Professional Documents
Culture Documents
airline in Pakistan having both National and International transportation routes across the world.
PIA has been as air travel pioneer since its inception in
1955.
PIA being a national carrier, and a publicly owned
organization, has a culture geared towards maintaining linkages for the country, creating employment for the public and presenting national image to the outside world.
Problem Identification
At PIA, since last one decade management has
changed the performance management system thrice. Firstly they had ACR system, then Forced Distribution Ratting System (FDRS) also known as Bell Curve System. Than again is on cross roads to restore the ACR system.
We have focused on the reasons for the failure of
supervisors to work together to set performance expectations, review results, assess organizational and individuals needs and plan for the future.
Feedback
Motivation
Setting Objectives
Performance Appraisal
Identify Training Needs
Standardize Performance
Career Development
reporting officer at the start of review period. Part A carries weightage of 70% for non
customer focused areas and 30% weightage for customer focused areas.
This part is meant for employees working in customer focused areas. This part carries 70% weightage in computation of the final score for all the employees.
This part meant employees working in non customer focused areas . this carries 30% weightage in computation of final score for all the relevant employees.
This part consolidates the data/assessments written in pervious sections. It consist of seven sub parts. here employees is ranked and his/her comments are recorded.
Rating
Outstanding
Abbreviation Scale
OS 5% T0p
Measure
Performance far exceeds the performance standards i-e excel in all scales of the work
Score
4.6-5.0
Level-II
Very Good
VG
20% Remaining Performance frequently exceeds the Top performance standards i-e excel in some important scales of the work and meet all other aspects.
3.6-4.5
Level-III
Good
GD
2.6-3.5
Level-IV
Needs Improvement
NI
20% Remaining Performance doesnt meet performance Top standards in some important aspects of the work.
1.6-2.5
Level-V
Inadequate performance
IP
5% Last Remaining
The bottom 10 percent are the "C" players, who contribute the least and
may be meeting expectations but are simply "good" on a team of "greats." They're given no raises or bonuses and are either offered training, asked if they'd be happier elsewhere, or fired.
employees' performance against other employees, rather than the more common (and often grade inflated) measure of evaluating performance against pre-determined standards. The result of such a process is often brutally blunt.
Forced ranking is also used by General Electric, Cisco Systems,
EDS, Hewlett Packard, Microsoft, PepsiCo, Caterpillar, and Sun Microsystems, to name only a few well-known employers.
Outstanding or Exceptional Performance Very Good Performance Good Performance Needs Improvement Inadequate Performance
giving competitive salaries, PIA takes care of its employees by providing lots of benefits like medical, passage, pension and gratuity etc. Most importantly, people feel very secure about their jobs which make them complacent. This is one of the reasons why FDRS failed at PIA. activities cannot be described as either team or individual based. People do work in teams but the sense of competition and achievement is lacking. This may be because team based reward system is absent and even if one person is capable enough to raise teams performance.
political involvement is still the part PIA and also corruption is playing positive role. Many of political parties have their staff unions in PIA and all have their own vested interest.
Such political involvement will never support a
without careful planning and in a hurry (just to get rid of this excess burden).
The appraisers and appraise is totally lacking knowledge regarding the benefits of FDRS system and there ratings disrupts the bell curve.
subjectivity of department heads, which can Institutionalize bias and devalue older workers. Interestingly
autonomy to change the shape of the bell curve. This is exactly what is being practiced at PIA and instead of keeping employees motivated, has resulted in aggravating the situation as PIA employees give much consideration to comparing themselves with each other
number of people to compare against each other. In this case, if these employees are compared over and above their department level, their good performance may show up as inadequate and causes de-motivation
Recommendations
Revisit the Key Performance Indicators. Separate complaint management cell be established
handled by a separate team. The monthly report of each department will be circulated and also the on backend have complete details along with particular employee details. This cell shall also circulate the hard hitters across the board in order to motivate them. The same must be included in annual appraisal.
Recommendations
The personal and professional factors in appraisal form
must be evaluated separately. The 50% of the professional score includes from Competency level. The complaints during the year must be the part of appraisal system.
at right place according to their designation and pay scale. This will suffice the purpose of comparison
he/she can consult with HR department where this must be headed by head of Human Resources training and development
Recommendations
In order to avoid the same pay level problems, the employees
with pay scale from Group I to V rate more than the Group VI to V. Mean strong evaluations required for higher level employees.
performance of the department. The complaints must be the part of annual appraisals
The bell curve must be for management employees.
Management shall try to reduce the political involvement. The extensive training programs shall be arranged order to
facilitate employees to participate in annual appraisal to implement bell curve system successfully.
Recommendations
PIA management shall revisit the ratting structure. Below is the
proposed ratting structure. 4.6-5.0 Outstanding or Exceptional Performance 3.6-4.5 Very Good Performance 3.1-3.5 Good Performance 2.1-3.0 Average Performance (Needs Improvement) 1.0-2.0 Poor Performance
Good performance and above in following manner: Good Performance One Basic Salary Very Good performance Two Basic Salaries Outstanding Performance Three Basic Salaries
Recommendations
We recommended basic salaries because PIA management is already
giving lots of benefits to their employees in terms of tickets as well as other facilities.
higher level upon availability they may also be posted in PIAs foreign office based on the job requirements.
The promotions shall also based on the ratings. PIA management shall
also introduce promotion approval committee with each member from every department (Departmental Head), GM Human Resource, Head of Performance Management Evaluation Cell, Head of Complaint Management Cell, a judge of high court (As in all government entities), Government representative, it could be the Defense Minister or his/her nominee (As it comes under ministry of Defense) and Managing Director PIA. The MD PIA shall head the committee.
. .
Recommendations
PIA management shall separately introduce the
department for performance management system and evaluations under the direct report of General Manager Human Resource, Managing Director PIA.
Apart from annual evaluations, midyear reviews shall
be introduced that create the habit among employees to understand the advantages of evaluation system ad also know the proper way of ratting.
T HANK YOU