Performance Management Mid-Term 2015 paper

[M ɩ ɽ z ʌ イ タ り ɭ ʀ]

1. why people are like to shift from trait method to behavior method

2. Make criticism on grphic method technique

3. BAARS method and graphic method me kia farak hai

4. why employees resist to adopt PMS

and so on

[Aasi]

JAZAKALLAH............

[M ɩ ɽ z ʌ イ タ り ɭ ʀ]

behavior kay through logo kay action ko jana saktah ai trait me trait aap ko fix kar dati hai aap kay behavior ko puri tarah nahi zahir hona dati...kion kay aap rawayat me bandha hota ho.....jab kay behavior he aap ka batata hai perticular action kay bada me aur behavior ko he evalute kia ja sakta hai

[M ɩ ɽ z ʌ イ タ り ɭ ʀ]

graphic method me i think performance puri tarah wazah nahi hoti

[M ɩ ɽ z ʌ イ タ り ɭ ʀ]

Trait Approach:

•Emphasizes the individual performance and ignores the specific situation, behaviors, and results.

•Measure Cognitive abilities

•This approach is justified based on the positive relationship found between abilities and personality traits and desirable work-related behaviors .

[Aasi]

Graphic Rating Scale:
This method is considered to be the most popular method of performance appraisal. In this
evaluation method job related traits are listed against which rater is supposed to appraise the
employee performance. It is essential that rater has complete description of each dimension and
scale. For example in order to assess Project manager his/her awareness about knowledge of
project management planning, updating status, working within budget, and delivering project on
time and within budget is evaluated.....................kia ya he wala hy graphic method

[Aasi]

my today paper:
Q:major objective of PMA organization perforamnce k MCQ;S th 2.
Q:how MBO is implemented within PMS.
Q:what are causes behind employees poor performace.
Q:describe the frequency and criticality task in PMS with example.
Q:why emlpoyees consent is essential to achieve the set target.
Q;why employees of an organization resist implementing PMS.

[ayesha pari]

shukarn for share ur paper