School of LAW Faculty of MITTAL SCHOOL OF BUSINESS

Name of the faculty member MS. NANDINI KUNDU

Course Code: HRM201 Course Title: HUMAN RESOURCE MANAGEMENT

Academic Task No: 2 Academic Task Title: ASSIGNMENT

Date of Allotment: 31/8/2020 Date of Submission: 24/9/2020

Student Roll No: A08 Student Reg. No: 11915048

Term: 2 Section: 1902

Max. Marks: 30 Marks Obtained:

Evaluation Parameters

Learning Outcomes: (Student to write briefly about learnings obtained from the academic tasks)

Declaration: I declare that this Assignment is my individual work. I have not copied it from any other
students’ work or from any other source except where due acknowledgement is made explicitly in the
text, nor has any part been written for me by any other person.

Student’ Signature:

Evaluator’s Comments (For Instructor’s use only):

General Observations Suggestions for Improvement Best part of assignment
 ABSTRACT
The purpose of this study was to determine the factors which the doctors in hospitals preferring
for their appraisal and the doctor’s satisfaction with the existing appraisal system. The results
of the current study can be used by hospitals/clinics to develop policies, practices, and
strategies regarding their appraisal system and can create greater efficiencies in meeting
strategic business objectives. Findings were made based on the data collected from various
sources which is given by doctors with the aid of a questionnaire in which 5-point likert scale
and rating scale were employed. Most of the respondents rated both subjective and objective
measures as preferable. It was also found that some doctors surveyed are dissatisfied with their
present organization appraisal methods and there are great chances that they may leave their
employer if they get better job opportunities from any better employer. The employers must
pay attention to this situation and design effective methods as remedies at the earliest or else
they may soon lose their efficient workforce.
1 INTRODUCTION TO THE TOPIC

Performance appraisal is a method of evaluating the behaviour of employees in the work spot,
normally including both the quantitative and qualitative aspects of job performance. It is a
systematic and objective way of evaluating both work related behaviour and potential of
employees. It is a process that involves determining and communicating to an employee how
he or she is performing the job and ideally, establishing a plan of improvement.

Performance appraisal has two overarching goals:

1. To encourage high levels of worker motivation and performance.

2. To provide accurate information to be used in managerial decision making.

These goals are interrelated because one of the principal ways that managers motivate workers
is by making decisions about how to distribute outcomes to match different levels of
performance.

Developing a Performance Appraisal System

Managers can use the information gained from performance appraisal for two main
purposes:

1. Developmental purposes such as determining how to motivate a worker to perform at a

high level, evaluating which of a worker's weaknesses can be corrected by additional
training, and helping a worker formulate appropriate career goals.
2. Evaluative, decision-making purposes such as deciding whom to promote, how to set
pay levels, and how to assign tasks to individual workers.

Methods of Appraisal

The measures managers use to appraise performance can be of two types: objective or
subjective.

 Objective measures such as numerical counts are based on facts. They are used
primarily when results are the focus of Performance appraisal. The number of
televisions a factory worker assembles in a day, the dollar value of the sales a
salesperson makes in a week, the number of patients a physician treats in a day and the
 return on capital, profit margin, and growth in income of a business are all objective
measures of performance.
 Subjective measures are based on individuals' perceptions, and can be used for
appraisals based on traits, behaviors, and results. Because subjective measures are
based on perceptions, they are vulnerable to many of the biases and problems that can
distort person perception. Because there is no alternative to the use of subjective
measures for many jobs, researchers and managers have focused considerable attention
on the best way to construct subjective measures of performance.

360-degree appraisal - a worker's performance is evaluated by a variety of people who are in

a position to evaluate it. A 360-degree appraisal of a manager, for example, may include
evaluations made by peers, subordinates, superiors, and clients or customers who are familiar
with the manager's performance. The manager would then receive feedback based on
evaluations from each of these sources. When 360- degree appraisals are used, managers
have to be careful that each evaluator is familiar with the performance of the individual he or
she is evaluating. While 360-degree appraisals can be used for many different kinds of
workers they are most commonly used for managers.

DOCTOR PERFORMANCE PHRASES

1. Attitude Review Examples- Doctor Positive review

Positive Review

 Holly has one of those attitudes that is always positive. She frequently has a smile
on her face and you can tell she enjoys her job.
 Greg is a cheerful guy who always makes you feel delighted when you’re around
him we are fortunate to have Greg on our team.
 Thom has an even demeanour through good times and bad. His constant cheer
helps others keep their “enthusiasm”- both positive and negative- in check.

Negative review

 Jim frequently gives off “an air” of superiority to his cow workers. He is not
approachable and is rough to work with.
 Bill has a dreadful outlook at times which has a tendency to bring down the entire
team.
  For the most part, Lenny is a personable guy, but when he gets upset, his attitude
turns shocking. Lenny needs to balance his personality out and not react so much to
negative events.
2. Creativity and innovation Performance Review phrases for doctor
assistant

Positive review

 Sally has a creative touch in a sometimes-monotonous role within our team- the way
she adds inspiration to the day to day tasks she performs is admirable.
 When a major problem arises, we frequently turn to Jon for his creativity in solving
problems. The way he can look at an issue from different sides is a great resource to
our team.
 Whenever we need a fresh look at a problem, we know we can turn to Julia for a
novel perspective.

Negative review

 Paul’s team feels discouraged as he often “shoots down” creative ideas without any
explanation. Paul should be more willing to listen to ideas before he rejects them
outright.
 Jean does not tap into the creative side of her team and consistently overlooks the
innovate employees reposting to her.
 Kevin has a difficult time thinking “outside of the box” and creating new and untested
solutions.
3. Performance review phrases for decision making- Doctor
Positive performance- review phrases for decision making
A person with good decision-making skills should be a person:
 Be able to make sound fact-based judgements;
 Be able to work out multiple alternative solutions and determined the most
suitable one;
 Be objective in considering a fact or situation;
 Be firm to not let the individual emotion and feeling affect on the made
decision;

Negative performance review phrases for decision making

  Be hesitant in making decision and too much cautious in making the final
decision which often results in wrong decision;
 Apply complex and impractical approaches in solving problems;
 Fail to make a short-list of solutions recommended by direct units;
 Be paralyzed and confused when facing tight deadlines to make decisions;
4. Inter personal skills performance review phrases- doctor assistant
Positive Review
 Ben has a natural rapport with people and does very well at communicating
with others.
 Sally has a knack for making people feel important when she speaks with
them. This translates into great opportunities for teamwork and connections to
form.
 Jack makes people feel at home with him. His natural ability to work with
people is a great asset to our team.

Negative Review

 Tim does not understand how crucial good working relationships with
fellow team members are.
 John has an excellent impression among the management team, yet his
fellow team members cannot stand working with him.
 Paula seems to shrink when she’s around others and does not cultivate good
relations with her co-workers.
5. Problem Solving skills Employee Evaluation Examples- Doctor

Positive review
 Greg’s investigative skills has provided a key resource for a team
focused on solving glitches. His ability to quickly assess a problem and
identify potential solution is key to his excellent performance.
 Frank examines a problem and quickly identifies potential solutions- and
then makes a recommendation as to what solution to pursue.
 Rachel understand the testing process and how to discover a solution to a
particular problem.

Negative review
  Joan is poor at communicating problem status before it becomes a
crisis.
 Bill can offer up potential solutions to a problem but struggles to
identify the best solutions.
 Unravelling a problem to discuss the core issues is a skill Janet lacks.
 Peter resists further training in problem solving, believing he is
proficient, yet lacking in many areas.
 In his technical role, we turn to James often to solve problems. He
seems show and indecisive when presented with a major issue.

PURPOSE OF APPRAISAL

Appraisal can be a powerful tool for increasing effective medical practice. To improve
practice, appraisal needs to be seen as part of the whole professional development imperative
of clinical governance. A supportive but challenging appraisal interview should lead to
explicit targets for improvement in practice in the following year. These improvements
should be the result of the appraisee’s acknowledgement for the need for change too. They
should be revisited in the next annual appraisal interview and continually revisited if practice
does not improve where it is felt that it should. Failure to address the need for change should
be part of any clinical governance reporting procedure within any organisation.

Appraisal also recognises excellence and should be regarded as a process which supports
competent practice. Although appraisal outcomes strive for personal improvements in
performance it is equally important to identify maintenance of standards. It also gives an
individual doctor an opportunity to discuss personal and professional issues, development
needs with a colleague in confidence

Preparing for Appraisal

Successful appraisal depends on appraisers and appraisees giving their contribution some
thought beforehand. Both parties should give themselves enough time to produce, exchange
and consider any documents necessary for the appraisal. At least 3 weeks is suggested. For
some locums their initial appraisal will be the first opportunity for many years to discuss their
performance and aspirations; do not under-estimate the challenges the appraiser and
appraisee will face. It must be recognised that locums may initially require further time in
setting up their appraisal folders and will have difficulties providing evidence of activities,
such as audit, which is expected to be available from substantive doctors. The appraisee
should

1. collect evidence to support Good Medical Practice throughout the year.

2. complete the self-assessment form (appendix C) before the appraisal meeting.

3. use either the Appraisal Preparation Form (appendix F) or the Appraisal Toolkit forms to
reflect on the questions in the forms. It is not necessary to file the Appraisal Preparation Form
in the folder. Appraisees may also wish to reflect on the questions below before the appraisal:

 How good a doctor am I?

 How well do I perform?

 How up to date am I?

 How well do I work in a team?

 What are my relationships with patients and colleagues?

 What should I be doing to advance my career?