英语论文网

After any complain from customer, call him/her immediately.

Discuss about the complaint with customer.

Gather facts about complaint.

Transmit right information which can solve the problem and customer fell happy from it.

2.4.3.3. Behavioural anchored rating scale (BARS):

A BARS contains of 5-10 vertical rating scale, where each scale covers important dimension of job performance or behavioural statement containing important job performance abilities as good or bad. Statements are prepared through critical incidents of job. The critical incidents are kept along the scale and assigned value accordingly to export option. A BARS is developed by committee including subordinates and managers. It takes long time and effort to construct.

2.4.4. Result method:

Rather than evaluating the behaviour of employee on job, some organization evaluates the result they achieve through their work. Through result appraisal employee often fell responsible to their outcomes.

2.4.4.1. Productivity Measures:

There are various numbers of results that can be seen to evaluate performance of employee. For example salesperson can be evaluate on the basis of their sales volume, production workers can be evaluate on the basis of number of units production and number of detected defects item. So, it is directly align to employee and goal of the organization. But there are some limitations of this method.

2.4.4.2. Management by objectives (MBO):

This method tries to overcome the limitation of result appraisal method. MBO is the philosophy coined by Peter Drucker in 1954. According to this method, employee constructs objectives by consulting with their supervisor and applies these objectives for their evaluation criteria. MBO is a system which involves a cycle starting with the common goal and objective of organization and finally back to that step which is shown as follows:

Figure 2.2. Management by Objectives:

Step 1  Organization goal and metric

Step 2 Supervisor lists goal and metric for subordinate

Step 3 Mutual agreement of goals and metrics

Step 4 Department goal and metrics

Step 5 Subordinate purposed goals and metrics

Step 6 Review of organizational Performance