked to mention in his application form, the names and addresses of two or more persons who know him well. These may be his previous employers, heads of education institutions or public figures. These people are requested to provide their frank
opinion about the candidate without incurring any liability. In government and public sector
.
4.0.7 Final Approval
In most of the organizations, selection process is carried out by the human resource department, where the decisions of the department are recommendatory. The candidates shortlisted by the department are finally approved by the executive of concerned departments or units.
4.0.8 Selection
Appointment is generally made on probation of one or two years, where upon satisfactory performance during this period, the candidate is finally confirmed in the job on the terms employed with, whether permanent or contractual basis.
Designing And Implementing 360 Degree Performance Appraisal System
360 DEGREE PERFORMANCE APPRAISAL SYSTEM
Objectives of the article:
This article focuses on the following areas.
1. To define the meaning and concept of the 360 degree performance appraisal process.
2. To communicate or inform the participants about the weaknesses of the conventional system and how 360 degree system overcome these weak areas.
3. To provide necessary skills to plan and implement a 360-degree appraisal
System in the organization.
360 Degree Appraisal System :
A latest “performance management tool” is a 360 degree appraisal system. This process enables the individuals performance to be evaluated from an all around perspective and thereby provide more accurate information on an individual’s performance over a stated time period. The concept of 360 degrees comes from the number of degrees in a circle. Every point at the edge of the circle provides a direction or a dimension to its centre. So providing an employee with 360 degree feedback means that feedback comes from all directions like
* From your boss
* From your peers
* From your customers
* From your team members on special projects & also
* From those people who report to you.
This leads toward validity and reliability of the performance appraisal.
CURRENT THINKING ON 360 DEGREE PERFORMANCE APPRAISAL
Here we see that what factors we should keep in mind while appraising under 360 rule.
* Do the various sources provide unique information.
* Does 360 degree feedback result in improved performance
360 Degree Works Best When
1. Managers meet with their subordinates to discuss their upward feedback.
2. The Managers, receiving the feedback ,were initially not the top performers.
3. The Managers, receiving the feedback , initially think that they are
performing better than do their subordinates.
4. The results are used for feedback rather than for decisions about
compensation and promotions.
NOTE
The above four concluded points are the results of a research
conducted by executives in the American companies.
The points 1 , 2 are the findings of walker & smither , 1999.
The point 3 is the finding of Johnson & feostle , 1997.
The point 4 is concluded by denisik & kinger , 2000.
A modern questionnaire is designed on the basis of various job dimensions. These job dimensions could vary from employee to employee. These forms are given to all the points on the edge of the circle keeping employee as a centre of that circle.
4.0.3 Selection Test
Psychological tests are being increasingly used in employee selection, where a test may involve some aspect of an individual’s attitudes, behavior and performance.
Tests are useful when the number of applicants is large, as at best it
reveals that the candidates who scored above the predetermined cutoff points are likely to be more successful than those scoring below the cutoff point.
4.0.4 Employment Interview
Interview is an essential element of selection and no selection procedure is complete without one or more personal interviews, where the information collected through application letter or application forms and tests can be cross-checked in the
interview, where candidates demonstrates their capabilities and strength in relevant to their academic credentials.
4.0.5 Medical Examination
Applicants who have crossed the above stages are sent for a physical examination either to the company’s physician or to a medical officer approved for the purpose.
Such examination serves the following purposes:-
a) It determines whether the candidate is physically fit to perform the job, where those who are physically unfit are rejected.
b) It reveals existing disabilities and provides a record of the employee’s health at the time of selection. This record will help in settling company’s liability under the workmen compensation Act for claim for any injury.
c) It prevents the employment of people suffering from contagious diseases.
d) It identifies candidates who are otherwise suitable but require specific jobs due to physical handicaps and allergies.
4.0.6 Reference Checks
The applicant is asked to mention in his application form, the names and addresses of two or more persons who know him well. These may be his previous employers, heads of education institutions or public figures. These people are requested to provide their frank
opinion about the candidate without incurring any liability. In government and public sector
.
4.0.7 Final Approval
In most of the organizations, selection process is carried out by the human resource department, where the decisions of the department are recommendatory. The candidates shortlisted by the department are finally approved by the executive of concerned departments or units.
4.0.8 Selection
Appointment is generally made on probation of one or two years, where upon satisfactory performance during this period, the candidate is finally confirmed in the job on the terms employed with, whether permanent or contractual basis.
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