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    Direction:An admired American not-for-profit that had a problem in the firm. HR was mired in chasing managers to complete forms; managers found the process frustrating and time-consuming. Employees soon learned that everyone got pretty much the same raise because the appraisal process was so badly broken. HR, management and employees all agreed on one thing: they hated the system. The breakthrough came simply by getting the process under control through automation. There are many vendors offering good performance management technology, and this organization found one that fit their budget and understood their needs. The results were dramatic. Managers found the process less time-consuming. Automatic reminders saved HR the pain of chasing forms. The burden of paper disappeared, and with surprising ease they shifted from an organization where few appraisals were submitted on time to one where the vast majority was done promptly. With the administrative logjam cleared, the performance management system began to deliver what it was meant to. Pay could now be tied more clearly to performance. Goal setting was taken seriously and the ability to see one another’s goals led to better alignment. Managers found they had better access to the data they needed to make salary decisions. Getting the administration under control isn’t as exciting as clearing out low performers, spotting high potentials, or saving people on the edge. Yet ask anyone in the organization and they will point to this as a real success story.
    Rearrange the steps in appraisal process.
    A) Objectives of performance appraisal
    B) Establish job expectations
    C) Design in appraisal programme
    D) Performance Management
    E) Appraise performance
    F) Performance interview
    G Archive appraisal data
    H) Use appraisal data for appropriate purposes

    Options :-

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    2. hgfedbca
    3. abcfghde
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    5. dcghafbe
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