How ethical is it to compare two different departments just to normalize or to fit in forced ranking? What are the other scientific methods of appraisal except normalization?
From India, Calcutta
1From India, Calcutta
Hi Debyani,
I would say its not uneithical to compare different departments, but I feel one department naturally depends on another department, so it is either Primary dept which is going to start the Implementation is given forced ranking or the department which gives the fruit of the implementation is given the forced ranking, inbetween the transfer of work for several depts are given Less recognition when compared to the above,
I guess I am not confused or confusing others, this is what i have observed in many industries in maximum
Regards
srilatha
From India, Hyderabad
I would say its not uneithical to compare different departments, but I feel one department naturally depends on another department, so it is either Primary dept which is going to start the Implementation is given forced ranking or the department which gives the fruit of the implementation is given the forced ranking, inbetween the transfer of work for several depts are given Less recognition when compared to the above,
I guess I am not confused or confusing others, this is what i have observed in many industries in maximum
Regards
srilatha
From India, Hyderabad
Different departments have to develop and implement different goals and strategies in order to meet the overall objective of the organization.
Marketing goals are different from Human Resource goals which are different from production goals and while they may interact with each other toward the main objective, each department is unique. To "normalize" in order to establish a ranking system is to exert too much control and thereby inhibit innovation and creativity, to the detriment of the organization.
In my experience, I have found that when managers know and understand what is expected of their departments, they develop Critical Success Factors for the department, and specifically for each employee, which meshes with the objectives and goals of the organization. Instead of fencing in the employees, a visionary manager allows the employee to be "self-directed" within reasonable parameters.
PALADIN
PALADIN
From United States,
Marketing goals are different from Human Resource goals which are different from production goals and while they may interact with each other toward the main objective, each department is unique. To "normalize" in order to establish a ranking system is to exert too much control and thereby inhibit innovation and creativity, to the detriment of the organization.
In my experience, I have found that when managers know and understand what is expected of their departments, they develop Critical Success Factors for the department, and specifically for each employee, which meshes with the objectives and goals of the organization. Instead of fencing in the employees, a visionary manager allows the employee to be "self-directed" within reasonable parameters.
PALADIN
PALADIN
From United States,
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