1. Appraisal at Darby Gas & Light
Case Study No.3
PAF-KIET CITY CAMPUS PRESENTED BY
SEMESTER ;SUMMER 2014 ABDUL NAVEED KHASKHELI
SUBJECT :HRM MASHAL-UR-REHMAN
SUBMITTED TO :RAZA KAMAL HAFIZ MUHAMMAD USMAN

2.  Summary of Case
 Steve shakely is the CEO of a moderately sized public utility Darby & Gas & Light.
 Darby has 250 Professional employs (Engineer, system analysis ) including 25 Managers.
 Firm started using a new appraisal system
 All Employees are rated by their immediate supervisor one a years.
 Mr Shakely has hired you as an external consultant to review appraisal form and the system.
 Mr Shakely also is interested in your plan for a rater training program.
 The manager have never received any formal training in conducting appraisal interviews with their
subordinate

5. .

6.  Do you think this form is relevant to Darby Gas & Light ?
The form does not provide the depth of information about a particular facet . Although place has been earmarked for
writing of comments with each dimension but no guideline has been provided in the form to appraise the same
In this method of appraisal , abstract traits like loyalty dependability , or integrity can not be rated unless they are defined
in more specific behavioral terms . This form however includes dependability which is an abstract trait , without
mentioning the specific terms like dependability in following directions or company policies etc
1. There is no explanation of the specified dimension /facet which is to be evaluated . Rater may have different
interpretations of the factors listed in the appraisal form
2. The continuum is generalized and lacks specific points
3. There are lots of ambiguities in the form which may introduce bias
4. There is no place kept on the form for writing employees feedback /reaction to the appraisal
5. There is duplication of dimensions like decision making and problem solving
6. Use of dimensions that are not defined as performance outcomes (job knowledge, decision making.
7. Use of anchors that are not defined in terms of behaviors (low, average, high)
8. No requirement to substantiate ratings by making comments. Raters are told they should provide comments, not that thy
must provide comments.
9. Dimensions assessed may be viewed as subjective and difficult to legally defend (appearance, leadership).
 More dimensions should be added to the form for making it more beneficial like
 Employee Self raking
 Quality of Work
 Initiative
 Foresight
 Judgment
 Acceptance of Responsibility
 Drive and Determination

7. .
 What is your assessment and evaluation of exhibit 7.4.3?
1. Reaction data-prepare a form that assesses trainees’ reactions to the rater training .it
should include questions pertaining to the effectiveness of the trainers, content, and
facilities.
2. Learning data-use multiple choice or essay questions to ask trainees about legal issues
in appraisals and appropriate procedures for conducting appraisals.
3. Behavioral data-assess employees’ perspectives before and after the training on the
degree to which the raters provide specific ,timely, descriptive feedback to employees.
4. Results data-assess the before and after data of important employee outcomes that
seem to be affected by the performance appraisal system in this organization. these
could be absenteeism, turnover, employee attrtudes.etc.

8.  What changes would you recommend as far as
evaluation is concerned for Darby Gas & Light ?
1. In addition in Appraisal form there must be (Social, Spiritual,
Intellectual, Physical ) marking portion .
2. Darby should consider the use of multi-raters in the form feedback
system. also tend to be more accurate, perceived as faire, have fewer
biases and are less likely to be targets for lawsuits.
3. Darby should consider benchmarking its positions with their toughest
competitor in order to improve quality to their customers and in order
to tailor the performance appraisals on customer satisfaction

9.  . .