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Qta Notes

Autor:   •  May 1, 2016  •  Course Note  •  548 Words (3 Pages)  •  770 Views

Page 1 of 3

QUESTION: 1

Experts recommendations were good so that most of the administrators would have filled the form because at first the meaning of the score was not that much clear as they were rating them on a scale of 1-5 and it is very subjective in nature because every administrator would have perceived the numbers differently but now each number meant something and gave a true picture because numbers were related to some standards now and now it was not linked to increase in pays. And secondly, this time the survey was not forced so administrators could give there feed openly. Some of the recommendations were not good because the form contained all the information about the people filling the, such surveys should be kept anonymous so that there should be no grudge among the employees or team members later on.

I would have recommended the benefit of whole team instead of just one person, this would have promoted team work among the employees and secondly the surveys would have been anonymous so that the employees don’t have problems among them later on. I would have considered all the factors not just the satisfaction of the administrators because in this way the productivity would be less and keeping the team members happy would be a priority.

QUESTION: 2

Both of the method  i-e graphical and ranking method has their pros and cons but in this case the ranking method seems to be more accurate because the whole organization would know about their employees that who are working and efficient, who lie in the middle and finally those who are not performing well and are a burden on the organization. So after identifying the employees and whether they are effective of ineffective the organization can take proper steps, because in this way some employees can be dropped and vacancies for new employees can be created. The origination will now about the people sincere to the organization and develop them in the long runs.

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