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Question number 1

Annual Performance Plan for ______HR Manager_______

(This form is to be completed jointly by the employee and his/her supervisor before the start of the appraisal period. The annual performance planning session and yearly appraisal and feedback sessions must take
place before or at the time of completing this form. At the time of yearly appraisal and feedback session, this plan must be reviewed and, if necessary, should be adjusted by using a new form.)
_________________________________________________________________________________________________________________________________
Section A: Basic Information
Employee's Name: Job Title:

Level: Work Unit: Work Domain: Work Location:

Supervisor's Name: Job Title:

Performance Period: From: To:

Completion Date: By Employee By Supervisor:

Date of Submission to HR Section: Date of Last Planning:

Section B: Performance Plan

Performance Baseline Performance Indicator Performance Standard Performance/


Elements competency
General Specific measures Minimally successful Fully successful Exceeds Fully successful requirement
measures

Organize and Quantity Number of training and At least one training Two training Three training Planning skills
coordinate both developmental program a month programs a month programs a month
in-house and off- programs being
site training and organized
developmental 100% of the allocated 90% of allocated 80% of allocated
programs Cost Programs to be carried Cost- benefit
on within the allocated budget is used budget is used budget is used
analysis skills
CPE budget or less if
possible
PP: 40%
Managing and Quantity Frequency of appraisal Appraisal and Appraisal and Appraisal and Time management
appraising staff in a year management of management of management of skills
performances performance conducted performance performance conducted
once a year conducted twice a four times a year
year (quarterly)
Cost
Resources used in The resources for The resources for
The resources for conducting the conducting the
managing and conducting the appraisal
appraising the appraisal cost 100% appraisal cost 100% of Cost- benefit
CPE cost 100% of allocated of allocated budget allocated budget analysis skills
performance should not budget
PP: 40% cost more than
allocated budget

Facilitate Quantity Number of change At least two change 4 change programs 6 change programs Persuasive skills
organization program being program a year
change programs facilitated and prepared

NPE time Duration of the 10 days package per 10 days package per Time management
program 15 days per package program program skills
PP:20% program

Signature (employee) ________________________________ Date: _____________ Signature (supervisor) ____________________________ Date: _________________

Notes:
In Managing and appraising staff performances, the cost implies that resources for conducting the appraisal cost 100% of allocated budget in all three sections
namely minimally successful, fully successful and exceeds fully successful because in my opinion the cost of conducting the appraisal and manage it once a year
takes up the 100% of allocated budget, it is minimally successful. However, if the appraisal could be done twice a year under the same 100% budget it is fully
successful and finally if the appraisal could be done quarterly under the same 100% allocated budget I believe it exceeds the fully successful criteria.

In the last performance element, facilitating change programs, I assume that the criteria for being successful are determined by the short duration of the program
package and more frequency.
Question number two
Many of the organization in Nepal have performance appraisal but not the performance management system here
have not been implemented in the full fledge. So, convincing CEO for the implementation of PMS might be
daunting. For this I would highlight the following major uses of PMS:
 Job description under the PMS clarifies the job responsibilities and expectations of the employees. This will
solve the problem of role ambiguity. When the job responsibilities are clear, the employees would be clear
regarding why are they there and what is their task significance and identity.
 The major part of PMS is to appraise the employees and finding out their developmental areas and strengths
according to which different training programs are organized. With this the organization could improve their
productivity and performance as a whole. Also, the organization can capitalize upon the identified strengths
of the employees by making it even stronger.
 The feedback mechanism in PMS would help the employees know their improvement areas. The well
articulated PMS would also help in job redesign of the employees if the employees are not being able to
adjust to the system or simply put PMS could also identify the system failure if any in human resource
sector.
 The PMS helps in clear cut communication of mission and vision of the organization especially in the
planning phase of PMS. With this the behaviors of the employees are aligned with the vision and mission of
the organization.
 PMS provides the basis for HR decisions like promotion, disciplinary actions, and recommendations of the
employee for training purpose, determining salient benefits, recruitment etc.
 The appraisal system, monitoring and supervision in the PMS foster the communication between supervisors
and the subordinates. The problems if any could be solved then and there. As a result the individual and the
team as a whole in the organization become productive.
Question number three:
The manager in all three situations is acting unethical. The manager rating the poor performer more than deserved
in situation A, rating all employees higher for personal benefit in situation B and rating the sub ordinate lower than
the actual in situation C are self explanatory as to why they are unethical.
All these three situations involved intentional deception as in situation A the manager rates the poor performing
minority more than deserved just to avoid any possible discrimination charge. This very action shows that the
manager is too dumb to think that appraisal is the way to avoid the discrimination charge, instead he/she could
have dug beeper to find out the real reason for the discrimination charge Additionally, by rating the poor performer
good, the manager is actually being unfair to those who are performing actually good. If I were in the place of that
manager I would have rate the employees on the basis of their real performance. Also, I would dig further into the
reason behind the discrimination charge. I would document all the performances of the employees for the future
reference to be in the safe side if any false charges come up related to the discrimination on the basis of the
appraisal.
The manager in situation B is driven by the self serving bias of being promoted. By rating all the employees higher
than they deserved, the manager is misusing the appraisal system and betraying the organization. If I were in the
place of that manager, I would have rated all the employees on the basis of their performance first because I am not
too dumb to assume that if I rate good I get good rating secondly, I do not want to be promoted on the basis of false
rating, it is against my ethics.
In situation C, the supervisor is using the poor employee’s attendance as a camouflage to terminate the employee
by rating the subordinate lower than deserved on the performance appraisal form. This is very disgusting and back-
stabbing move I must say. If I were that manager, I would have monitored the subordinate’s attendance timely and
have taken needed action before it reached to the final threshold and I would have rated the subordinate no matter
what.
Question number four:
The team leader was able to cover some aspects of effective performance management system and she was not able
to cover some. The conditions she covered were the planning part as the goals they have to achieve in the next
quarter is clear. The performance analysis is also done pretty well despite being preoccupied with something else
as she manages to share with them how are they doing from time to time and makes sure about the incentive if the
work goes well. However, she failed to cover the major aspect of effective performance management system i. e
ensuring the goals are met in a excellent way, the effective execution of plan and process part is missing as she was
unavailable for coaching and training the members for better performance. The monitoring and supervision is
missing.