...As you requested, I have finished my evaluation of Kyle Houston, who works as management consultants in Anders. I suggest that you have a second thought about promoting Kyle as the team leader in Dallas. My opinion is based on the observation of his performance during the three months' strategic planning with a division of RPG Financial Services. The ratings and evaluations collected from 15 team members, with whom Kyle worked during the last three months, support my observation. The ratings in the evaluation cover three aspects in Kyle’s performance in team works: contributing, listening, and the facilitating group problem solving. Kyle’s ability in team working is evaluated fairly according to these aspects. Kyle has an open characteristic, which attributes to his high rating in contributing part of the evaluations with four of the rating score at three points.. Kyle is very enthusiastic and passion in his work. Many of the evaluations point out that Kyle is willing to provide his own opinions and never gets lazy on his jobs. In short, he is the most active, even aggressive member in the team. However, from my observation, he puts quantity before quality of his ideas. From the very beginning to the end of a meeting, he would raise his hand to express his own perspective every three minutes. He is very initiative and has a lot of ideas, but he expresses them so soon that some of the ideas seem to lack considerations. This behavior would lead to greater proportion of low quality...
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...Annual Performance Review Employee Name | Cathy Smith | Title | HR Receptionist | Date of Review Period | 2010 | Supervisor Name | Dianne Das | Department | Human Resource | Exceeds Expectations = 5[employee has exceeded objective, time and quality] | More Than Satisfactory = 4[employee has slightly exceeded either time and/or quality] | Satisfactory = 3[employee has met objective, may be just under objective on time and quality] | Less Than Satisfactory = 2[employee has not met objective on either time or quality] | Needs Improvement = 1[employee far below on both time and quality] | Task | Objective/Measurement | Results | Comments | Ranking | Typing | 96% accuracy | 90% | Not too far below the goal, can improve | 3 | | Complete within 48 hours of submission | Within 24 hours | Positive | 5 | Filing | 98% accuracy | 82%, unable to find files for labor issues | Subpar room for improvement. Needs more organization | 2 | | Complete by end of the day | By end of each week | Does not meet requirement | 2 | Answer phones | Answer within 3 rings | Within 2 rings | Meets requirement | 5 | | Screens calls | Forwards all calls where she could have provided information | Should attempt to deal with calls before rerouting. Room for improvement | 3 | | Provide messages upon return or availability of staff | Feedback that messages not always given to staff | Subpar, hinders day to day business. Needs improvement | 1 | Provide information | Provide...
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...Performance Evaluations Abstract An engineer at a manufacturing plant received a poor review and reacted even more poorly to the results. He is now to be evaluated again but the current evaluation methods seem inadequate. There are advantages and disadvantages to using any performance evaluation method but a mix of both objective measurements including productivity and timeliness and soft skills provide a better solution to view an employee’s whole performance. The paper reviews some of these methods and makes suggestion at improving the evaluation methods currently used. Performance Evaluations An engineer at a manufacturing plant received a poor review and reacted even more poorly to the results. He is now to be evaluated again but the current evaluation methods seem inadequate. The plant manager has reviewed and learned about the 360-degree evaluation method and wonders if it might be a better solution than the current method. There are other evaluation methods that should be considered and revised before evaluating any employee. A combination of methods will probably work best. The engineer is currently evaluated based on friendliness, neatness of workspace and attitude. The first point of concern is that attitude and friendliness are the same thing or at least very closely related. Another concern is that neatness of workspace is not a quantifiable objective; it cannot be easily measured. The engineer frequently has stacks of paper and a cluttered...
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...Citibank Performance Evaluation Case Assignment – 7 pts. a. If you think that James’ customers are actually more or less satisfied than the level of satisfaction indicated by the scores on the Customer Satisfaction Score metric. Briefly discuss how you feel about this and why you feel as you do. From the exhibit, we can’t see the specific standards to measure customers’ satisfaction. Thus we can’t identify what part of service performed not well. On the other hand, customers rated not only their branch, but also other Citibank services such as ATM’s that were out of the control of branch managers. At this condition, we need to look for other performance items related with customer service to evaluate the real performance. Look at those items “Customer Interaction/Focus”, “Business Ethics/Integrity”, and “Community Involvement” and “Employee Satisfaction”. As we can see, all these items are more or less related to the customers’ satisfaction. All the items are rated a higher score than the customers’ satisfaction. Through all the year, all the items are rated above par expect the customer interaction in the third quarter, which is on the par. In all, I think the real customers’ satisfaction would be better than the score showed in the report. b. Now assume that it is 2015 and that Citibank has been using the Performance Scorecard as described in the case for the past 18 years. You are asked how you would change the system...
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...Citibank : Performance Evaluation “Performance management is about creating relationships and ensuring i l i hi d i effective communication Its about focusing on what organisations, managers and team members need to dt b dt succeed” - Robert Bacal Performance Management Why do even best of great strategies fail? A study of 275 professional portfolio managers reported that the ability to execute strategy was more important than the quality of the strategy itself (“Measures That Matter,” Ernst & Young, Boston, 1998) (“M Th t M tt ” E t Y B t In the early 1980s, a survey of management consultants reported that less than 10 percent of effectively formulated strategies were implemented successfully (Walter Kiechel, “Corporate Strategists Under Fire,” Fortune, Dec. 27, 1982). A 1999 Fortune article, in a cover story of prominent CEO failures, concluded that the emphasis placed on strategy and vision created a mistaken belief that the right strategy was all that was needed to succeed The authors concluded that “…in succeed. in the majority of cases—we estimate 70 percent—the real problem isn’t [bad strategy]…it’s bad execution.” (R. Charan and G. Colvin, “Why CEOs Fail,” Fortune, June 21, 1999). , , ) Q 1 : Why has Citibank introduced a Performance Scorecard Components of a Scorecard Perspectives: six perspectives on enterprise performance (Financial, Strategy Implementation, Customer satisfaction, C t l , People and ti f ti Controls P l d Standards Standards) Involvement...
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...Performance Evaluation and Feedback System (PEFS) Objective: Introduce the difference of PEFS between Japan and the west Goal: Understand the reason and result of adoption of different PEFS Expected result: Able to work in a company with the PEFS which is suitable for them. Japan: Staff performance is evaluated as a whole, based on company profit, department contribution. Feedback and future direction is provided to all staff in company / department through group meeting (e.g., morning assembly). The reason of using this PEFS is that Japanese pays attention to relationship, and their career goal is group/company success. When compensation is based on individual performance, staff becomes focus on individual success. This hampers team working and company success. As a result, staff works under strain of the working environment (self-control), strives to maintain good relationship with others (focus on harmony), follows custom and finds a middle way to solve any problems (avoid conflict). As it is difficult for staff to express his own opinion in working environment, building relationship becomes more important for personal success. This creates the “after work drinking” culture. The West: Staff performance is evaluated as a whole and individual basis, based on company profit, department contribution, and individual performance. Feedback is provided to individual. One on one meeting is held to discuss career goal and development plan. The reason of using this PEFS...
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...CASE DEVELOPMENT Weaknesses in traditional performance evaluation methods - An Ethical Challenge GROUP 8 11BM60041- Partha Pratim 11BM60048- Sumitpal Singh 11BM60058- Shilpa Taneja 11BM60110- Rana Vishal Singh Weaknesses in traditional performance evaluation methods - An Ethical Challenge Abstract/Situation Description The standard performance appraisal does not adequately address employer concerns in maintaining ethical and legal compliance. Globalization and increasingly stringent antidiscrimination legislation necessitates the need for an effective performance appraisal system. “(Some) 90 percent of performance appraisal processes are inadequate.” – Salary.com survey As demonstrated in the important California Supreme Court case of Guz vs. Bechtel National Inc., a laid off employee with lengthy service may offer in evidence a poor performance evaluation record against an employer in an attempt to prove age bias. Although Guz was unsuccessful with the age bias claim, the court opined that plaintiffs with long service may prevail if there is sufficient evidence that the employer’s proffered reasons for layoffs are pretextual. The implied warning by the court to employers is that pretextual use of performance evaluations may paradoxically become evidence against them to prove illegal retaliation or discriminatory intent. In another case, Robert Shaner was a computer programmer in Synthes. In August of 1992, he was diagnosed with multiple sclerosis (MS). However, he...
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...While waiting on the show to being, I started reading over the overview for the performance; meanwhile, the performers slowly started entering the stage. With their cellos and trombone, the performers took their assigned seat and started practicing for the show. Sitting so close to the stage, one could hear the instruments as the musicians practiced; however, it was...
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...Topic: Analyzing Performance Evaluations involves evaluating three characteristics: a Bank’s liquidity, profitability and efficiency. A short-term creditor, such as a bank, is primarily interested in liquidity---the ability of the borrower to pay obligations when they come due. The liquidity of the borrower is extremely important in evaluating the safety of a loan. A long-term creditor, such as a bondholder, looks to profitability and solvency measures that indicate the Bank’s ability to survive over a long period of time. Long-term creditors consider such measures as the amount of debt in the Bank’s capital structure and its ability to meet interest payments. Similarly, stockholders look at the profitability and solvency of the Bank. They want to assess the likelihood of dividends and the growth potential of the stock. Performance managers review and analyze the firm’s Performance Evaluations periodically, both to uncover developing problems and to assess the firm’s progress toward achieving its goal. These actions are aimed at preserving and creating value for the firm’s owner. Performance ratios enable Performance managers to monitors the pulse of the firm and its progress towards its strategic goals. Although Performance Evaluations and Performance ratios rely on accrual concepts, they can provide useful insights into important aspects of risk and return that affect share price, which management is attempting to maximize. Performance Evaluation analysis is a process...
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...Journal Publisher: Global Journals Inc. (USA) Online ISSN: 2249-4588 & Print ISSN: 0975-5853 Performance Evaluation of Prime Bank Limited in Terms of Capital Adequacy By Md. Abdullah Al Mamun Pabna University of Science and Technology, Bangladesh Abstract - The study aims at evaluating performance of prime bank. Data of the bank is analyzed using capital adequacy ratio, debt equity ratio and advance to asset ratio for the period 2008 to 2012. The study finds, though high debt equity ratio bank maintains capital above regulatory requirement. This will help the researcher and bank to further improvement in capital adequacy to meet regulatory requirement and enhance bank performance. Keywords : capital, capital adequacy ratio, performance. GJMBR-C Classification : JEL Code: G21 PerformanceEvaluationofPrimeBank LimitedinTermsofCapitalAdequacy Strictly as per the compliance and regulations of: © 2013. Md. Abdullah Al Mamun. This is a research/review paper, distributed under the terms of the Creative Commons Attribution-Noncommercial 3.0 Unported License http://creativecommons.org/licenses/by-nc/3.0/), permitting all non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited. Performance Evaluation of Prime Bank Limited in Terms of Capital Adequacy Md. Abdullah Al Mamun Abstract - The study aims at evaluating performance of prime bank. Data of the bank is analyzed using capital adequacy ratio, debt equity ratio...
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...MPS Group Performance Appraisal Process Human Resource Management October 14, 2009 Table of Contents History of MPS Group MPS Group Organization Strategy Human Resources: Strategy and Role within MPS Group MPS Performance Appraisals MPS Group Performance Appraisal Analysis Recommendations Summary Appendices History of MPS Group MPS Group is a Jacksonville, Florida company that provides consulting and staffing services in the areas of information technology, finance and accounting, law, e-business, human capital automation, engineering, executive search, and workforce management. After becoming a regional power in the early 1990s, the company has engaged in an aggressive acquisition campaign, rolling up scores of temp agencies across the country and transforming itself into a national staffing firm large enough to rival much better known Manpower and Kelly Services. MPS Group has sold off its clerical staffing business, the traditional base of the temp industry, in favor of higher margin professional and technical placement. Aside from its extensive North America operation, MPS also operates in the United Kingdom and continental Europe. Originally a provider of temporary employees of all categories and job skills, the firm has grown to become one of the world’s largest providers of white-collar staffing services. While temporary staffing accounts for less than 2 percent of the...
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...Performance Evaluations Introduction XXXXXXXXXX is an electronics manufacturing company and for years has been known as the pioneers in the design, production, and support of innovative solutions for customers in aerospace and defense. They have expertise in flight deck avionics, cabin electronics, mission communications, information management, and simulation and training. This international organization has over 20,000 employees worldwide. Their organization spans to over 27 countries. The yearly sales for this organization are about 4 billion dollars; approximately half of their business comes from the government with the other half from the commercial industry. XXXXXXXXXX is a strong believer of Lean Manufacturing and utilizes these tools in every aspect of the business. They also believe in strong ethical practices and utilizing diversity as a means to get the best ideas from multiple backgrounds and experiences. This research will concentrate primarily on the Miami facility. It was opened in the late 1970’s and its primary customers are those in the Business and Regional markets (i.e. Bombardier, Airbus, Cessna, etc.). The Miami facility employs approximately 1,250 employees and is primarily a manufacturing facility. However, due to the availability of test equipment, it is also considered a repair center. A repair center means that the Miami facility may be called upon to repair service units that are owned by customers. As part of the curriculum for Leadership...
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...Performance evaluation methods in commercial banks and associated risks for managing assets and liabilities 97 Performance evaluation methods in commercial banks and associated risks for managing assets and liabilities University Reader PhD. Claudiu CICEA, Academy of Economic Studies Bucharest, Romania email : claudiu.cicea@man.ase.ro University Professor PhD. Daniela HINCU, Academy of Economic Studies Bucharest, Romania email : daniela.hincu@man.ase.ro Abstract Commercial banks represent the core of the credit for any national economy. In turn, the credit is the engine that put in motion the financial flows that determine growth and economic development of a nation. As a result, any efficiency in the activities of commercial banks has special implications on the entire economy. That is why we consider very useful to present an analysis of possibilities for evaluating the performance in the commercial banks. The management of every commercial bank must establish a system for assessing investment performance which suits its circumstances and needs and this evaluation must be done at consecutive intervals to ensure the achievement of the Bank's investment objectives of hand; and to know the general direction of the behavior of investment activity in the past and therefore predictable as it in the future on the other hand. The main objective for this paper is to analyze some quantitative methods used in assessing the performance of investment activity in commercial banks (such...
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...I. TIME CONTENT The case study is based on a Case Study presented by Brian J. Hall and Carleen Madigan entitled “Compensation and Performance Evaluation at Arrow Electronics” (HBR, 2011; case no. 800290). When Chief Financial Officer (CFO) Anita Fierst arrived from her recent trip to Asia, she talked to the human resource VP Nils Ekdahl about $20 million cut from the payroll at the Circale Corporation (Paragraph 1, Sentence 3; HBR Jul-Aug 2011, p.157). Circale Corporation1 is a global provider of products, services, and solutions to industrial and commercial users of electronic components and enterprise computing solutions, with 2010 sales of $18.7 billion. Arrow serves as supply channel partner for over 1,200 suppliers and 115,000 original equipment manufacturers, contract manufacturers and commercial customers through a global network of more than 340 locations in three (3) regional site: Asia Pacific, North America and Europe. A Fortune 200 company with 12,700 employees worldwide, Arrow brings technology solutions to breadth of markets, including telecommunications, information systems, transportation, medical, industrial and consumer electronics. They are committed to serve the communities where their employees live and work. They demonstrate commitment to corporate citizenship extends beyond the boundaries of their business to the global community that they are part of. Arrow is the benefactor of a number of worthy causes across the United States and around...
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...An Assignment On Criticism of Budget (2013-2014) Course Title: Public Finance & Taxation Course Code: 632 Submitted to:Md. Ali. Arshed Chowdhury Submitted By: Rinky Dhar Assistant professor Accounting & Information Systems Sec - B 1st Batch of Business Graduate CENTER FOR BUSINESS STUDIES Faculty of Business Administration University of Chittagong (2013-2014) Bangladesh gets biggest budget in history of 2.22 trillion taka with estimated expenditure at 18.7% of GDP for 2013-2014 fiscal year. Planning to fetch 1.41 trillion taka as tax revenue and 262.40 billion taka as non-tax revenue. The overall budget deficit was estimated at 550.3 billion taka or 4.6 per cent of the GDP while Muhith proposed that the deficit financing would be met through foreign loans and domestic borrowings. The proposed budget allocated 23.17 per cent of the overall resources to social infrastructure sector, mainly to human resources, 30.18 per cent to physical infrastructure sector and 22.45 per cent to general services. Budget(2013-2014) criticized by specialists in different perspectives Ambitious but Achievable Finance Minister AMA Muhith said, “The budget for the upcoming fiscal year is ambitious but feasible. The minister admitted that...
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