Professional Documents
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Beyond Efforts, Beyond Results, Beyond Recognition'
Beyond Efforts, Beyond Results, Beyond Recognition'
Beyond Efforts, Beyond Results, Beyond Recognition'
The Greater the time difference between performance and reward, the less is its value
Abstract:
The system of rewarding the performances has been inherited from long back in days of
Mahabharata when the greatest soldiers were rewarded with gold ingots or knick-knacks, or get
an extraordinary place in the kings assembly, when they returned from states of war. The best
performer in the swayamvara gets wedded with the fine-looking princess! The concept is still the
same, only the approach today has become more quantitative. At its nucleus, performance
management is designed to fairly and accurately assess how well people do their work, provide
feedback to help them improve, identify goals and objectives for future performance, and tie the
overall evaluation to some valued consequence, such as a pay increase, bonus, promotion, or
some other form of recognition. People perform well and are motivated by both fundamental and
extrinsic rewards. To be successful, the reward structure must make out both sources of
motivation. Almost all reward systems target the three essentials of any business attracting,
retaining and motivating the best talent available on board.
If you pick the right people and give them the opportunity to spread their wings and put
recognition as a carrier behind it you almost dont have to manage them Jack Welch
Not Just Money: An Introduction to
employees
and
Performance Rewards
on employees.
and goals.
recognition
rewards
on
any
some
Rewarding
continuing
linked ritual.
are
linked
performance.
To
genus
performance
to
be
of
or
effective,
reward.
must
be
based
answers
Strategies
performance
for
and
rewarding
employees
contributions
to
the
employees
could
check
and
that
praise
and
attention
from
their
motorbike TV commercial.
Employees
want
to
be
thanked
and
appreciated.
Performance
Management
linked
to
creativity,
not
articulacy
or
internal
business goals
mental,
drains
in general.
and
emotional
attempt
Employee
their
missions
to
recognition
is
not
being
other
people
feel
imperative
and
opportunities
recognition
of
understand
the
power
to
endow
with rewards,
saga
monitoring
of
360
degree
performance
simple,
pause,
immediate,
and
powerfully
plan
goals,
way of
and
establishing
set
concrete
ease with
performance
gathering
reviews
make
time
for
and
the
that
data
works
from
for
the
your
various
information
accordingly
quantitative
weightage
and
with
(anchored
the
with
input.
their
assessment
direct
supervisor,
because
of
conducting
the
narrow
to
multilevel
interfaces,
especially
discomfort.
subordinates
having
your
may
cause
companies
give
Some
incidents
from
Its
true
emphasize
that
for
organizations
multidirectional
environments,
360
degree
and
that
team
feedback
and
resisted
cooperating.
For
some
that 360 degree feedback can be counterproductive in some situations. In fact, the
Measurable-Achievable-Time
Realistic
bound-
to judge performance.
emphasizes
organization.
competencies,
traits,
or
approach
with
measures
performance
by
organization
and
performance
meet expectations.
Rewards
are
no
longer
static,
nor
rewarding.
be endless
how
the
actions
served
your
company.
Place
copy
in
the
employees file.
receiving recognition.
Performance
Reward
is
self-
plaques,
spot
gift.
Engraved
assignments, seniors
should
consult
10
employees
about
the
types
of
developing
incentive,
meaningful
postgraduate
management staff.
new
and
skills,
it
to
and
the
appeared
most
employees
with
education
in
junior
recognize
contributions.
consistently
meritorious
through
activities
Employee
Development
that
will
enlarge
their
11
the
Non
monetary
in
new
rewards
roles.
When
salary
accomplishments/contributions.
increase,
promotion,
salary
Some
range,
another
salary
the
rewards
the
organizations
or
transfer
increases
attainment
enhancement
organisation
of
to
new
from
recognize
and/or
demonstrate
positive
the
reception.
existing
by
recognized,
constraints.
employees
of
that
professional
the
particular
but,
individual
in
selecting
being
and
growth,
organizational
boundaries,
employees
We believe in Carkhuffs equation for
13
following components.
understand
performance
delivered.
Management
SONAs
detailed
Policy
is
Performance
which
measurement
assessment
facilities etc.
and
defined
as follows
The
combined
weightage
Responsibility
employees
achieved.
indicators
are
clearly
total
(Section
Key
Performance indicators
These
Areas
of
performance
I)
and
rating.
Category
Performance Planning
Once
we
identify
requirements
Weightage criteria:
of
Section I
Unit Heads
Division Head
Department
Heads
Section Heads
Seniors
20%
35%
40%
Section
II
50%
45%
40%
Section
III
30%
20%
20%
45%
50%
35%
30%
20%
20%
Rating schedule
performance, SONA plans performance
Use the following scale to rate the results
extraction in terms of the following.
achieved in Key Responsibilities (Section I),
The rating will be done on a total of 100
Objectives (Section II) and Performance
point scale. Each characteristic will be
Factors (Section III).
allotted certain points. Accordingly the
Ratings definitions
rating
will
be
further
simplified
by
15
significantly
above
Demonstrated
extra
all
expectations.
Key
or
performance
stretched.
performance factors).
engagement is required.
Responsibilities,
mastery
objective
of
and
doesnt
High
get
level
stressed
of
and
employee
lacked
requirements
for
Outstanding
280 300
Good
250 279
Adequate
Conclusion
Identify and understand if current job
References
Web
site
www.haripassionhr.com,
www.watsonwyatt.com
The HR Scorecard: Linking People,
Strategy, and Performance by Brian E.
Becker, Mark A. Huselid, Dave Ulrich
A
Critical
Look
at
Performance
Management Systems - Why Don't They
Work by Robert Bacal
Performance Management: Key Strategies
and Practical Guidelines by Michael
Armstrong 2000
17
The Author
MR. HARI NAIR, a young Masters in Public, Personnel Management &
Industrial Relations from Osmania University, did his Graduation in
Commerce and has a Degree in Education Psychology & a Diploma in
Journalism. Currently he is at the helm of affairs at Sona Koyo Steering
Systems Ltd, Gurgaon as its Vice President Human Resources, and can be
reached by e-mail hari.nair@sonagroup.com or hari.nair69@gmail.com and
on his Mobile No. +91-98-102-89047
18