Pms Report

SUPERIOR GROUP OF COLLEGES
PERFORMANCE MANAGEMENT SYSTEM OF
SUBMITTED BY MUHAMMAD ALI TAHIR ABBAS ZULQURNAIN HAIDER NAJEEB KAZIM CH. FARWA SUPERVISED BY; MR.YASIR AFTAB FAROOQI
DEPARTMENT OF BUSSINESS ADMINISTRATION 2011
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ACKNOWLEDGEMENT
The successful completion of this project was a unique experience for us because by visiting and interacting various person, we achieved a better knowledge about Performance management system. The experience which we gained by doing this project was essential at this turning point of my career. We are extremely grateful to all those who have shared their experience and knowledge with us. Especially we would like to thank MR. YASIR AFTAB FAROOQI who has been constant source of inspiration for us during the completion of this project. He gave us invaluable inputs during our endeavor to complete this project. He was providing us opportunity to work on this project.
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Table of Contents
Sr no. Chapter No.01 01 02 Introduction. 04 Page no.
Board of Advisors..06
Chapter No.02 Objective of study PMS . 07 Chapter No.3 PMS of SUPERIOR 08 Method used for PMS..10 Documentation.....11
Chapter No.04 11 Questionnaire ...17 12 Suggestions & Recommendations19
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INTRODUCTION
WELCOME TO SUPERIOR AT LAHORE Lahore the second largest city of Pakistan is called the heart of the country for its historical background, cultural richness, architectural elegance, crowded bazaars, traditional foods and above all for its people The Zinda Dilanae Lahore. Often titled as the city of gardens and educational institutes give it a unique status in the world.
Superior has become one of the leading torch bearers in carrying the educational traditions of the city
into the 21st century in a wide diversity of disciplines. Separate campuses for Intermediate boys and girls are situated in the centre of the city to ensure an unbothered access on part of the students. Superior B.Com campus is studded with the best faculty in town teaching and training young commerce graduates with highly up to date knowledge in a professionally grooming environment. Superior college of Law is carrying out programs of B.A with Law, LLB and LLM under the supervision of a team of highly experienced lawyers and foreign qualified specialists. Superior University Lahore is the latest feather in the already feather studded cap of superior Group of Colleges. Away from the buzz of the city in the serene environment of Raiwind in the suburbs of Lahore, Superior University is the most notable structure with its state of the art architecture in an area of over hundred kanals. As this city has become a hub of educational institutions, Superior Group Of College has strengthened its ties with Lahore by continuing the legacy of educational glory of the city.
Contact us on +92 (42) 111-00-00-78 info@superior.edu.pk Find a specific contact
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Vision
"Facilitating Superior Human Beings"
Mission
We are committed to enhance the potentials of students, faculty, staff and all segments of the society by bringing a positive change in their personal and career lives, motivating them for self-enlightenment through Quality Education, Personality Development, True Professionalism and Career Planning; thus, adding value to our nation, and ultimately to humanity. May ALLAH Almighty help us!
Core Objectives
Quality Education Personality Development True Professionalism Career Planning
Values
Righteous Path Team Building Growth Self Respect
Man gets whatever he strives for has been an inspiration for Superior since its inception. We ever cherished the belief that honor and fame lies only in one condition to perform ones part well; and it makes one rise with the entire honor.
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Board of Advisors
Prof.Dr.ZafarIqbal Ex-Chairman,AffiliationCommittee, PunjabUniversity,Lahore. Registrar, University of HealthSciences,Lahore. Prof.Dr.EhsanMalik DirectorIBA, Ex-ControllerExaminations,PunjabUniversity,Lahore. Engr.IjazAhmadCh. Ex-DeputyMayor,Lahore. ChiefExecutive,K.S.S. Chairman,PakistanCropProtectionAssociation. Prof.Dr.SikanderKhan Ex-DeanStockholmUniversity,Sweden SupervisorPh.DProgram SuperiorGroupofColleges,Lahore Prof.MianShanAhmad Ex-Chairman,TechnicalBoardLahore. Ex-Director,TechnicalEducation,Lahore. Director,MonitoringCellforHigherEducation,CivilSecretariat,Lahore Prof.Dr.IjazGhori Director,CenterforAdvancedStudiesinNuclearPhysics, Professor,ComputerScienceDepartment, GovernmentCollegeUniversity,Lahore. Prof.Dr.IftikharShah Chairman,Department of Computer Science, Government College University, Lahore. Justice Qayyum Malik (Retd.) Ex-President, Supreme Court Bar Dr. Rafiq Ahmad Secretary General, Nazaria Pakistan Foundation, Ex-Vice Chancellor, University of the Punjab, Lahore
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PROJECT STATEMENT;
EVALUATE PERFORMANCE MANAGEMENT SYSTEM AND PERFORMANCE APPRAISAL IN GUJRANWALA CAMPUS.
PURPOSE OF ASSESSMENT OF PMS:

The purpose is to identify performance management system in superior college Gujranwala in order to help direct resources to the areas of greatest need, those that closely relate to fulfilling the organizational goals and objectives, improving productivity and providing quality education and services. And assessment of criteria for reward.
ASSESSMENT OF PMS TOOL:

Observation -- Observe both Teaching and the results of the Teaching. Work samples -- Observe products (students-performance) generated. Interviews -- Talk to teachers, and other employee. Ask employee about what he/she believes he/she has ksao. Questionnaires
Objectives of Study
A) Primary Objectives 1) To study the performance appraisal system. 2) To study the transformation of performance appraisal form traditional to modern. 3) To get an insight into the relative importance of performance appraisal in organization. 4) To study the practical application of performance appraisal. 5) How can companies use performance appraisal as an effective tool to achieve organisational effectiveness and efficiency. B) Secondary Objectives.
1) To observe the work environment in organization. 2) To get experience and expertise in making projects. 3) To enhance my communication skills. 4) To increase my confidence.
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Introduction to Performance Appraisal

Once the employee has been selected, trained and motivated, he is then appraised for his performance. Performance Appraisal is the step where the Management finds out how effective it has been at hiring and placing employees. If any problems are identified, steps are taken to communicate with the employee and remedy them. Performance Appraisal is a process of evaluating an employees performance in terms of its requirements. Performance Appraisal can also be defined as the process of evaluating the performance and qualifications of the employees in terms of the requirements of the job for which he is employed, for purposes of administration including placement, selection for promotions, providing financial rewards and other actions which require differential treatment among the members of a group as distinguished from actions affecting all members equally.
Performance Management System in SUPERIOR
he following five-step approach is used 1) Identify key performance criteria 2) Develop performance measures 3) Collect performance information from different sources 4) Conduct an appraisal interview 5) Evaluate the appraisal process.
Step 1: Identify Key Performance Criteria

Perhaps one of the most challenging aspects of setting up a performance appraisal is deciding what to assess. In essence, four key dimensions of performance should be considered in a performance appraisal. Key Dimensions of Performance Competencies Behaviours Results / outcomes Knowledge, skills, and abilities relevant to performance Specific actions conducted and / or tasks performed Outputs, quantifiable results, measurable outcomes and achievements, objectives attained To ensure that the performance criteria are relevant to work practice and acceptable to appraisers and employees: Organisational citizenship behaviours Actions that are over and above usual job responsibilities
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i) Base the performance criteria on an up-to-date job description ii) Develop criteria in consultation with appraisers and employees.
Step 2: Develop Performance Measures

Once clear and specific performance criteria have been developed, the next step is to decide how to assess employee s performance. In SUPERIOR Group of Colleges a structured and systematic approach is taken to assessing performance. Objective assessments of work performance in SUPERIOR. Objective measures of job performance involve counts of various work-related behaviors. Some common objective job performance measures include y y y y y Absenteeism (number of days absent) Accidents (number of accidents) Incidents at work (number of incidents / assaults / altercations) Lateness (days late) Meeting deadlines regarding course completion.
Objective measures can be relatively quick and easy to obtain (given good organisational record-keeping). However, it can be unwise to place too much emphasis on these types of objective measures.
Step 3: Collect Performance Information from Different Sources

Once the Performance measures are developed, the next step involves collection of accurate performance information. A common trap is to begin noting observations of employees just before conducting appraisals. This is likely to give an inaccurate picture of a employees performance. Ideally, employees performance should be observed in a systematic way over time (e.g., in a diary). This method ensures the accuracy of information about their performances. Traditionally, it has been the sole responsibility of Principal / supervisors to assess performance. However, other organisational members can be a valuable source of information as they are likely to have exposure to different aspects of a employees performance. Such as in superior Group of colleges , there are different designation, who access performance of employees CO-WORKERS (Behavior) Students (Lecture Satisfaction) Final Result Daily Book ( Attendence, fortnightly record,Dicipline,course break up) This approach is known as 360-degree feedback. For instance, coworkers can provide valuable information on teamwork skills, and subordinates can provide useful information on leadership style.
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Step 4: Conduct an Appraisal Interview

The next step is to conduct the appraisal interview. The two central purposes of the appraisal interview are to: y Reflect on past performance to identify major achievements, areas that require further development, and barriers / facilitators to effective performance y Identify goals and strategies for future work practice.
Step 5: Evaluate the Appraisal Process

As with any organisational system, the performance appraisal process should undergo regular review and improvement. It may also be useful to monitor the types of issues raised by supervisors and employees over time. A successful performance appraisal process should demonstrate a change in both the ratings of employee s performance (i.e., ideally performance ratings should improve, or at least remain at a satisfactorily stable level over time) and the work environment (i.e., evidence that significant barriers to work practice are being addressed by the organisation).
Method used for Performance in SUPERIOR

1) MBO (Appraisal By Results) : The use of management objectives was first widely advocated in the 1950s by the noted management theorist Peter Drucker. MBO (management by objectives) methods of performance appraisal are results-oriented. That is, Principal seek to measure employee performance by examining the extent to which predetermined work objectives have been met. Usually the objectives are established jointly by the supervisor and subordinate. Once an objective is agreed, the employee is usually expected to self-audit; that is, to identify the skills needed to achieve the objective.
2) 360o Appraisal: It is a technique in which performance data/feedback/rating is collected from all sections of people employee interacts in the course of job like immediate supervisors, team members, students, peers, subordinates and self with different weightage to each group of raters. This technique has been found to be extremely useful and effective. It is especially useful to measure inter-personal skills, student satisfaction and team building skills.
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LECTURE# 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 HOD REMARKS
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SUPERIOR GROUP OF COLLEGES Daily Absentee Report Plus classes (Part-I)

Dated:______________________
S.# I.Com-I
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
I.Com-II
B.Com-I
B.Com-II
ICS-I
ICS-I
Fsc-I
Fsc-II
Leaves
1 2 3 4
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SUPERIOR Group of Colleges Daily Performance Evaluation Report

Name: _________________ Subject: _____________________
Day Book
Absentee Call
Absentee Record
Dress Code
Late in Classes
Missed Classes
Yes
Yes
Yes
Yes
No
No
No
No
Class/Section
Subject
Topic Covered
No.of Students Remarks Satisfied (approx. %age)
Special assignment if any : ______________________________________________________
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Have you done anything special for college ?_______________________________
__________________________________________________________________
Date: _______________ Time: _________________
Signatue: ______________
Comments by In-charge Academic
_____________________________________________________________________________________
_____________________________________________________________________________________
Date: ________________ Time: ____________________
Signature :___________________
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Departmental Fornightly Report

From______________________________________ to ___________________________________ Subject Date Program Time Part HOD
Name
Course covered Fortnightly
Course to be covered in next Fortnightly
Signature
Section Name Fortnightly Lecture Total Lectures Delivers Test Assign Student Satisfaction Remarks
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STUDENT REFERRALS
Campus:____________ Class:___________ Part I/Part II Section:___________
Name of Student:_________________________________________________
Roll No:__________ Contact No: 1)___________________2) _________________
E-mail id:_________________________________________ Referral Information: (10th Class only) Details Referral # 1 Referral # 2
Name of Student
Fathers Name
Contact No.1)
Contact No.2)
Address
Marks in 9th BISE
Roll No of 9th in BISE
Relation with You
Class in-charge: __________________

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Signature: ___________________
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Questionnaire for Performance Appraisal Name of the company: Name of Hr manager: No of employees:
1) According to you what is performance appraisal system? ( )A regular activity conducted periodically to rate an employee. ( ( )An activity to identify the developmental need of the employee. )An activity to keep a check on the performance of employees. respect to his job.
( )A system to help employees identify his own strengths and weakness with ( ( (
)An instrument to control employee s behaviour through rewards, punishment and threats. )A system to assist a variety of personnel decisions by generating data about each employee periodically. )A means to improve communication between the superior and subordinate.
2) What is the objective of the performance appraisal system in your organisation? ( )To make decisions regarding salary increase. ( ( ( )To identify the training and developmental needs of the employees )To make decisions regarding transfers or promotions. )To facilitate communication between the superior and his subordinates.
Any other (Please specify)
3) Do you have a separate Appraisal system for each class of employees? If yes, what is the classification? ( ) Executives ( ) Clerical jobs ( )Secretarial jobs.
( ) Supervisory staff ( ) New employees

(Or any other classification, please specify)
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4) How frequently is PA done in the organization? (Please type y for selecting a box)
Frequency of Appraisal Class of Employees Executives Supervisory Clerical jobs Managerial staff
Daily
Weekly
Monthly
Quaterly
Half yearly
Yearly
5). How is Appraisal done?
)Formal
) Informal
)Combination of these
6). Who appraises?
( )Immediate Supervisor ( ) Subordinates
( ) Rating Committee ( ( ) HR Department (
) Peers ) HOD
7). Which method do you follow in these?
( )Rating method ( )Force choice description ( )Checklist method
( )Interview or discussion ( ) MBO ( )Human asset accounting
( )Critical Incidents Method ( )360 degree appraisal ( )Confidential Method

(Any other, please specify)
( )Psychological Appraisals
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8) On what basis do you appraise an employee?
( )
Traits
( )
Results
( ) Job behaviour
( ) A combination of these. (Please specify)
9) Is goal setting a part of your PA system?
( )Yes
( ) No
If yes, when is it normally done? At the beginning of:
( ) every year ( ) every week ( ) every month ( ) every day
Who does it.
( )Supervisors ( )HOD
( )Top Management
( ) HR manager
If other specify
10) Is Performance Appraisal a motivating factor for employees?
( )For all employees. ( ) For very few employees.
( ) For some employees. ( ) For none of the employees.
11) Does an Appraisal keep notes on the major achievements and failures of his/her appraise?
( ) Yes
If no, what are the reasons?
( ) No ( ) It is difficult to keep records

or
( ) It is not required.
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12) When was the current Performance Appraisal system introduced in the college?
13) Has there been a change in the Performance Appraisal system in your organization over a period of time?, If yes, what are the changes?
14) What is the attitude of employees towards a Performance Appraisal System? Do employees consider PA just a regular activity to rate them. if yes , how many?
( ) All ( ) Some ( )Very few ( ) None

Do employees work hard to get a better appraisal. If yes, how many?

Do employees talk freely about their developmental need during the counseling session?
15) According to you, Performance Appraisal is a ------% correct indicator of an developmental/ training needs?
employees
( ) 100%
( ) 75%
( ) 50%
( ) 25%
16) Is Self-Appraisal a part of your system? employees?
( ) Yes
( )No
If yes, for which cadre of Management
( )Executives level ( ) Top
If other specify,
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17) Is discussion or interaction between the Appraiser and the Appraisee a part of the system?
) Yes
) No
If yes for which cadre of employees?(please specify)
18) Do you face any of the following problems with the Performance Appraisal System in your organization? Administrative problems.( ) Tedious task ( ) Time-consuming process. ( Casual approach of the Appraisor. ( ) Other Implementation problems. ( ) Untrained Appraisers Resistance from appraisees. ( ) Other Assessment problems.
( ) Bias attitude of the appraiser ( ) Difference of opinion between the appraisor and the
appraisee ( ) Other
Which of these do you think is a serious problem?
19) Do you give training to the appraises for the use of the Performance Appraisal system? ( ) Yes ( ) No If yes when are they held normally
20) Are any sessions held to make the employees aware of the PA system, its objectives & its importance in career development? ( ) Yes ( ) No If yes, when are they normally held?
21) Is the Performance Appraisal System in your organization linked to he incentives or the reward system? ( ) Yes ( ) No If yes, how is it linked?
22) How do you use the Performance Appraisal data that is maintained for every employee? ( ) To compare his performance over a period of time. ( ) During retrenchment (as a proof performance) ( ) There is no use of the data maintained after a certain period of time.
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24) Do you have a separate committee to review the Performance Appraisal results? ( ) Yes ( ) No 25) Do you think the system of Performance Appraisal has been successful in your organization and is able to achieve the required objectives in your organization? ( ) Yes ( ) No What changes do you suggest in the system?
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RECOMMENDATIONS;
Performance appraisal should not be perceived just as a regular activity but its importance should be recognized and communicated down the line to all the employees. There should be a review of job analysis, job design and work environment based on the performance appraisal. It should bring more clarity to the goal and vision of the organisation. It should provide more empowerment to the employees. New methods of appraisal should be adopted so that both appraiser and the appraisee take interest in the appraisal process. The employees who have excellent performance should be used as a mentor for other employees which would motivate others to perform better. Financial and non-financial incentives should be linked to the annual appraisal system so that employees would be motivated to perform better. Performance appraisal should be effectively link to the performance management system of the organisation.
For evaluation accuracy, skilled personnel should be appointed, for the evaluation of measured performance, who have greater knowledge of descriptions of those jobs.
The teacher and the administrator will agree upon the class to be observed. Wherever possible, the observation should be in an area within the teacher s qualifications. A Summative Report Meeting must be held within 20 days of the classroom observation. The purpose of this meeting is to give the teacher and the administrator an opportunity to discuss or clarify any comments in the Summative Report.
Make schedule for mininmizing the cost and time spend on this PMS
Provide outline which will be offered to the teacher in order to improve performance The administrator monitor the teacher s performance while on Review Status and provide feedback and recommendations which might assist the teacher to improve his or her performance.
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SUPERIOR GROUP OF COLLEGES

PERFORMANCE MANAGEMENT SYSTEM OF

DEPARTMENT OF BUSSINESS ADMINISTRATION 2011

SUPERIOR GROUP OF COLLEGES

SUPERIOR GROUP OF COLLEGES

Chapter No.04 11 Questionnaire ...17 12 Suggestions & Recommendations19

SUPERIOR GROUP OF COLLEGES

Contact us on +92 (42) 111-00-00-78 info@superior.edu.pk Find a specific contact

SUPERIOR GROUP OF COLLEGES

SUPERIOR GROUP OF COLLEGES

SUPERIOR GROUP OF COLLEGES

PURPOSE OF ASSESSMENT OF PMS:

ASSESSMENT OF PMS TOOL:

SUPERIOR GROUP OF COLLEGES

Introduction to Performance Appraisal

Performance Management System in SUPERIOR

Step 1: Identify Key Performance Criteria

SUPERIOR GROUP OF COLLEGES

Step 2: Develop Performance Measures

Step 3: Collect Performance Information from Different Sources

SUPERIOR GROUP OF COLLEGES

Step 4: Conduct an Appraisal Interview

Step 5: Evaluate the Appraisal Process

Method used for Performance in SUPERIOR

SUPERIOR GROUP OF COLLEGES

SUPERIOR GROUP OF COLLEGES

SUPERIOR GROUP OF COLLEGES

SUPERIOR GROUP OF COLLEGES Daily Absentee Report Plus classes (Part-I)

SUPERIOR GROUP OF COLLEGES

SUPERIOR Group of Colleges Daily Performance Evaluation Report

No.of Students Remarks Satisfied (approx. %age)

Special assignment if any : ______________________________________________________

SUPERIOR GROUP OF COLLEGES

Date: _______________ Time: _________________

Comments by In-charge Academic

Date: ________________ Time: ____________________

SUPERIOR GROUP OF COLLEGES

Departmental Fornightly Report

Course covered Fortnightly

Course to be covered in next Fortnightly

SUPERIOR GROUP OF COLLEGES

Roll No:__________ Contact No: 1)___________________2) _________________

Marks in 9th BISE

Roll No of 9th in BISE

Relation with You

Class in-charge: __________________

SUPERIOR GROUP OF COLLEGES

Any other (Please specify)

( ) Supervisory staff ( ) New employees

SUPERIOR GROUP OF COLLEGES

5). How is Appraisal done?

6). Who appraises?

( )Immediate Supervisor ( ) Subordinates

( ) Rating Committee ( ( ) HR Department (

7). Which method do you follow in these?

( )Rating method ( )Force choice description ( )Checklist method

( )Interview or discussion ( ) MBO ( )Human asset accounting

( )Critical Incidents Method ( )360 degree appraisal ( )Confidential Method

SUPERIOR GROUP OF COLLEGES

( ) A combination of these. (Please specify)

9) Is goal setting a part of your PA system?

If yes, when is it normally done? At the beginning of:

( ) every year ( ) every week ( ) every month ( ) every day

Who does it.

Date: _ Time: ___

Date: Time: ____

Roll No: Contact No: 1)_2) _________