The Performance Management

Study - Interview Schedule

Interview Schedule No:
Disclaimer: The data gathered through this interview schedule would be used
exclusively for the urose of academic research only
Section ! ": #eneral Profile of $esondents:
1. Sex: Male Female
2. Age group: 25 35 36-45 46+
3. Designation :
4. !xperien"e
1
a. #ess t$an 1 %ear &. 2-4%ears ". 5-' %ears (. More t$an ' %ears
5. )$i"$ o* t$e *ollo+ing e"onomi" se"tors &est (es"ri&es %our organi,ation-
a. /u&li" Se"tor &. /ri0ate Se"tor- manu*a"turing
". /ri0ate Se"tor Ser0i"e (. ot$ers 1pls. spe"i*%.
6. Approximatel% $o+ man% people are emplo%e( in %our organisation-
a. #ess t$an 122 &. 121-522 ". 521-1222 (. More t$an 1221
Section %: Nature of current erformance management systems:
1. Does %our organisation operate a *ormal per*orman"e management s%stem-
a. 3es &. 4o
2. 5* %es6 +$i"$ o* t$e *ollo+ing groups o* emplo%ees (o t$ese pro"esses appl%
to-
Senior Managers 7t$er Managers8team lea(ers
9e"$ni"al8 :leri"al /ro*essionals
Manual8 ;lue :ollar
3. <o+ (o t$e per*orman"e management pro"esses %ou operate (i**er &et+een
t$e a&o0e groups-
a. A(option o* (i**erent met$o(s o* appraisal *or (i**erent groups
&. !xtensi0e use o* sel*-appraisal *or "ertain &an(s o* emplo%ees
". A(opting (i**erent time spans o* appraisal *or t$e (i**erent groups
4. )$at are t$e te"$ni=ues t$at are use( in %our organi,ation *or assessing
per*orman"e-
a. 7&ser0ation &. Assessment an( De0elopment :enters (. :$e">lists
e. 7t$ers pls. spe"i*%
5. /lease in(i"ate +$i"$ o* t$e *ollo+ing met$o(s o* per*orman"e appraisal
*orm a part o* %our s%stem-
a. )ritten !ssa% met$o( *. :riti"al 5n"i(ent assessment
&. ?rap$i" rating s"ales g. ;e$a0ioural Assessment 1;A@S.
". @an>ing met$o( $. /aire( :omparison Met$o(
(. 362 (egree appraisal i. For"e( (istri&ution met$o(
e. Sel* appraisal A. ;alan"e S"ore "ar(
>. An% ot$er pls. spe"i*%
6. Are t$e *ollo+ing pro"esses a part o* %our per*orman"e management s%stems-
a. :oa"$ing &. 9raining an( (e0elopment
". :areer management B (e0elopment (. Su""ession planning
plans
'. )$o sets t$e per*orman"e goals8re=uirements *or in(i0i(uals-
a. Senior Managers &. #ine managers89eam lea(ers
". <@ pro*essionals (. Appraisee
e. Appraiser B Appraisee e. 7t$ers 1pls. spe"i*%.
C. )$% (o %ou $a0e per*orman"e management s%stems in %our
organisation- 1/lease ti"> as man% &oxes as appropriate.
@etention strateg% @e+ar( allo"ation
2
5(enti*i"ation o* training an( (e0elopment nee(s Fa"ilitates
/romotions B 9rans*ers B 9ermination (e"isions 9o "lari*% an
emplo%eeDs Ao& re=uirements 5(enti*%ing &arriers to per*orman"e
Moti0ational Strateg%.
E. <o+ are in(i0i(ual6 team an( organi,ational o&Ae"ti0es lin>e(-
a. :as"a(ing o* goals19op (o+n approa"$.
&. ;% ena&ling emplo%ees to see $o+ t$eir Ao& "ontri&utes to t$e
o0erall
o&Ae"ti0es o* t$e organisation t$roug$ *re=uent intera"tions.
". :omparing emplo%ee per*orman"e +it$ +or> groups
12. )$at are t$e (eterminants *or Ao& per*orman"e in %our organisation-
7rgani,ational :ulture 9e"$nolog%
:ompeten"% o* t$e emplo%ee 5ntelligen"e
Attitu(e Aptitu(e
Section ! &: Percetions of '$ Professionals about Performance Management
Systems:
1. )$at a""or(ing to %ou is t$e most "$allenging aspe"t o* per*orman"e
management-
a. Determining t$e e0aluation "riteria
&. :reating a rating instrument
". #a"> o* "ompeten"e
(. !rrors in rating an( e0aluation
e. @esistan"e
2. )$at is t$e (i**eren"e &et+een per*orman"e appraisal an( per*orman"e
management-
a. 9$e% are t$e same &. /er*orman"e management $as a +i(er s"ope.
3. 9$e =ualit% management guru !(+ar( Deming $a( "alle( per*orman"e
management as a F(ea(l% (iseaseG. Do %ou agree +it$ $im- a. 3es &. 4o
4. Su""ess o* per*orman"e management s%stems (epen( on:
a. Alignment o* in(i0i(ual goals to organi,ational goals
&. :$oosing t$e rig$t met$o( o* appraisal
5. <o+ is per*orman"e -lin>e( pa% relate( to per*orman"e management in %our
organi,ation-
a. /er*orman"e #in>e( in"enti0es
&. /romotions "ouple( +it$ salar% in"rease
". /ro0ision o* Fringe ;ene*its
(. /ro0i(ing !S7/Ds
6. )$o s$oul( o+n t$e per*orman"e management s%stem-
a. #ine managers
&. <@ Managers
". !mplo%ees
3
'. Do per*orman"e appraisals get (one &e"ause t$e s%stem re=uires it in %our
organisation- 1 i.e. is it a &ureau"rati" "$ore.-a. 3es &. 4o
C. Does per*orman"e management (istra"t people *rom more important a"ti0ities-
a. 3es &. 4o
E. A""or(ing to %ou per*orman"e management in0ol0es:
a. #oo>ing &a">+ar(s
&. Filling *orms
". Fo"uses on (e0elopment an( *ostering "ommuni"ation
(. An% ot$er6 pls. spe"i*%
12. )$at is t$e rele0an"e o* $uman Au(gement in a /er*orman"e Management
S%stem-
a. <ig$l% rele0ant
&. <as no pla"e in "ompeten"% &ase( per*orman"e management
Section ! D: Process of Performance Management
1. Do %ou gi0e an o0erall rating *or per*orman"e-
a. 3es &. 4o
2. 5* %es6 +$at sort o* *ee(&a"> (o %ou gi0e-
a. 4umeri"al8alp$a&eti"al &. Her&al1all positi0e.
". Her&al 1positi0e an( negati0e. (. :om&ination o* t$e a&o0e
e. 7t$ers 1pls. spe"i*%(
3. Do"umentation o* per*orman"e re0ie+s is t$e *un"tion o*:
a. <@ (epartment &. #ine Manager8 /roAe"t Manager
". 5n(i0i(ual (. ot$ers 1pls. spe"i*%.
4. Do %ou $a0e a separate appraisal s%stem *or e0aluating teams-
a. 3es &. 4o
5. Do %ou un(erta>e per*orman"e planning-
a. 3es &. 4o
6. 5* %es6 +$en is per*orman"e planning "arrie( out-
a. <iring or trans*erring emplo%ees
&.;usiness plans are ne+l% (e0elope(. ". Annual per*orman"e an(
development reviews have been completed
'. <o+ man% meetings are s"$e(ule( in a %ear to (is"uss emplo%ee
per*orman"e-
a. 1 &. 2 ". 3 or more
C. Di( t$e *ollo+ing people re"ei0e training in per*orman"e management
te"$ni=ues- 1/lease ti"> as man% &oxes as appropriate.
All !mplo%ees 7t$er Managers8team lea(ers
<ea(s o* (epartments Appraisers
<@ 9eam 4one
E.Are t$ere tra(e unions operating in %our organisation-
a. 3es &. 4o
12. 5* %es6 +ere t$e "urrent per*orman"e management arrangements agree(
+it$ t$e union- a. 3es &. 4o
4
11. )$at +as t$e attitu(e o* t$e union1s.-
a. /ositi0e &. 4eutral
". 4egati0e
Section ): "nalysis on Issues in Performance Management:
1. )$at in %our opinion are t$e "auses *or *ailure o* per*orman"e appraisal
s%stem- a. #a"> o* role "larit% &. 5nter0al o* appraisals ". #a"> o*
"ommuni"ation &% superiors (. An% ot$er pls.
spe"i*%
2. )$at are t$e stages o* per*orman"e management (uring +$i"$ %ou
"ommuni"ate +it$ %our emplo%ees-
a. ?oal-setting stage
&. Data-gat$ering stage
". Mi( term re0ie+s
(. Annual @e0ie+s
3. Do %ou use an% o* t$e *ollo+ing to re(u"e su&Ae"ti0it% an( &ias in t$e
per*orman"e appraisal s%stem-
a. Multiple raters &. :riti"al 5n"i(ents
". :ontinuous 7&ser0ation (. /eer re0ie+ out"omes
e. Sele"ti0e e0aluation *. 9raining e0aluators
4. )$at (o %ou (o +$en %ou i(enti*% poor per*ormers post %our re0ie+
session-
a. 9raining &. 5mpro0ement "oa"$ing
(. @elo"ation e. Dismissal8(is"$arge
5. As an appraiser +$i"$ role (o %ou t$in> %ou per*orm &etter-
a. Iu(ge &. <elper ". ;ot$
6. Do %ou &elie0e t$at t$e entire pro"ess "an &e "arrie( out o&Ae"ti0el%-
a. 3es &. 4o
'. 3our opinion on emplo%ee sel*-appraisal-
a. <ig$l% &ene*i"ial &. ;ene*i"ial to a "ertain (egree
". ten(s to &e in*late( (. 4ot &ene*i"ial at all
C .5n +$i"$ o* t$e *ollo+ing situations %ou *in( %oursel* un"om*orta&le:
1pls. ti"> as man% options as appropriate.
a. Appraising (istant su&or(inate
&. Appraising te"$ni"all% superior su&or(inate
". 9$e ol(er6 $ig$l% experien"e( su&or(inates
(. 9$e $ig$l% "ompensate( in(i0i(ual
e. Dealing +it$ unrealisti" expe"tations
*. :oping +it$ emplo%ee (e*ensi0eness
E. )$at a""or(ing to %ou +oul( "onstitute ps%"$ologi"al &arriers to e**e"ti0e
per*orman"e appraisal-
a. Feelings o* inse"urit%
&. ;eing too s>epti"al or mo(est
". )orr%ing t$at per*orman"e appraisal mig$t "ause resentment to
su&or(inates.
12. Do %ou &elie0e t$at lin>ing re+ar(s to per*orman"e +oul(:
a. moti0ate emplo%ees &. "ompoun( pro&lems
5
Section *: )ffectiveness of Performance Management Systems and methods used
in evaluation:
1. 5s t$ere a *ormal s%stem *or e0aluation o* per*orman"e management
pra"ti"es o* t$e organisation-
a. 3es &. 4o
2. 5* %es6 please spe"i*% t$e pro"ess %ou use6 to e0aluate.
a. 7pinion8 attitu(e sur0e%s &. 5n*ormal *ee(&a"> 10er&al.
". Formal Fee(&a"> 1+ritten. (. 7t$ers 1pls. spe"i*%.
3. )$at strategies o* %our organi,ation $a0e &een lin>e( to t$e per*orman"e
management s%stems to ma>e it more e**e"ti0e-
a. @e+ar( Strateg% &. :ulture Strateg%
". 9eam +or> strateg% (. #ea(ers$ip strateg%
4. 5s attrition rate "ompute( in %our organisation a*ter t$e per*orman"e appraisal-
a. 3es &. 4o
5. 5* %es6 +$at (o t$e tren(s suggest +it$ regar( to attrition (uring t$e post
appraisal p$ase-
a. 5n"rease in emplo%ee turno0er
&. De"rease in emplo%ee turno0er
6. 5n general6 $o+ e**e"ti0e $as %our organi,ationDs per*orman"e management
pro"esses pro0e( in impro0ing o0erall per*orman"e-
a. !**e"ti0e &. Mo(eratel% e**e"ti0e ". 5ne**e"ti0e (. DonDt Jno+
'. )$i"$ a""or(ing to %ou +oul( impro0e e**e"ti0eness o* an organi,ationDs
per*orman"e management pro"ess-
a. ;ureau"rati" approa"$ &. /arti"ipati0e approa"$
C. Are %ou going to ma>e an% "$anges to %our per*orman"e-management
s%stems in t$e next 12 mont$s-
a. 3es &. 4o ". DonDt Jno+
E. 5* %es6 in +$at aspe"t o* per*orman"e management +oul( %ou intro(u"e t$e
"$ange-

12. Are t$ere an% ot$er "omments %ou +oul( li>e to ma>e a&out %our per*orman"e
management arrangements not "o0ere( in t$e =uestions a&o0e-
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