Term Paper On

Performance Appraisal and compensation Package

Course: Performance Appraisal & Compensation SystemsCourse Code: HRM - 604

Section: 2Semester: Fall 2015

Program: MBA

Submitted To:Professor Dr. M. Mahmodul Hasan

Course Instructor

School of Business

North South University

Submitted By:BREW CREW

Date of Submission: 12 December, 2015

LETTER OF TRANSMITTAL 12th December, 2015 Prof. Dr. M. Mahmodul Hasan Lecturer, School of Business, MBA Program North South University Bashundhara, Dhaka-1229 Subject: Submission of Term Paper. Dear Sir, We take great pleasure in submitting the term paper on “Term Paper on Performance Appraisal and Compensation ‘Which was approved by you for the course Performance Appraisal and Compensation system (Hrm-604) this report is very much relevant to what we have learnt in this course. It truly reveals the Real essence of marketing and will certainly help us understand the course better. We have tried to make this report as comprehensive as possible within the given time and we would feel gratified if our paper serves its purposes. Therefore, we would be obliged if you could please accept this report. Sincerely yours, Group Members: BREW CREW1. SHEJUTY RAHMAN 131 1548 6602. Sagar Das 143 0615 6603. Ishtiak Alam Chowdhury 142 1407 660

ACKNOWLEDGEMENT

We would like to take this opportunity to express our profound gratitude and deep regard to our honorable course instructor, Professor Dr. M. Mahmodul Hasan, for his exemplary guidance, valuable feedback and constant encouragement throughout the duration of the project. His valuable suggestions were of immense help throughout our project work. His perceptive criticism kept us working to make this project in a much better way. Working under him was an extremely knowledgeable experience for us. We would also like to give our sincere gratitude to all our group members and Classmates for being so supportive throughout the semester and all the people Associated with book binding and printing the report on “Performance Appraisal and Compensation system”, without the people mentioned this report would never be able to see the light of the World.

EXECUTIVE SUMMARY

This study examines the practices and sys-tem qualities associated with performance management. The objectives of this study are to: Describe the structure of performance Management systems. Benchmark practices associated with planning, tracking, a reviewing performance. Identify trends in performance management practices. Identify the most common barriers. Measure employee and manager Perceptions of effectiveness. Identify best practices for system effectiveness. Establish the relationship between performance management and individual land organizational performance. This report is based on responses from 6 organizational members.

In first Chapter we have focused on the assessment & selection of US OFFICE PERSONNEL MANAGEMENT (OPM) of his study examines the practices and sys-tem qualities associated with performance management. Total reward work life system that is included in the second chapter talks about compensation, benefits, and childcare.In the third chapter we have included MIT MASSACHUSETTS INSTITITE OF TECHNOLOGY,where talks about performance review and goals setting, SMART AND SO ON. We have also discussed about UNITED NATIONS,

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION (NASA), THE WORLD BANK and HARVARD UNIVERSITY.

We have attached graph, chart and image of all 6 categories of compensation system model and performance model.

Table Of contentOPMAssessment and selection of OPM………………………………………………………………………... 1Assessment Tools of OPM…………………………………………………………………………………….2Job analysis Data………………………………………………………………………………………………...5Training and Development …………………………………………………………………………………10Performance Management Cycle………………………………………………………………………….13Performance Appraisal Model of OPM…………………………………………………………………17

Compensation Model of OPM……………………………………………………………………………..18

Harvard UniversityCompensation……………………………………………………………………………………………………19Benefits…………………………………………………………………………………………………………….21Performance Appraisal Model…………………………………………………………………………….32Compensation Model…………………………………………………………………………………………34

Massachusetts Institute of Technology (MIT)Benefits Program……………………………………………………………………………………………….35Performance Review…………………………………………………………………………………………..39Development Planning……………………………………………………………………………………....41SMART model……………………………………………………………………………………………………42Integrating Performance and Development Goals………………………………………………….47

The World BankCompensation and Benefits…………………………………………………………………………………..48

Health service department……………………………………………………………………………………54

Performance appraisal………………………………………………………………………………………….55

Appraisal Model…………………………………………………………………………………………………57

National Aeronautics and Spaces (NASA):Summary of research Task and benefits……………………………………………………………..58

Appraisal Model……………………………………………………………………………………………….63

Compensation Model………………………………………………………………………………………..64

United NationSummary of Research Tasks………………………………………………………………………………65

Appraisal Model……………………………………………………………………………………………….66

Recommendation…………………………………………………………………………………………….67

Conclusion……………………………………………………………………………………………………..68

Personnel assessment states to any manner of collecting information of individuals for the making a selection decision. Selection decisions embrace, but are not restricted to, hiring, placement, promotion, referral, retention, and entry into programs leading to advancement (e.g., apprenticeship, training, career development). Selecting qualified applicants is an important step in creating a talented and committed workforce, assisting an effective organizational culture, and enhancing the overall performance of the company.   [Chowdhury.A; Ishtiak 1421407660]

Assessment procedures can be a cost-effective tool in reducing down massive applicant pools. Assessment tools enable the selection process more efficient as less time and fewer resources are expended dealing with applicants whose qualifications do not match the requirement by the company. [Chowdhury.A; Ishtiak 131 1548 660]

Assessment tool is any test, system or procedure administered to individuals to evaluate their job-related competencies, interests, or fitness for employment. The accuracy, efficiency with which applicant assessment scores can be used to forecast performance on the job is the tool's most

Assessment and selection

WHAT IS ASSESSMENT AND SELECTION?

What are personnel assessment tools?

important characteristic, referred to as predictive validity (Schmidt & Hunter, 1998).

Validity of different assessment method

Assessm

ent m

ethod

Tests

of gen

eral

cognitive

abilit

y

Work sam

ple tes

ts

Structu

red in

tervie

ws

Job knowled

ge te

sts

Accomplish

ment re

cord*

Integrit

y/honest

y test

s

Unstructu

red in

tervie

ws

Assessm

ent c

enter

s

Biodata m

easures

Conscien

tiousness te

sts

Referen

ce check

ing

Years

of job ex

perien

ce

Training &

experi

ence

point meth

od

Years

of educati

on

Interest

s0

0.40.81.21.6

Column8Column7Column6Column5Column4Column3Column2

What are the steps to effective personnel assessment?

An effective assessment tools will decrease the degree of error in making hiring decisions. Properly developed assessment tools enable companies to specifically target the competencies and skills they seek. Error in selection has both financial and practical consequences. The consequences of even a single selection error can lead to problems for an entire work unit accidents and injuries, high absenteeism, poor work quality, increased turnover, or damage to the reputation of the agency. [Chowdhury.A; Ishtiak 131 1548 660]

Conducting a valid, current job analysis Step 1

Use information from job analysis to create an assesment

used to screen or assess applicatns.

Step 2

After completetion of initial screening, other

assessment methods can be used which are more

resurce-inductive, such as structured interviews.

step 3

Why is effective personnel assessment important?

Good assessment will also benefit employees who experience greater organizational commitment and job satisfaction because they are matched to jobs for which they are well suited [Chowdhury.A; Ishtiak 1421407660]

Competency is a measurable pattern of knowledge, skills, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully." Competencies specify the "how" of performing job tasks, or what the person needs to do the job successfully. [Chowdhury.A; Ishtiak 1421407660]

A job analysis recognizes the job tasks, roles, and responsibilities of the incumbent performing the job, and the competencies needed for performance, the resources used during performance. Intrinsically, a job analysis establishes the clear connection between job tasks and the competencies necessary to perform those tasks. [Chowdhury.A; Ishtiak 1421407660]

Job analysis is the most significant foundation for all assessment and selection decisions. Recognize the best person for the job. Job analysis establish a link tasks performed in a job, the competencies required to perform those tasks, and the connection between the tasks and competencies. . [Chowdhury.A; Ishtiak 131 1548 660]

What is a competency and what is competency-based assessment?

How to do determine which competencies are needed for the position?

Job analysis data is used to:

Information gathered from a job analysis can also be used to determine job requirements, training needs, position classification and grade levels, and inform other personnel actions, such as promotions and performance appraisals. [Chowdhury.A; Ishtiak 1421407660]

An Occupational Questionnaire typically consists of multiple choices, yes/no, or similar types of questions that cover a variety of competencies related to the position.

Establish and document competencies required for a job

Identify the job-relatedness of the tasks and competencies needed to successfully perform the job

Provide a source of legal defensibility of assessment and selection procedures.

OCCUPATIONAL QUESTIONNAIRES

Benefits of Questionnaire:

COMPETENCIES

A competency is a measurable pattern of knowledge, skills, abilities, behaviors, and other characteristics that an individual needs to perform

Occupational questionnaires are a fairly quick and inexpensive way to screen for minimum qualifications, and assess applicants to identify the best qualified.Low burden and high face validity for applicants

Wide variety of KSAs/competencies can be assessed

Test security is not an issue

Measures of training and experience are familiar to agencies

Easy to automate and Summary Sheets

work roles or occupational functions successfully. Competencies are.

Maximum of the assessment require considerable test development and measurement expertise to develop in-house. Measurement specialists can assist in selecting or developing valid, fair, and effective assessment tools to meet specific hiring needs. Many vendors offer professionally-developed assessments. Each agency is responsible for ensuring assessments meet all regulatory and legal criteria. Company should develop and maintain the necessary documentation to support their selection processes.

When designing an assessment strategy and when selecting and evaluating assessment tools it is important to consider a number of factors such as

assessing and selecting candidates for a job;

assessing and managing employee performance

Employee training and development

workforce planning

OTHER ASSESSMENT METHODS

DESIGNING AN ASSESSMENT STRATEGY

OPM:

Disability Employment

Hiring people with disabilities into Federal jobs is fast and easy. People with disabilities can be appointed to Federal jobs non-competitively through a process called Schedule A. Learn how to be considered for Federal jobs under the non-competitive process. People with disabilities may also apply for jobs through the traditional or competitive process. . [Rahman;Shejuty 131 1548 660]

The design of an assessment strategy should begin with a

review of the critical competencies

identified from the job analysis results

Designing a Selection Process

. Adverse impact is a legal concept used

to determine whether there is a

"substantially different" passing rate (or selection

rate) between two groups on an

assessment procedure

Legal Context of Assessment

The technology available is another

factor in determining the

appropriate assessment too

Technology:

Validity states to the association

between performance on an

assessment and performance on the

job

Validity

: Reliability refers to consistency. Assessment reliability is

established by the consistency of

scores gained when the same applicants

are reexamined with the same or

equivalent form of an assessment

Reliability

Getting a Job The difference between the competitive and non-competitive hiring processes, how to use the Schedule an Authority, and how to conduct a job search in the Federal government. [Rahman;Shejuty 131 1548 660]

Diverse workforce in a comprehensive environment will improve individual and organizational performance and result in better value to customers, clients, taxpayers, and other stakeholders. We look forward to working with agencies to create a more diverse, high performing workforce.. To gain the maximum benefit from increasingly diverse workforce, company must make every employee feel welcome and motivated to work their hardest and rise through the ranks. Company must affirm that we work better together because of our differences, not despite them. [Chowdhury.A; Ishtiak 1421407660]

The Office of Diversity and Inclusion (ODI) examines policy options, government-wide data trends, and employee survey findings that affect OPM's management of HR policy, specifically including diversity and inclusion throughout the Federal government. To make sure that Federal departments and agencies recruit and retain talented individuals from all communities, ODI will develop comprehensive strategies, to drive and

Diversity & Inclusion

integrate diversity and inclusion practices throughout the Federal government and to help build a diverse and inclusive workforce, respecting individual and organizational cultures, while complying with merit principles and applicable Federal laws. [Chowdhury.A; Ishtiak 1421407660]

ns

The term 'employee relations' refers to a company's efforts to manage relationships between employers and employees. An organization with a good employee relations program provides fair and consistent treatment to all employees so they will be committed to their jobs and loyal to the company. Such programs also aim to prevent and resolve problems arising from situations at work.

Employee relations offers developmental activities directed at imparting information to enhance practitioners’ performance.

Employee Relations

TRAINING

Labor Relations and Employee Accountability, together form the Partnership and Labor Relations program office within Employee Services in the U.S. Office of Personnel Management. Labor Relations delivers technical expertise ts on issues arising under the Federal Service Labor-Management Relations Statute. Labor Relations also facilitates training and collaboration among agencies on issues concerning labor unions. Lastly, Labor Relations consults at the national level with labor organizations, agency managers and labor relations officials in the development of human resource policy and on Government rules, regulations, and binding directives affecting conditions of employment. [Chowdhury.A; Ishtiak 1421407660]

Training

Roundtable discussions feature guest speakers

and subject matter experts that are

recognized experts in Federal employment law,

rule, and practice

The Professional Development Series

(PDS) is sponsored by the Employee and Labor

Relations Interagency Network, and

Partnership and Labor Relations

Personnel Management sponsors an inter-agency

Employee and Labor Relations (ELR) Network. Agencies

participate by designating appropriate staff members

representing their employee relations and labor relations

functions as Network members

Labor-Management

Along with employee and Labor Relations (ELR) Network, the U.S. Office of Personnel Management, Partnership and Labor Relations, provides training for management representatives and managers who work in federal agencies. Training is facilitated by a variety of senior labor relations management personnel across the federal government to bring together experts from different agencies. [Chowdhury.A; Ishtiak 1421407660]

Performance management is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organization. More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals. . [Chowdhury.A; Ishtiak 1421407660]

This Performance Management guidance relates to the management of employee performance (i.e., planning, developing, monitoring, rating, and rewarding employee contributions), rather than performance-based or performance-oriented approaches to managing, measuring, and accounting for agency program performance. . [Chowdhury.A; Ishtiak 1421407660]

TRAINING

Performance Management

OVERVIEW

Performance management is an organized effort by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of mission and goals.

Performance management has five key components they are

work and setting expectationsPlanning

Monitoring performanceMonitoring

The capacity to perofrmDeveloping

Peridiocally rating performance Rating

Good performanceRewarding

Planning

PlanningMonitoringDevelopingRatingRewarding

PERFORMANCE MANAGEMENT CYCLE

The first step in performance management is setting the stage correctly—defining individual goals and aligning them with the corporate strategy. The process of setting goals should be a collaborative process between a manager and his or her employees. Once the company-wide strategy is established, individual goals should be created that support the “big picture”. . It also includes the measures that will be used to determine whether expectations and goals are being met. Involving employees in the planning process helps them understand the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done. [Chowdhury.A; Ishtiak 1421407660]

Monitoring

Monitoring is constantly measuring performance and providing ongoing feedback to employees and work groups on their progress toward reaching their goals. Managers need to be aware of their employees’ progress on goals in order to step in with coaching assistance or resources when it appears that goal targets may be missed or, even better, to acknowledge successes with appropriate monetary or non-monetary rewards.

Developing

In order to get the most out of their employees, developing process should include listening, observing, giving constructive feedback, and providing recognition. Developing is increasing the ability to perform through training, giving assignments that introduce new skills or higher level of responsibility, improving work processes, or other methods. It can encourage and enhance good performance and help employees adopt the changes in the workplace. [Chowdhury.A; Ishtiak 1421407660]

Rating

Rating means evaluating employee or group performance against the elements and standards in an employee's performance plan, summarizing that performance, and assigning a rating of record.

The most important part of the performance management is to provide feedback about what the employee has successfully learned and still needs to learn and create a plan to provide the opportunity for the employee to develop those necessary skills.

Rewarding

A successful rewarding strategy can be the key to retaining r top talent and driving organizational performance that exceeds all expectations. [Chowdhury.A; Ishtiak 1421407660]

Rewarding means providing incentives and recognition of employees, individually and as members of groups, for their performance and acknowledging their contributions. Acknowledgement for good performance can be done through many ways, from a sincere "Thank You!" for a specific job well done to granting the highest level, agency-specific honors and establishing formal cash incentive and recognition award programs

Teams consist of two or more people who coordinate their activities to achieve a common goal. Teams are a system of unifying people to support inter-dependence and cooperation that requires close coordination among the team members to achieve a particular tasks. Team performance includes both the outputs produced by the group or team as a whole, as well as the contribution of individual team members to the success of the team.

Teams

WORK-LIFE

Work-life is the practice of creating a flexible, supportive environment to engage employees & maximize organizational performance. Important work-life programs offered to Federal employees include worksite health and wellness, Employee Assistance Programs, workplace flexibilities, telework, and dependent care. Once implemented with to today’s best practices, work-life programs can demonstrate significant benefits for agencies, employees, and our communities. [Chowdhury.A; Ishtiak 1421407660]

Assessment procedures can be a cost-effective tool in reducing down massive applicant pools. Assessment tools enable the selection process more efficient as less time and fewer resources are expended dealing with applicants whose qualifications do not match the requirement by the company

Diverse workforce in a comprehensive environment will improve individual and organizational performance and result in better value to customers, clients, taxpayers, and other stakeholders.

This Performance Management guidance relates to the management of employee performance (i.e., planning, developing, monitoring, rating, and rewarding employee contributions), rather than performance-based or performance-oriented approaches to managing, measuring, and accounting for agency program performance.

An organization with a good employee relations program provides fair and consistent treatment to all employees so they will be committed to their jobs and loyal to the company. . [Chowdhury.A; Ishtiak 131 1548 660]

SUMMARY OF RESEARCH TASK OF OPM

PERFORMANCE APPRAISAL MODEL OF OPM

Performance Appraisal Model

Performance Appraisal Objectives

Confidential reportevaluationCritical incident techniqueGraphic rating scaleBehaviorally anchored rating scalesManagement by Objectives

Performance Appraisal

Design

Performance Appraisal Technique

Individual Evaluation

Method

Confidential report

evaluationCritical incident

techniqueGraphic rating

scaleBehaviorally

anchored rating scales

Management by Objectives

Multi-Person Evaluation

Method

RankingPaired

ComparisonForced

Distribution360 Degree Feedback

Appraisal Output

Appraisal Review

Other Method

Performance Test

Field Review

Appraiesal Output

COMPENSATATION MODEL OF OPM

Compensatation Mnagement System

Financial

DirectEqual Wages and SalariesMarket Adjustment or Cost of Living AdjustmentMerit Increase or Performance BonusesFair Commission

IndirectInsurance Plans: Life, Supplementary Health, Dental Vision, Disability CoverageSocial Security Benefits: Retirement Plans, Employment Insurance, Workers Compensation, Educational Services, Employee ServicesPaid Absences: Vacations, Holidays, Sick Leave, Educational Leave, Jury Duty, Compassionate Leave

Non-Financial

The Job PositionDuties and Responsibilities,ChallengesAutonomy,Opportunity for Recognition,Feeling of Achievement, Advanced Opportunity.

Work Enviroment

Fair and Consistent Practices and PoliciesCompetent SupervisionFun and Effective CoworkerProper working EnvironmentFlexible SchedulingAlternative Working ArrangementModified Retirement

Harvard does have competitive salaries to attract and retain talented employees and to reward performance, through vigilant attention to both market conditions and our position within the higher education and local and national employment markets.

Salaries are mixed with comprehensive benefits; generous paid time-off, access to education and professional development, and a vibrant campus environment offering almost limitless cultural and recreational opportunities represent a compelling total rewards package. . [Chowdhury.A; Ishtiak 131 1548 660]

Determining compensation

The University offers a systematic, data-driven method to staff compensation in all occupational areas and in all schools and units. Harvard’s compensation system for staff is designed to: [Chowdhury.A; Ishtiak 131 1548 660]

Compensation

Human Resources Compensation department fetches and analyses market data about salaries from higher education and external sources about industry on a regular basis as well as evaluates and modifies University salary ranges to compete with this external market. Survey sources includes local and national markets, along with particular markets such as biotechnology, information technology, museums, etc. Eligibility for overtime pay, as well as review of internal equity is also closely monitored.

on

Compensatation

Ensure pay that is competitive

Flexibly respond to changing internal and

external circumstances

Promote pay equity and consistency across

Harvard

Expertise on Compensation

Determination of starting salaries varies depending on experience, skills and the market for the position. Hiring department, in accord with guidelines from the Harvard Compensation department, determines the externally competitive and internally equitable salary for each new employee. Starting salaries will generally be in the lower part of the spectrum of salary range for the position. . [Chowdhury.A; Ishtiak 131 1548 660]

Merit salary increase program

Consideration for an annual merit salary increase occurs near the end of the fiscal year, along with the formal performance management process. To strengthen the link between performance and pay, the University

Design and implementation of salary grades and ranges, pay and

reward programs

Analysis of competitive market data, compensation

trends and pay practices

Consultation to decision-makers throughout the

University, including executive

compensation reviews

Compensation training and

communications; development of up-to-date policies and

guidelines

Compliance with pay-related legal and regulatory

obligations

Starting salaries

encourages regular meetings between staff and supervisors throughout the year. . [Chowdhury.A; Ishtiak 1421407660]

Harvard provides comprehensive benefits that support their employees and their families, protects employee’s income in the case of illness or unforeseen circumstances, and help build long-term financial security for retirement. With many options available, employees can find the coverage and support that meet needs at all stages of working life and beyond.

Eligibility and Enrollment

Eligibility for Harvard's health & welfare benefits, one must be employed on a regular University payroll, and working at least 17.5 hours per week or paid at a base annual rate of at least $15,000. Eligibility requirements for represented employees may vary by union contract. . [Chowdhury.A; Ishtiak 1421407660]

The following dependents are eligible for Harvard’s medical, dental and vision care plans under family coverage (the employee must be enrolled in the same plan):

Benefits

As employees who are eligible, will be automatically enrolled in a 100% Harvard-paid retirement plan after a waiting period of six months to one year (depending on plan); employees receive an information package from the Harvard University Retirement Center two months prior to enrollment.

Employees can also enroll in a voluntary tax-deferred retirement savings account (TDA) at any time to supplement your retirement savings and build your retirement security. New faculty and non-union staff members are routinely enrolled in a TDA after 60 days of employment. They will receive an information package mailed to your home with TDA and investment option information. . [Chowdhury.A; Ishtiak 1421407660]

Health BenefitsA long-standing priority of Harvard is to support health and wellness of their ffaculty and their family member through access to top quality care.

Types of Benefits:

Eligibility Componenets

Spouse or domestic partner

Eligible children up to age 26, including children by birth, adoption, foster placement, marriage/domestic partnership, or legal guardianship

Children of any age who are incapable of self-support due to

Retirement Benefits

Harvard offers disability and life insurance offers help to employees to take care of themselves and provide for family in the case of an unpredicted loss of income. Some programs are provided at no cost to, while others are optional with costs are based on the coverage you choose. . [Chowdhury.A; Ishtiak 1421407660]

Types of Disability

Benifits

Medical benifits offers subsidized medical coverage

from top-rated Harvard Pilgrim Health Care (HPHC) and the University’s own Harvard University Group

Health Plan (HUGHP).Eemployees may choose between individual and family coverage from two HMO plans, two POS plans or one PPO plan (for employees living outside of

Massachusetts).

Dental: Delta Dental, Harvard’s dental care

provider, offers in-network and out-of-network coverage.

The plan provides full coverage for preventive

care and substantial coverage for other

dental services, such as restorative services,

periodontics and oral surgery as well

orthodontia for covered dependents under age

19

Vision: In addition to the vision benefits offered under our health plans,

Harvard offers a comprehensive vision care plan from Davis

Vision. It covers vision exams, eye-wear, and

contact lenses as well as discounts on services like

laser surgery.

Reimbursement Programs: offers unique reimbursement programs to provide additional

financial protection for employees who earn less than $95,000 per year, are enrolled in a Harvard HMO, POS or PPO medical plan, and experience high expenses in a given year. No enrollment is required for

the reimbursement programs..

Disability and Life Insurance

Types OF Disability

Harvard’s Short-Term Disability (STD) plan for staff and postdoctoral

fellows provides pay for up to 26 weeks of leave within

a 52-week consecutive period (including a wait period) if employees are unable to perform the

material duties of your job due to illness or injury.

Long-Term Disability (LTD) provides 60% of pay (tax-free) if employees are unable to perform the material

duties of thier job for more than 180 days due to illness or injury. They must enroll to participate and there is a cost for this coverage. MetLife, Harvard's life insurance provider, provides additional benefits

to participants, including free will preparation services, free estate resolution assistance, financial

planning and more. Learn more.

Supplemental Long-Term Disability can be added

to regular long-term disability for those who

earn more than $300,000 per year. They

must enroll to participate; newly-

eligible employees will receive an enrollment

package.

Fitness & Wellness

Harvard fitness and wellness program provide essential opportunities to exercise, help manage stress and get and stay healthy. The Harvard University Health Services Wellness Center is open to all members of the Harvard community. Facilities are convenient to campus and memberships are inexpensive. [Chowdhury.A; Ishtiak 1421407660]

Fitn

ess &

Wel

lnes

sHarvard’s athletics facilities and resources are available to staff, faculty, students, alumni and

eligible family members. It offers annual or semester memberships, personal trainers, and fitness classes offer as many options as private gyms. The facilities include gyms in several convenient

campus locations with cardio and weight rooms and locker and towel services. Inexpensive memberships are available online for access to facilities; for a small additional cost

BodyScapes has programs designed to meet individual needs, including weight loss, stress management, cardiovascular endurance and overall health

The Center for Wellness allows to find mind and body health with Harvard's Center for Wellness programs.

Harvard’s two medical plans, Harvard Pilgrim Health Care and HUGHP, both provide a fitness reimbursement for members of up $150 per year for gym memberships and related

expenses.

Management believes that finding reliable caregivers is important to working parents. That is why the management is committed to providing you with access to a wide array of child care options. Facilities include:

Childcare optionsSix on-campus child care centers

Six on-campus

Back-up care resources;

Information on schools and after-school programs;

Camps and school vacation programs;

New parent programs to help you transition to parenthood and back to work;

Ways to connect with other parents in the community.

child care centers

A flexible work arrangement is any non-standard schedule, including flexible schedules, part-time work, job-sharing and telecommuting/remote work. There agreement between the employee and manager, and to meet everyone’s needs, it often demands more structure than a standard schedule. . [Chowdhury.A; Ishtiak 1421407660]

Finding ChildCare

On Campus Child Care

Six nonprofit, independent child care centers are located on

campuses

Off Campus Group Child Care

High-quality, affordable child care is in high

demand in the greater Boston area.

Nannies and In-home Child Care

For parents who prefer in-home care,

Management has a preferred vendor

agreement with the American Nanny

Company to provides nanny.

What is flex work?

A flexible schedule contains hours that differ from the hours worked by other employees in the same department. . [Chowdhury.A; Ishtiak 1421407660]

An employee completes a full workweek in less than five days by increasing the number of hours worked per day.

Core hours – The hours in a work day when the department

determines that all staff are needed.

Bandwidth – The daily range of hours during which managers

allow flexible scheduling.

Flexible hours – The hours an employee

chooses to work.

Flexible schedules

Compressed workweek

Research demonstrates that both employee and employer gain from flexible work arrangements. Some benefits include:

Increased coverage hours: Innovative arrangement can often reduce overtime costs while increasing hours of coverage or service.

Com

pres

sed

wor

kwee

k5 x 4 workweek: An employee may work four days in one week and five in the next, as long

as the two-week total is 80 hours

Reduced hours/part-time:Reduction in hours for a temporary or seasonal period of time, or

as a permanent change.

Job Sharing: Two people fill regular part-time jobs and share the responsibilities of one regular full-time position, or one plus a

fraction of a second position.

Telecommuting/Remote work:An employee works off-site for a specified number of hours

per week. An employee has no designated office space, and she/he works off-site.

Business advantages of flex work

Competitive edge for recruitment and retention: Increasing numbers of employees turn down higher-paying job offers in favor of a less rigid work environment.

Less use of paid leave: Staff have more time to schedule personal appointments during non-work hours.

Better management practices: Productivity is measurable in results and contributions rather than in counting hours of work.

Improved satisfaction and morale: Staff feel more control in their work environment, so they feel more engaged in their work.

More efficient use of working space: Employees on different schedules can use the same desk or equipment at different hours.

Better commutes: A non-standard schedule can allow an employee to travel during off-peak hours.

PERFORMANCE APPRAISAL MODEL OF HARVARD UNIVERSITY

COMPENSATATION MODEL OF HARVARD UNIVERSITY

Massachusetts Institute of Technology (MIT):

Caring for DependentsSupporting Health and WellnessFlexible WorkforceFinancial Supprty Programs

HealthcareWelfareRetirement and InvestmentOther Benifits

IncentivesComissionsKnowledge Based paySkilled Based PayCompetency Based PayPerformance Based Pay

Base PayBase pay depend: on position, designation, Tenure, Qualification , NegotiationUnion and Non-Union

FIXED PAY VARIABLE PAY

WORK-LIFE BALANCEBENIFITS

Appraisal and Compensation System of Massachusetts Institute of Technology

(MIT)

The mission of MIT is to advance knowledge and educate students in science, technology and other areas of scholarship that will best serve the nation and the world in the 21st century — whether the focus is cancer, energy, economics or literature. Here we want to analyze the appraisal and compensation system of MIT. (das.sagar ID: 1430615660)

New Employee Orientation & Onboarding:

MIT's Benefits Programs: There is a little section under this program

Health & Life Benefits: MIT offers a range of programs to support you in many areas of your life and to help you plan for the unexpected.

Health, Dental, & Vision Benefits: faculty and employees can choose among a variety of health insurance plans, including medical, dental, and vision insurance.

Life Insurance: MIT provides basic life insurance free of charge, but you have the option to increase the amount of that plan through our Supplemental Life Insurance. You can also add Dependent Life Insurance for your spouse or equivalent and dependent children.

Flexible Spending Accounts: Flexible spending accounts (FSAs) offer you a way to set aside funds—tax-free—to pay for medical or dental expenses not covered by insurance. MIT also offers FSAs to help you manage expenses for care of dependents while you're at work

Adoption Support: MIT reimburses eligible employees for qualified adoption expenses up to $5,000 per finalized adoption, not to exceed a lifetime benefit of $20,000 per employee.

Planning for the Future: MIT provides exceptional benefits for its employees, including a 401(k) plan with an Institute match of up to 5% of pay contributions. There’s also a pension plan, health benefits for retirees, flexible spending accounts, tuition reimbursement, and a host of other

options that are designed to enhance the lives of MIT employees while they are on campus and into their retirement. (das.sagar ID: 1430615660)

MIT Retirement Plans: Take advantage of generous matching contributions on MIT's 401(k) plan and learn about MIT's pension plan.

The MIT Age Lab: Explore the work of the MIT AgeLab, which is developing innovations for improving quality of life in older adults. You can even participate in one of their research projects.

Funds for Education: MIT offers various benefits for educational pursuits, such as tuition assistance, scholarships, and loans. In addition, there are a wealth of workshops, classes, and programs to support the learning and career development of employees, managers, and leaders.

Children's Scholarship Plan: employees can obtain grants to cover their dependent child's tuition to MIT and, in some cases, to other accredited universities.

Educational Loan Plan: MIT offers loans to help with the cost of your dependent children's college tuition and expenses.

Tuition Assistance: MIT reimburses up to $5,250 per calendar year for eligible courses completed by full-time employees at schools other than MIT. For courses completed at MIT, this benefit pays 100% of the cost of one course per term. These benefits are pro-rated for part-time employees.

MIT Medical Services: MIT Medical offers members of the MIT community a vast array of resources to meet their health care needs. (das.sagar ID: 1430615660)

Urgent Care: Urgent care services are available to all MIT students, benefits-eligible employees, and retirees.

Dental Services: MIT Medical’s Dental Service offers patient education, general dentistry, oral surgery, periodontics, bleaching, and implants to all members of the MIT community.

MIT Optical: This full-service optical shop offers quality eyewear at a discount to members of the MIT community. Glasses out of alignment? Stop by for a quick fix—it's free!

Discounts & Perks: As a member of the MIT community, you are eligible for discounts on MBTA passes, event tickets, eyeglasses, home and auto insurance, and much more. Here are a few discounts and perks that will save you money on both essential and recreational expenses. (das.sagar ID: 1430615660)

Activities Committee (MITAC): MITAC offers discount tickets to movies, theater, and sporting events as well as discounts at major retail stores and price breaks on automobile purchases.

Athletics, Physical Education and Recreation: The Institute is proud of its award-winning athletic complex and employee-oriented athletic programs. Members of the MIT community receive a discount on membership – a portion of which may be covered by health insurance.

Cell Phone Discount Plan: MIT has partnered with four vendors—AT&T, Sprint, T-Mobile, and Verizon Wireless—to provide the community with discounted pricing on several cellular telephone plans. Save up to 20 percent on your monthly cell phone bill.

Community Giving at MIT: Join your MIT colleagues and donate to your favorite local charity on Atlas. Easily make and manage your charitable contributions via payroll deduction, credit card, or check. Your selected agency will receive 100% of your donation. Check out the many ways you can participate in MIT’s public service initiatives.

Fitness Reimbursement: Participants in both the MIT Medical and MIT Choice health plans are eligible to receive a health club reimbursement.

Home and Auto Insurance Discount: MIT offers discounts for eligible employees on home, property, auto, and other liability insurance through MetLife.

Library Privileges: In addition to being able to borrow materials from all MIT libraries, MIT staffs are eligible for borrowing privileges at a number of Harvard College libraries.

Travel and Hotel Discounts: MIT has many benefits for travel that can be utilized for personal use.

Furniture Exchange: The MIT Student Furniture Exchange (FX) – a service project of the MIT Women's League since 1958 – sells used furniture and household goods at bargain prices.

Create a Website: Using MIT's Drupal Cloud service, you can build an easy-to-update website for your department, lab or center, your club or organization, your research, or yourself. IS&T will host and maintain it for you for free.

Your First Month: As the employee continue to develop in his new role, learn about the organization, build relationships and ensure employee have met his deadlines for benefits enrollment. Sign up, as needed, for professional training, and explore Cambridge in addition to MIT’s campus. (das.sagar ID: 1430615660)

Schedule, Job Duties, and Expectations

Schedule regular one-on-one meetings with your manager. Request on-going, meaningful “everyday feedback.” Feel free to ask questions about the performance management

process and compensation system. Discuss performance and professional development goals.

Take on an additional assignment.

Socialization

Continue introducing yourself to those inside and outside your department.

Attend campus events of interest to you. Arrange to tour MIT’s campus.

Training and Development

Sign up for necessary training.

Performance Review:

Frequent Conversations Prepare Managers and Employees for the Annual Review:

Midyear conversations present opportunities to assess progress toward goals and to make midyear corrections. Learn more about preparing and conducting the review conversation. (das.sagar ID: 1430615660)

Keep Job/Position Descriptions Up-to-Date:

Performance Review of the employees:

Job/position descriptions should be reviewed annually to reflect the frequent change in responsibilities and duties in MIT's positions.

Document the Conversations:

A written performance review form or memo is important because it documents a shared understanding of past performance and provides a record of expectations for the work going forward. (das.sagar ID: 1430615660)

Start with a Self-Appraisal

Individual managers can also ensure that every employee receives an annual review and that the review process is based on a self-appraisal form completed by the employee.

Consider Multi-rater Feedback

Finally, a richer view of the employee's contributions can often be gained by including feedback from colleagues and customers. (das.sagar ID: 1430615660)

A Successful Performance Review Conversation Needs

Careful planning by manager and employee Constructive communication Collaborative attitude Openness to giving and receiving feedback Commitment to "continuous improvement"

Goal setting/ Development planing:

Performance Goals:

Are short-term objectives set for specific work in the employee's current position

Relate to the department's overall goals Include clearly defined expectations for success

Development Plans

Tie to anticipated needs in the employee's current position and/or Focus on opportunities outside the current role and/or Look at the organization's anticipated needs and/or Focus on the employee's strengths, talents, and interests separately

from the current position.

Development Planning

Development planning is a rich opportunity for employees and managers to plan for an individual's development with an eye toward the department's future needs. In addition to reviewing current goals and accomplishments, performance management discussions can also focus on the future. (das.sagar ID: 1430615660)

The development planning aspect of the conversation typically includes three categories:

Knowledge Skills Personal attributes

Types of Development Activities:

Professional development activities for an employee to consider in addition to training courses:

Work on department or Institute teams or projects Contact people who are in jobs, career fields, and/or organizations of

interest to gather career information Connect with groups around MIT that focus on skill development—for

example, MIT's Toastmasters Clubs provide mutually supportive and positive learning environments for developing communication and leadership skills

Increase your knowledge about communicating with others, handling meetings, and other topics by exploring Organization and Employee Development (OED) Learning Topics

Create an "affinity group" by bringing together a group of MIT colleagues with similar interests to share stories and strategies

Create a book group by inviting colleagues to read and come together to discuss a relevant book or article

Lead team/department discussions about current work projects Give presentations about work projects to colleagues and/or at

conferences Provide training to colleagues on a topic or skill that you have just

learned or have mastered

Using the SMART acronym can help ensure that managers and employees share the same understanding of goals set during performance review conversations. (das.sagar ID: 1430615660)

SMART Goals:

Specific Measurable Achievable Relevant Time-bound

Here is a sample goal:

Keep our department's web page up-to-date.

The following is a revised goal that meets the SMART criteria:

The first Friday of every month, solicit updates and new material from our department's managers for the web page; publish this new material no later than the following Friday. Each time new material is published, review our department's web page for material that is out-of-date, and delete or archive that material.

The revised goal is:

Specific

At a specific time solicit updates from a specific group of people, and at a specific time revise the web page.

Measurable

Were updates solicited on schedule? Was the web page updated on schedule? These are both yes or no questions.

Achievable

This requires some conversation—is the updates too frequent? What should the employee do if managers fail to respond? What other time-sensitive work is this employee responsible for? With conversation, it should be

possible to set a shared, achievable standard for updating the department's web page.

Relevant

The goal needs to tie into the employee's key responsibilities and be relevant to the mission of the department.

Time-bound:

This sample goal does not end with a particular action or event but carries forward until the employee's next review, or until it is changed for other reasons. Some goals might be time-bound by setting a deadline for the project or task to be completed. For example, "By March 31, include photos of the new graduate students on our web page.

Performance Development Toolkit for Managers:

The graphic below illustrates the five components of Performance Development.

MIT Performance Development Improvement Process: (das.sagar ID: 1430615660)

A defined set of baseline and best practices for each of the five components of performance development

A simple process and some tools to help departments move from their current performance development practices toward the best practices

An effort driven by the department and supported by HR A process in which underlying obstacles to achieving best practices

are identified and addressed

Ongoing Feedback

Feedback is a focused dialogue between a manager and an employee, a method of sharing information and perspectives about performance. The goal of ongoing feedback is to identify where performance is effective and where performance needs improvement. Giving and receiving feedback is a

two‐way street; both the manager and the employee should be proactive by frequently seeking out and providing feedback. (das.sagar ID: 1430615660)

Giving Effective Feedback: a 4‐part Model:

Performance Reviews:

Formal performance reviews are a crucial part of the ongoing dialogue between managers and their employees. The objectives of the review conversation are to make sure that the employee and manager share a clear definition of the job, an understanding of performance expectations for the position, and an assessment of the employee's performance. (das.sagar ID: 1430615660)

BASELINE PRACTICES

Manager and employee review job/position description, update as needed, discuss past year’s performance

Review is written; employee is informed that it will be part of his/her MIT personnel file; employee signs and receives a copy.

Goal Setting/Development Planning:

BASELINE PRACTICES

An employee's performance goals and development plans are created by the manager and employee written and, where possible, measurable

Performance goals answer the question "What is expected of the employee in his/her job/position?"

Development goals answer the question "In what areas and ways should the employee develop for the future?"

BEST PRACTICES (Baseline Practices plus)

Performance goals are aligned with both job/position description and department goals

Development plans include more than training (e.g., special projects, committee assignments, mentoring relationships)

Achievement of performance goals is used to drive next assignments.

Integrating Performance and Development Goals: (das.sagar ID: 1430615660)

Performance Development

Performance Goals

Development Goals

The World Bank:

The International Development Association (IDA) provides interest-free loans — called credits and grants to governments of the poorest countries.

Together, IBRD and IDA make up the World Bank

We have to analyze the compensation system of The World Bank. (das.sagar ID: 1430615660)

Compensation and Benefits: (Including Retiree Life and Medical Insurance/Benefits)

Employing Spouses:

A spouse or a domestic partner of a staff member maybe assigned to the same country office, provided that neither supervises the other, directly or indirectly, and provided that the Vice President responsible for the country office, in consultation with the Manager, HR Operations, approves the appointment. (das.sagar ID: 1430615660)

Dependency (Tax Equivalency) Allowances:

Five percent of net salary for spouse, up to a maximum of $3,500, and $600 for each dependent child. These allowances are prorated if the spouse’s prior year annual income exceeds $30,000 gross. If the staff member is legally separated, divorced or a single parent, the allowance shall be five percent of net salary up to a maximum of $3,500 for the first dependent

Appraisal and Compensation System of World Bank

child as defined above and living in the staff member’s household, and $600 for each additional child.

Tax Allowance:

Staff members who are liable for the payment of national income taxes on the remuneration received from the Bank Group receives a tax allowance as determined by the Executive Directors. (das.sagar ID: 1430615660)

Leave

The World Bank provides different types of leave to their employees.

Annual leave:

26 working days per year, increasing to 28 and 30 days per year after five and ten years’ service, respectively, accrued daily. (das.sagar ID: 1430615660)

Sick Leave:

15 working days of sick leave per year, accrued daily. Sick leave and disability insurance provide income replacement if you become disabled while working at the Bank Group. Decisions regarding disability benefits and the duration of disability rest with our disability insurance administrator. Absences of 20 days or more must be reported by you, your leave coordinator or your manager to the disability administrator via email.

Maternity/Adoption Leave:

Up to 60 working days for childbirth and/or adoption. For staff with less than two years of service; full parental leave is granted, but the staff member resigns prior to two years of service, the leave granted must be repaid on a prorated basis. (das.sagar ID: 1430615660)

Paternity Leave:

Up to five working days for childbirth or adoption where the staff member is not the primary caregiver.

Relocation Leave:

Managers may authorize up to five working days of administrative leave to enable a staff member recruited from outside the duty station area to perform essential personal tasks associated with settling in the duty station area. (das.sagar ID: 1430615660)

.

Overtime

Overtime is work performed in excess of the staff member’s regular work week beginning on Sunday and ending on Saturday. Only staff members holding positions in levels GA through GD are eligible to be paid for overtime work. (das.sagar ID: 1430615660)

Staff Retirement Plan (SRP):

The Pension Plan is mandatory for all open-ended and term staff members. Restoration provisions exist for individuals who previously received benefits from the World Bank Staff Retirement Plan. (das.sagar ID: 1430615660)

Insurance Plan:

The World Bank gives different types of insurance benefits to their employees.

Medical Insurance Plan (MIP):

The Bank Group sponsors a comprehensive medical/dental insurance plan for staff members and their dependents including a choice of three options. One option (for U.S.-based staff only) allows the staff member to maximize their benefits by using a Personal Care Physician to direct medical care. Contributions, shared by the Bank Group and the staff member, are deducted from each paycheck. (das.sagar ID: 1430615660)

Retiree Medical Insurance Plan (RMIP):

The Bank Group provides health care coverage (comprehensive medical, dental and prescription drug benefits) at retirement. To qualify for coverage, staff must have at least five years of pensionable service and their age plus pensionable service must equal 60 or more. (das.sagar ID: 1430615660)

Life Insurance Plan:

The Bank Group sponsors a Group Life Insurance Plan. All eligible staff members automatically receive Bank-paid basic coverage of 300 percent of annual net salary at no cost to the staff member. Additional coverage of up to 300 percent of annual net salary, at the staff member’s expense, is offered to all eligible staff. Total coverage (Bank-paid plus optional) cannot exceed 600 percent of annual net salary. (das.sagar ID: 1430615660)

Accident Insurance Plan

The Bank Group sponsors a Group Accident Insurance Plan, which pays in the event of accidental death or dismemberment. All eligible staff members automatically receive basic coverage of 300 percent of annual net annual salary. A spouse/registered domestic partner is covered automatically at 50 percent of the staff member’s coverage amount, and each eligible dependent child is covered at 25 percent of the staff member’s coverage amount.

Long Term Care Insurance

The Bank Group makes available an unsubsidized Long Term Care Insurance Plan for staff members, their families and their parents and/or parents-in-law. This insurance plan is designed to help with the costs of care which is generally not medical in nature but which results from the inability of people to care for themselves independently. (das.sagar ID: 1430615660)

Other Financial Benefits

Loan benefits to staffs:

The Bank Group offers a several loan programs to staff, including settling-in, education and housing. Each has different eligibility requirements, loan lengths and interest rates. Repayment is made through payroll deduction. (das.sagar ID: 1430615660)

Relocation Travel Compensation:

The Bank Group will pay for relocation air tickets for the staff member and his/her eligible dependents to fly less-than-first class from the place of recruitment to the new duty station by the most direct route

Travel Accident Insurance

Staff and their dependents will be covered while in travel status against accident by an insurance policy to which the Bank Group subscribes. The standard beneficiaries of this life insurance are indicated in the “Accident & Accompanying Baggage Insurance” summary. (das.sagar ID: 1430615660)

The World Bank Compensation Package

Employing Spouses

Dependency Allowances

Tax Allowance

Leave Overtime

Sick Leave Maternity Leave

Paternity Leave

Relocation Leave

(das.sagar ID: 1430615660)

Medical Insurance Plan

Retiree Medical Insurance Plan

Life Insurance Plan

Accidental Death Insurance Plan

The World Bank Financial Assistance

Loan Benefits to

staffs

Relocation Travel Compensation

Mobility Premium

Travel Accident Insurance

Health Service Department of World Bank

Retirees, Spouses, and Registered Domestic Partners: Health Service Department promotes good health for staff and families of the World Bank Group by offering health services and health promotion programs for staff at headquarters and around the world. Many of HSD’s programs are available to Retired Staff, as well as Spouses and Registered Domestic Partners of active staff. At Headquarters, these include various Health Promotion Programs.

MINDFULNESS MEDITATION Weekly Lunchtime Sessions:

Scientific studies have demonstrated the benefits of mindfulness meditation in the reduction of stress. Practitioners commonly report an increased ability to relax, enhanced energy and enthusiasm for life, greater self-esteem, better concentration, and an ability to cope more effectively with stress at work and in other areas of daily life.

Regular weekly session on of the program is on Thursday. For all experience levels, Meditation is in chairs, and regular work attire is fine. (das.sagar ID: 1430615660)

RELAXATION CLASS: Free Group Training: The Power of Relaxation:

World Bank holds Relaxation class on every Tuesday for their employees. The main benefits of Relaxation Program are:

Release physical tension Manage emotions Clear the mind and get better quality and quantity of sleep Improve concentration, focus, work productivity and feeling of self-

accomplishment

Improve communication and interpersonal relationships with family, friends and colleagues

Connect to true self to find calm and inner peace Make better choices and regain a sense of control over one’s life

World Bank has a very well designed performance appraisal system. The appraisal system consists of different phases.

Performance Planning Performance Execution Performance Assessment Performance Review

Performance Planning

Performance Execution

Performance Assessment

Performance Review

Performance Appraisal of World Bank

Figure: Phases of Performance Appraisal

World Bank mainly using the rating plans in their performance appraisal system program. Their appraisal system has the most popular rating scale approach which provides reinforcement at every level. The rating scale model has mainly 4 basic dimensions. (das.sagar ID: 1430615660)

Very effective: Meets all the objective of the job. Exceed required standards and consistently performs in a thoroughly proficient manner beyond normal expectation.

Effective: Achieves required objectives and standard of performance and meets the normal expectation of the job.

Developing: A contribution which is stronger in some aspects of the job than others; where most objectives are met but where performance improvement should still take place.

Basic: A contribution which on the whole meets the basic standards required although a number of objectives are not met and there is clearly room for improvement in several definable areas.

Performance Appraisal Model of World Bank

5. National Aeronautics and Spaces (NASA):

Introduction:

NASA Employs the nation’s top scientists , engineers, and other technical staff, supported by a capable group of professional and administrative personnel ,who boldly expand frontier in air and space to inspire and serve

Performance Appraisal

Assessing Results

Assessing Behaviors

Assessing personal characteristics

Behavior Based Pay Competency Based System

Single Rater Multi Rater

Supervisor Outsider TeamSelf SubordinatePeer

America and to benefit the quality of life on earth. [Rahman ; Shejuty 131 1548 660]

Summary of Research Tasks:

Pay

The Office of Personnel Management (OPM) provides leadership on Federal pay administration policies and programs. We maintain pay tables for General Schedule employees, manage the Federal Wage System, and develop and provide Government wide regulations and policies on other pay and leave authorities. [Rahman ; Shejuty 131 1548 660]

Ultimately, each Federal agency is responsible for complying with the law and regulations and following OPM's policies and guidance to administer pay policies and programs for its own employees. [Rahman ; Shejuty 131 1548 660]

The Office of Personnel Management (OPM) provides leadership on Federal pay and leave administration policies and programs. They maintain pay

tables for General Schedule employees, manage the Federal Wage System, and develop and provide Government wide regulations and policies on other pay and leave authorities. [Rahman ; Shejuty 131 1548 660]

Leave Program

As a NASA civil service employee, they may have a choice of work schedules; may receive various types of leave; and you may receive up to ten Federal holidays.  Search this page for information on NASA Leave, Donor Programs, and Work Schedules. [Rahman ; Shejuty 131 1548 660]

Types of Leave

Annual Leave:

An employee may use annual leave for vacations, rest and relaxation, and personal business or emergencies. An employee has a right to take annual leave, subject to the right of the supervisor to schedule the time at which annual leave may be taken. [Rahman ; Shejuty 131 1548 660]

An employee will receive a lump-sum payment for accumulated and accrued annual leave when he or she separates from Federal service or enters on active duty in the Armed Forces and elects to receive a lump-sum payment. [Rahman ; Shejuty 131 1548 660]

Employee Type

Less than 3 years of service *

3 years but less than 15 years of

service *

15 or more years of service *

Full-time employees

½ day (4 hours) for each pay period

¾ day (6 hours) for each pay period, except 1¼ day (10 hours) in last pay

1 day (8 hours) for each pay period

Employee Type

Less than 3 years of service *

3 years but less than 15 years of

service *

15 or more years of service *

period

Part-time employees

1 hour for each 20 hours in a pay status

1 hour for each 13 hours in a pay status

1 hour for each 10 hours in a pay status

Uncommon tours of

duty

(4 hours) times (average # of hours per biweekly pay period) divided by 80 = biweekly accrual rate.

(6 hours) times (average # of hours per biweekly pay period) divided by 80 = biweekly accrual rate

(8 hours) times (average # of hours per biweekly pay period) divided by 80 = biweekly accrual rate.

Sick Leave

Sick leave is a paid absence from duty. An employee is entitled to use sick leave for:

personal medical needs family care or bereavement care of a family member with a serious health condition adoption-related purposes

Sick Leave Accrual

Description Time

Full-time employees 1/2 day (4 hours) for each biweekly pay period

Part-time employees 1 hour for each 20 hours in a pay status

Uncommon tours of duty

(4 hours) times (average # of hours per biweekly pay period) divided by 80 = biweekly accrual rate

Advanced Sick Leave

At the discretion of the agency, up to a maximum of 240 hours (30 days) of sick leave may be advanced to an employee when required by the exigencies of the situation. For further details and limitations, please see our fact sheet entitled Advanced Sick Leave.

Sick Leave Usage Limits per Leave Year

No limitation for an employee's own personal medical needs Up to 13 days (104 hours) of sick leave for general family care and

bereavement each leave year Up to 12 weeks (480 hours) of sick leave to care for a family member

with a serious health condition each leave year

If an employee previously has used any portion of the 13 days of sick leave for general family care or bereavement purposes in a leave year, that amount must be subtracted from the 12-week entitlement.

Advanced Sick LeaveAt the discretion of the agency, up to 240 hours (30 days) of sick leave may be advanced to an employee, when required by the exigencies of the situation, for purposes related to the adoption of a child. For further details, please see our fact sheet entitled Advanced Sick Leave. [Rahman ; Shejuty 131 1548 660]

Leave without PayLeave without pay (LWOP) is a temporary nonpaid status and absence from duty that, in most cases, is granted at the employee's request.  In most

instances, granting LWOP is a matter of supervisory discretion and may be limited by agency internal policy.  [Rahman; Shejuty 131 1548 660]

Pregnancy/Childbirth A pregnant employee who must be absent from work at some point before giving birth for her own health or that of her unborn child is entitled to use sick leave. An employee is also entitled to use sick leave to care for a family member who is incapacitated because of pregnancy or childbirth, or to accompany her to prenatal care appointments. [Rahman; Shejuty 131 1548 660]

B) NASA’s Performance Appraisal Model:

C) NASAs Compensation System Model:

NASA offers a competitive pay package based upon criteria which take into account the knowledge and skills required to perform your job, your level of responsibility and the geographic location of your position. [Rahman; Shejuty 131 1548 660]

Ames Research Centre

Annual

Hourly

Jhonson Rearch CentreAnnual

Hourly

Armstrong Flight Rerearch

CentreAnnual

Hourly

6. United Nation:

a) Summary of Research Tasks:

Organizing a high-performance team /sustaining high performance

Research shows that highly productive teams give as much attention to how they work together—their communication and coordination—as they do to their work tasks and results. In these teams, members communicate regularly and frequently and learn from each other.

B) UN Performance Appraisal Model:

The United Nations uses several tools to evaluate the performance of its staff, for example, the UN Secretariat uses ePAS (electronic Performance Appraisal System) while UNFPA uses PAD (Performance Appraisal and Development).

Create a Harmonious Workplace:

As a team, participate in the Global Diversity webinar. Debrief together after the training about how to apply what you have taken from the training to your team interactions. 

Recommendations

Performance appraisal has been the focus of considerable research for a century. Yet, this research has resulted in very few specific recommendations about designing and implementing appraisal and performance management systems whose goal is performance improvement.

We believe that a reason for this is that appraisal research became too interested in measurement issues and not interested enough in ways to improve performance, although some recent trends in the area have begun moving the field in the right direction.

We review these trends and their genesis, and propose a motivational framework as a means of integrating what we have learned and generating proposals for future research that focus on employee’s performance management.

CONCLUSION:In the conclusion part we can say that we have learned enough and

practices and sys-tem qualities associated with performance management. The objectives of thisstudy are to: Describe the structure of performance Management systems. Benchmark practices associated with planning, tracking, a reviewing performance. Identify trends in performance management practices. Identify the most common barriers. Measure employee and manager Perceptions of effectiveness. Identify best practices for system effectiveness. Establish the relationship between performance management and individual land organizational performance. This report is based on responses from 6 organizational members.

In first Chapter we have focused on the assessment & selection of US OFFICE PERSONNEL MANAGEMENT (OPM) of his study examines the practices and sys-tem qualities associated with performance management. Total reward work life system that is included in the second chapter talks about compensation, benefits, and childcare.In the third chapter we have included MIT MASSACHUSETTS INSTITITE OF TECHNOLOGY,where talks about performance review and goals setting, SMART AND SO ON. We have also discussed about UNITED NATIONS, NATIONAL AERONAUTICS AND SPACE ADMINISTRATION (NASA), THE WORLD BANK and HARVARD UNIVERSITY.

We have attached graph, chart and image of all 6 categories of compensation system model and performance model.

Reference:

1.http://appraisals.naukrihub.com/use-of-it.html. And Human resource management by Gray Dessler and Biju Varkkey.

2. www.opm.gov3. www.hr.havard.edu4. http://hrweb.mit.edu/5. http://go.worldbank.org/xzwkp9k6mo6. http://nasapeople.nasa.gov/7. https://hr.un.org/