Janak Soni
5

There is main production process divided into five sub-processes. With proper division of work, each worker is handling only one process in which he specialises. Wage is paid on piece-basis.
Quality of production and further improvement in quality depend upon the process quality, so to say the skill and expertise of workers. Nature of product is such that every improvement in process quality helps substantially in the enhancement of Value Addition. Indirectly, it is a process which has inbuilt R&D opportunity.
Can some body suggest different types of effective and concrete incentive plans to ensure optimum value addtion from workers individually and group wise..

From India, Surat
Janak Soni
5

Yes, It is gemstone and diamond cutting and polishing process. By, process efficiency maximum value addition is possible.
From India, Surat
siddharthmcm
49

In diamond industry their might be less designations n more people of same class so the PMS process will not be difficult...
From India, Surat
Janak Soni
5

Yes, you are right. Which should be the ideal incentive plan is an import point to be considered. In each process, their used to be a big lot of people without any designations except process supervisors whose number depends upon the strength of workers in their respective processes. But, evaluating the quality of each individual's performance at micro level is a tidious job though lot-wise perfomance in a particular process can be measured well. So which plans at macro level can enhance performance and therefore overall value addtion ? Actually, I was interested to identify general incentive plans which are proved successful in piece-rate manufacturing. Diamond is a product which remains a Diamond even after manufacturing. What occurs is a change in value. Can you guide?
From India, Surat
siddharthmcm
49

HI

Performance Appraisal is a part of PMS. The following write-up would give you an insight into how you can go about establishing the PMS at your organization.

Performance management is an organization wide program that provides a structured approach to:

Identify performance standards

 Communicate standards

Performance appraisal

Facilitate common understanding of “what” is to be achieved & “how” is to be achieved

 Measure & motivate performance

Provide basis for compensation decisions, promotion decisions,

training and developmental programs, feed-back & personal development of employees

An effective Performance Management System should achieve the following:

• Review the employment cycle of every employee, beginning with the recruiting process, employee development, and ending with effective exit interviews.

• Link employee's knowledge, skills, and abilities with the organization's human capital needs and business objectives.

• Provide managers and employees with the tools necessary to focus on short-term and long-term goals that contribute to both career and organizational success.

• Support the organization in developing and sustaining a culture that recognizes and rewards individual contributions and team performance.

• Promote a work climate that requires employees to remain flexibly focused. For instance, employees can manage current tasks and unit goals while keeping pace with, and adapting to, change in the work environment.

HIGHLIGHTS OF THE SYSTEM

• The appraiser and the appraisee jointly set the Key

Result Areas (KRAs) and assign mutually agreed

weightage expressed as a percentage. The

achievement of the KRA is also expressed as a

percentage.

• Simple mathematical relationship between set

weightage and accomplishment gives a final numerical

score on KRAs.

• To evaluate all management personnel on company

values and leadership attributes a new section has

been added entitled “Values in Action”.

VALUES IN ACTION

• RELIABLE & RESPONSIVE

• SERVICE TO INTERNAL &

EXTERNAL CUSTOMERS

• DRIVE FOR RESULTS

• QUALITY ORIENTATION

• MANAGING TIME

• COMMANDS RESPECT

• LEARNING, CREATIVITY &

INNOVATION

• COMMUNICATION

• COACHING

• BUILDS WINNING TEAMS

• INSPIRES TRUST

• BUSINESS ACUMEN

• PROBLEM SOLVING &

DECISION MAKING

• STRATEGIC VISIONARY

• CORPORATE CITIZENSHIP

• CONCERN FOR SAFETY AND ENVIRONMENT

WHAT IS A KEY RESULT AREA?

• A KRA refers to a target that needs to be achieved by

the appraisee in a given time.

• KRAs are the set of performance expectations from

the appraisee.

• The focus is on tangible outputs. However this does

not mean that tasks that have a qualitative output

cannot form a KRA.

• KRAs are not job descriptions or routine

activities. They do arise from job description but are

not a collective ‘whole’ of all job activities put

together.

KRA SETTING PROCESS

• Key Result Areas for an employee emerge from

the organizational objectives, departmental goals

and work unit goals. This facilitates congruency

between individual and departmental goals.

• The process of setting KRAs is a TOP-DOWN

approach.

SETTING KRA’s IN CASE OF A FUNCTIONAL REPORTING RELATIONSHIP

• Functional reporting cases will require input from the

functional superior in setting KRAs for the appraisee.

• The appraiser, the appraisee and the functional superior

will have to mutually agree upon the KRAs for the

appraisee.

• In case of a disagreement, it will be the functional

superior’s responsibility to convince the administrative

superior to reach an agreement on the KRAs and

communicate the same to the appraisee.

• In some cases, functional goals could be super-ordinate

to business goals.

WHEN APPRAISEE STATES THE NEED FOR FURTHER DISCUSSION

• The reviewer meets the appraiser to

investigate the point of disagreement.

• The reviewer decides to meet the appraisee to

hear his / her views.

• The reviewer examines the case and

communicates his / her decision to the

appraiser.

• The appraiser communicates the decision of

the reviewer to the appraisee.

MODERATION & NORMALIZATION

PROCESS

• The Reviewer and Divisional Head will moderate each

of the KRA and the Values in Action scores of

an individual employee.

• Under moderation if the scores change, the reviewer /

appraiser will revert to the appraisee and explain the

specific changes made in each score and the reason /rationale behind the change.

• Following this, the KRA and Values in Action scores

may undergo normalization, if required.

FURTHER LINKS EMERGING FROM

THE PMS

• Rewards and Recognition

• Training and Development

• Potential Appraisal

• Career and Succession Planning

360-DEGREE FEEDBACK – The most widely used tool for Performance Appraisal

In human resources, 360-degree feedback, also known as 'multi-rater feedback', 'multisource feedback', or 'multisource assessment', is employee development feedback that comes from all around the employee. "360" refers to the 360 degrees in a circle. The feedback would come from subordinates, peers, and managers in the organizational hierarchy, as well as self-assessment, and in some cases external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with upward feedback, where managers are given feedback by their direct reports, or a traditional performance appraisal, where the employees are most often reviewed only by their manager.

The results from 360-degree feedback are often used by the person receiving the feedback to plan their training and development. The results are also used by some organizations for making promotional or pay decisions, which is sometimes called "360-degree review."

Hope this helps!

From India, Surat
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