[MTC Global] Performance Appraisal: A Case Study

Dear All,
 
I received 28 PA forms, 17 faculties (excluding Principal) and 11 non-teaching staff of XYZ polytechnic running two programmes. PA forms used are designed by the Institute. This case study is based on this data. 

The present age is after quantification, counting everything, tangible or intangible, in numbers. This needs:

1. Job Evaluation: Evaluate the task/job first. Work out its elements in terms of overall nature, duties, responsibilities, risks, etc. Have job analysis, job description and job specifications. Job difficulty points can be computed.
   
2. To identify appropriate number of factors (4-6) composing a task/job. Mind well we are assessing man's performance on a given task/job/cadre and not evaluating the job. Please remember AP (Lecturer), Sr. AP (Lecturer), HOD and Principal belong to separate cadre having different job difficulty points,hence needing selection of appropriate factors and sub-factors.
   
3. To determine relative weights to these factors so as to make a basic sum of 100 points. This is to be arrived at by a committee of experts. Factors must be simple to understand, short, clearly defined.
4. Each factor is divided into 4-5 sub-factors, clearly spelt out/defined with their relative weights within the total points assigned to a (major) factor. Each sub-factor is then assigned 2-5 degrees, clearly and quantitatively defined with no ambiguity.
5. The base points sum must be equal to 100 and maximum 500 as upper limit, 5 times of base points, e.g., if you have assigned 20 points to lecture engaged, one can earn maximum 100 points with say 5 degrees as 20,40,60,80 and 100, in arithmetic mean.
6. Self evaluation by employee (from top to and including Cadre Class-III) is mandatory. Self evaluation is further assessed by the immediate boss, say HOD, then principal and finally reviewed by management.
7. It is desirable to inform each and every employee of his performance in a prescribed format to motivate the employee.
8. PA is for improvement, exploring the hidden potential and not for punishment.
   

Please see the attachment: analysis of PA forms and and also refer to my published paper " Performance Appraisal, Job Difficulty Points and Compensation for engineering college teachers: A Case Study, Industrial Engineering Journal, Vol. XI, No. 11, Nov. 2013, pp. 17-25"..

 Based on the above, my views for improving the present approach are:

1. Introduce four parts: Self Assessment, assessment by immediate boss, assessment by Principal and final review by Management.
2. Application of multiplying factors is subjectivity based.
3. Some factors and sub-factors are overlapping.
4. In case of some sub-factors like visits, media, etc., multiplying factor repeatedly used is 0.2. I think these are the bonus points helping to upgrade the grade.
5. Grades should be preferably in letters as "A+", "A", "B"+". B, and "C". Grades B+ and above are desirable. Employees getting B, C grades need attention, giving a chance to improve or fire otherwise.
6. For Class-IV employee, no self assessment is necessary HOD/Section I/C writes the assessment and is reviewed by Principal.
   

Something about coefficient of variation (CoV)

A statistical measure of the dispersion of data points in a data series around the mean. It is calculated as follows:

The coefficient of variation represents the ratio of the standard deviation to the mean, and it is a useful statistic for comparing the degree of variation from one data series to another, even if the means are drastically different from each other.

In the investing world, the coefficient of variation allows to determine how much volatility (risk) one is assuming in comparison to the amount of return expected. In simple language, the lower the ratio of standard deviation to mean return, the better risk-return trade-off.

If the expected return in the denominator of the calculation is negative or zero, the ratio will not make sense. Nor Zero CoV makes any much sense!

Regards.

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