HRM CASE ON CARTER CLEANING COMPANY

Case Report “Carter Cleaning Company: The Performance Appraisal ”

Bus601.2: Human Resource Management

Prepared By A M Shahed Istiaque (141-1897-660) Mohammad Sai!ur "ahma# (14$-086%-660) Md& "a'u *aque (14%-0900-060)

Submitted To Dr. Md. Abbas Ai !"an Sc"oo o# Business$ %S&.

Date of Submission: 8th August, 2!"#

Letter of Transmittal

8th Au+ust %01, r& Md& A!!as Ai .ha# S/hoo  Busi#ess2 3orth South #i5ersity2 haa& Su!e/t: Submission of Case Report on “Carter Cleaning Company: The Performance Appraisal”.

ear Sir2  his is to #otiy you that this ase report is !ased o# the ear#i#+s o i#itiati#+ the Perorma#/e Appraisa Method i# a /ompa#y that is /orreated ith the /ourse materias& he opportu#ity2 i#a/t2 pro5ided us a deep u#dersta#di#+ a#d pra/ti/a #oed+e o hat e ear#ed so ar&  ha# :ou 5ery mu/h or your +uida#/e& ;e !e+ your i#d e
…………………….......... …........………………….

A

M

Shahed

Md& "a'u *aque

>>>>>>>>>>>>>>>&&& Mohammad Sai!ur "ahma#

2 $C a r t e r C  e a n i n g C o m p a n ': T " e ( e r # o r m a n c e A p p r a i s a 

Istiaque

Chapter

Case Report escription

"ne

Chapter

Chapter

Pag e no

1&1 ri+i# o this "eport

01

1&% Purpose o the "eport

01

1&$ Methodoo+y o the "eport

0%

1&4 ?imitatio#s o the "eport

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1&, Perorma#/e Appraisa 5er5ie

0%

Case Scenario

%&1 riteria to !e e5auated

0$

%&% @uaity Sta#dards

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%&$ A//ompishme#ts

04

%&4 a/tors to !e /o#sidered

4-,

$uestion%Ans#er $&1 @uestio# 1

,-6

$&% @uestio# %

6-9

&ibliography

9-10

Table of Contents

Chapter one: Case Report escription !.! "rigin of this Report

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I# todays ord2 edu/atio# is the too to u#dersta#d the rea ord a#d appy #oed+e or the !etterme#t o the so/iety as e as !usi#ess& rom edu/atio#2 the theoreti/a #oed+e is o!tai#ed rom /ourses o  study2 hi/h is o#y the ha ay o the su!e/t matter& Pra/ti/a #oed+e has #o ater#ati5e& he pere/t /oordi#atio# !etee# theory a#d pra/ti/e is o supreme importa#/e i# the /o#te
!.* Purpose of the Report Perorma#/e Appraisa is a# importa#t part o *uma# "esour/e a/ti5ities or a /ompa#y& ;e a#aysed the /ase s/e#ario or the /arter /ea#i#+ /ompa#y a#d ou#d out some /riteria to re/omme#d the !est possi!e method o perorma#/e appraisa or the /arter /ea#i#+ /ompa#y& he spe/i'/ o!e/ti5es o this /ase report are as oosC •

 o ide#tiy a# appropriate appraisa method or a sma 'rm ie arter /ea#i#+ /ompa#yD

•

 o o!ser5e i the appraisa heps the super5isor to assess the or perorma#/e o its empoyeesD

•

 o o!ser5e i the appraisa heps to re5ie the pote#tiaity o  empoyees so that their uture /apa!iity is a#ti/ipatedD

•

 o pro5ide +rou#ds or empoyees to /orre/t their mistaes i# this i#e o !usi#essD

•

 o re/omme#d ays to impro5e empoyee e#+a+eme#t throu+h proper appraisa methodD

& $C a r t e r C  e a n i n g C o m p a n ': T " e ( e r # o r m a n c e A p p r a i s a 

!.+ 'etho(ology of the Report  he paper is uy !ased o# /ase s/e#ario prese#ted !y the author (Eary esser) i# the !oo Fu#dame#tas o *uma# "esour/e ma#a+eme#tG& he ree5a#t i#ormatio# #eeded to so5e the /ase re+ardi#+ the Perorma#/e Appraisa are /oe/ted throu+h the se/o#dary data rom the e!sites2 some arti/es a#d our#as2 some /ase study to #o the a/tua s/e#ario& #i#e arti/es a#d our#as heped us to +ather i#ormatio# a!out the theoreti/a /o#/ept ao#+ ith the !oo&

!., Limitations of the Report Limite( 'aterials:   he /ase s/e#ario prese#ted i# the !oo is 5ery short

o#e& ;e /oud#t +et that mu/h o i#side i#ormatio# a!out /arter /ea#i#+ /ompa#y re+ardi#+ the a/tua situatio#2 empoyee tur#o5er rate a#d !ud+eti#+ to ea!oratey a#ayse the a/tua situatio#&

!.- Performance Appraisal "erie# Hmpoyee appraisas are importa#t or impro5i#+ /ommu#i/atio#s !etee# the empoyee a#d re5ieer& By speai#+ ope#y a!out the o! perorma#/e a#d issues that may !e a=e/ti#+ it2 the empoyee a#d re5ieer /a# de5eop a se#se o trust that may ha5e !ee# a/i#+& Hmpoyees ho pre5iousy did #ot ee /omorta!e approa/hi#+ the re5ieer ith a pro!em may !e/ome more iey to 5oi/e her /o#/er#s2 hi/h /a# pre5e#t a sma issue rom es/aati#+ i#to a maor pro!em o5er time& Besides2 a# e=e/ti5e empoyee appraisa pro5ides a# opportu#ity to +i5e eed!a/ as e as re/ei5e it& he empoyee re/ei5es importa#t i#ormatio# as to hat areas o the o! heshe is perormi#+ e a#d those that #eed impro5eme#t2 so he #os e
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re5ieer may aso u#/o5er issues that /oud !e impedi#+ empoyees rom perormi#+ their !est2 a#d /a# tae /orre/ti5e measures i #e/essary&

Chapter t#o: Case Scenario  he /ase !asi/ay dis/usses a!out hether the /arte /ea#i#+ /ompa#y shoud tae a orma appraisa approa/h to e5auate its empoyees& he a/t is that the /ompa#y is soey o#ed a#d ma#a+ed !y Ja/ /arter ho has !ee# ru##i#+ the !usi#ess o# his o# ay& *e did#t ha5e a#y orma methods to e5auate the perorma#/e o his empoyees a#d aso did#t ha5e a#y re/ords o empoyee tur#o5er& Most o his empoyees ored there i# short term !e/ause he# those empoyees +ot u#/omorta!e2 they et& his has !ee# the s/e#ario i# the re/e#t past& But #o the /ompa#y is e
*.! Criteria to be ealuate(  Shoud !e e5auated periodi/ayC $uality C orre/t#ess2 /ompete#ess2 a#d a//ura/y o or duties perormed& $uantity C Amou#t o or do#e duri#+ orday& Atten(anceC "e+uarity to or hours& PunctualityC timey atte#da#/e at the orpa/e a#d meeti#+s&

*.* $uality Stan(ar(s that store managers shoul( hae

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Store CleanlinessC !asi/ay the outoo o the stores& /0ciencyC he output rate o ea/h empoyee Safety: Eood ori#+ /o#ditio# A(herence

to

bu(getC

ompia#/e

ith

the

/ompa#ys

mo#etary

/o#ditio#&

*.+ Accomplishments A# appropriate perorma#/e appraisa o the empoyees i e#a!e the /arter /ea#i#+ /ompa#y toC Lea(  rom the ro#t& he /ompa#y mi+ht ha5e a /ear idea o here the

!usi#ess is +oi#+ a#d hether the empoyees u#dersta#d the 5isio# a#d tie it i# ith their daiy a/ti5itiesK Listen to the empoyees rea /o#/er#s a#d pi/ up o# their ideas&

Hmpoyees i ee happier a#d perorm !etter i they ha5e a re/o+#ied system or tai#+ to their store ma#a+er2 +etti#+ eed!a/ a#d +etti#+ hep to impro5e a#d de5eop& 1n(erstan( hat maes the empoyees ti/ a#d ho they /o#tri!ute to the

!usi#ess su//ess& his u#dersta#di#+ /a# o#y reay de5eop throu+h the i#d o re+uar a#d ope# i#tera/tio# pro5ided !y perorma#/e appraisa& Achiee resuts& I the /ompa#y !uys a #e pie/e o equipme#t or

ma/hi#ery2 it usuay /omes ith a ma#ua that e
*., 2actors to be consi(ere( 3hat is the nature of the problem4   I it is a 5ery serious issue that is

pote#tiay dama+i#+ to your !usi#ess2 it i #eed to !e deat ith ur+e#ty& I# these /ases you may i#sti+ate orma dis/ipi#ary a/tio# mu/h soo#er& 5o# long it has been going on K I you ha5e aready dis/ussed the issue

at appraisa meeti#+s a#d attempted to reso5e the pro!em2 you may de/ide it is time to oo your dis/ipi#ary pro/edure& 3hat is causing the problem4 I it is !eyo#d the empoyees /o#tro2 or

e
o meeti#+ their tar+ets2 the# their aiure to do so may !e due to a a/ o  moti5atio# or hard or& 6s there a pattern of unsatisfactory performance K I you #oti/e that a#

empoyee has a patter# o o#y meeti#+ their o!e/ti5es as a ast resort2 he# a other optio#s are e
Chapter three: $uestion%Ans#er $uestion ! 6s 7ennifer right about the nee( to ealuate the #or8ers formally4 The 'anagers4 3hy or #hy notK 8 $  C a r t e r C  e a n i n g C o m p a n ' : T " e ( e r # o r m a n c e A p p r a i s a 

 Je##ier is a!soutey /orre/t i# ha5i#+ these empoyee e5auatio#s do#e ormay& Ater spe#di#+ se5era ees o# the o! she as surprised to dis/o5er that her ather had #ot orma e5auated a#y empoyees perorma#/e& *e had o/used o# other thi#+s ie !oosti#+ the saes2 oeri#+ the produ/tio# /ost et/& *e had a 5ery i#orma praised system or the ma#ua orers& I#orma e5auatio#s /a# ead to u#air appraisas hi/h /a# ope# u#e
.eepi#+ empoyee

e5auatio#s o# 'e maes it easier or empoyers to reere#/e /ertai# i#ormatio# #eeded or promotio#s2 i#/reme#ts or tra#ser et/&  here are three mai# reaso#s to appraise perorma#/e& 1& irsty2 appraisas pro5ide importa#t data the super5isor the# use to mae promotio# N saary raise de/isio#s& %& Se/o#dy2 the appraisa et the !oss N su!ordi#ate de5eop a pa# or /orre/ti#+ a#y de'/ie#/ies the appraisas mi+ht ha5e u#earthed2 a#d to rei#or/e the thi#+s the su!ordi#ate does /orre/ty&

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$& i#ay2 appraisas /a# ser5e a useu /areer-pa# purpose2 !y pro5idi#+ the opportu#ity to re5ie the empoyees /areer pa#s i# i+ht o his or her appete#t stre#+ths a#d ea#esses&  Je##ier shoud +et ith Ja/ to dis/uss hat perorma#/e dime#sio#s shoud !e measured a#d ho to measure them& #/e they5e /ome to a de/isio#2  Je##ier shoud oo i# to de5eopi#+ a sort o +raphi/ rati#+ s/ae&

$uestion * eelop a Performance appraisal metho( for the #or8ers an( the managers in each store.

Performance

appraisal

metho(

for

Carter

Cleaning

Company I you are '#di#+ a !etter method o e5auati#+2 i# u aspe/ts2 the /ompa#y /uture2 the a//ura/y o the o! des/riptio#s2 empoyee perorma#/e a#d the e=e/ti5e#ess o pra/ti/es a#d !usi#ess operatio#s2 you may /o#sider appyi#+ $60 Appraisa Method&  his is a# Appraisa Method !ased o# the eed!a/ rom ma#y poi#ts o 5ie su/h as o empoyees u#der other ma#a+ers2 dire/t ma#a+ers2 su!ordi#ates2 ire/tor Board mem!ers or o /ustomers a#d suppiers2 et/&

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 his method requires #o /omputer sotare to ha5e a# a//urate appraisa resut& Ma#y sma e#terprises ha5e de5eoped themse5es Oo-te/hO pro+rams that mai#y use paper2 !ut sti2 ha5e ma#y ad5a#ta+es i# appraisa pro/ess& A//ordi#+ to "im :urus a#d ia#e Ir5i# - dire/tors o  ?ISH3 o& (a /ompa#y ith headquarter i# e#5er2 the S2 hi/h spe/iaies i# hepi#+ /orporatio#s to de5eop their huma# resour/e a#d appy appraisa methods)2 he# de5eopi#+ $60 Appraisa Method2 a /ompa#y #eed to o/us o# the ooi#+C !. 'a8ing agreement #ith the employees

It sha !e #e/essary to hod a meeti#+ i# hi/h the purpose2 pro/edures to appy $60 Appraisa Method a#d peope ho i re/ei5e the appraisa resuts i !e /eary e
 :ou shoud !e+i# !y esta!ishi#+ a proessio#a !oard hi/h /o#sists o represe#tati5es o di=ere#t departme#ts2 to or out a des/riptio# ith sis2 #oed+e a#d e
 he des/riptio# shoud /o#sider the /ore 5aue a#d strate+y o the /ompa#y as a ?odestar a#d /o#sider hi+h perorma#/e empoyees as typi/a he# esta!ishi#+ a o! des/riptio#& ;he# sis a#d proessio#a quai'/atio#s or ea/h o! are u#i'ed2 they sha !e di5ided i#to smaer2 more spe/i'/ a#d easier to o!ser5e !eha5iors& +. Conert the behaiors aboe into appraisal 9uestions

 o ha5e a# a//urate appraisa resut2 !ased o# sma !eha5iors as me#tio#ed a!o5e2 appraisa questio#s must !e e
 he e5auators sha !e i#stru/ted a!out ho to +i5e a 5aua!e a#d o!e/ti5e eed!a/& hey shoud as e !e remi#ded o the importa#/e o the a//ura/y a#d o ooi#+ the I#ormatio# Pri5a/y Pri#/ipe& hey i !e prei#ormed o the empoyees2 !eha5iors a#d s/ore s/ae to !e e5auated& It i !e appropriate to appy 1 - 7 appraisa s/ore s/ae2 i# hi/h 1 is Ou#a//epta!eO a#d 7 is Oe
-. Action after /aluating

 he e5auated peope may hod a meeti#+ to +i5e tha# to a the e5auators or their eed!a/s2 mae uture e#+a+eme#t to impro5e a#d do !etter ith their hep a#d timey ad5i/es& Based o# the appraisa resut2 the /ompa#y may /o#sider the empoyees ith hi+h a#d outsta#di#+ perorma#/e at or a#d sis a#d the opposites2 or hom appropriate trai#i#+ sha !e de/ided i #e/essary& . Calculating the score an( Announcing the result

 he s/ore shoud !e /a/uated or di=ere#t o!s2 departme#ts a#d ma#a+ers& hese resuts may !e used i# the i#ter5ie or re/ruitme#t or or ea5i#+ o= or& he s/ores i !e /assi'ed a//ordi#+ to the reatio#ship !etee#

the

empoyee

a#d

the

e5auators

(/o-orer2

su!ordi#ate2

/ustomer&&&)

*ibliography

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esser2

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