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q how to measure actual performancemeasuring actual performance after the performance standards are set and expected the next step to measure the
communicating performance standards to employee performance appraisal involves at least two parties the appraiser who does the appraisal and the
establishing standards of performance appraisal system require performance standards which serve as bench marks against which performance is measured
process of performance appraisal performance appraisal is planned developed implemented through a series of stepsjob analysis job description and job
personnel development performance appraisal can help reveal the causes of good and poor employee performance it thus helps the employee to overcome
training and development programmedata base it provides a valid data base for personal decisions concerning placements pay promotion transfer etc
q objectives of the performance appraisal feedback it serves as a feedback to the employee it tells him what he can do to improve his present
needs for the performance appraisal 1provide information about the performance ranks on which decision regarding salary fixation conformation
q show features of the performance appraisal1performance appraisal is the systematic description of an employees job relevant strengths and
q why we need performance appraisalmeaning amp definition performance appraisal is a method of evaluating the behaviour of the employees in the work
q objective of performance reviewperformance review performance objectives provide feedback about the staff members performance with respect to
q define economic value added economic value added eva the eva measure represents the difference between a company post tax operating profit and the
q illustrate basic concepts of efqm model 1 results of orientation achieve results that delight all the organization stakeholders2 customer focus
q what do you mean by efqm modelthe efqm is a non perspective tqm total quality management framework based on nine criteria five of these are
benefits of balanced scorecard 1 focusing the whole on few key things needed to create breakthrough performance2 help to integrate various corporate
q explain the methods of measuring performingbalanced scorecard the concept scorecard was originally developed by kaplan and norton 1922 they take
q show criteria for performance measurescriteria for performance measures performance measures should1 is related to the strategic goals and measures
q effectiveness of performance and reward managementthe effectiveness of an organization performance and reward management can have a major impact
performance measurement is concerned with measuring individuals effectiveness in their roles understanding their aspirations and determining which
q legal and procedural aspects of the mergerapproval of board of directors after the approval of this scheme by the respective boards of directors it
q determining exchange ratiosthe amalgamation or merger schemes involve exchange of shares the share holders of amalgamated company it is very
when a proposal for amalgation or merger comes up then managements of concerned companies look into the pros and cons of the scheme the likely
q explain conglomerate mergerconglomerate merger when two concerns dealing in totally different activities join hands it will be a case of
a vertical merger represents a merger of the firms engaged at different stages of production or distriution of the same product but at or same
q explain horizontle mergerhorizontle merger when two or more concerns dealing in same product or service join together it is kn own as a horizontle