Term Paper on

“PERFORMANCE APPRAISAL & COMPENSATION SYSTEM OF US OFFICE OF PERSONNEL MANAGEMENT,HARVARD UNIVERSITY, MASSACHUSETTS

INSTITUTE OF TECHNOLOGY(MIT), THE WORLD BANK, NASA, UNITED NATION (UN) ”

Course

Performance Appraisal & Compensation System (HRM 604)

Submitted to:

Professor Dr. M. Mahmodul Hasan

School of Business

MBA /EMBA Program,

North South University.

Submitted by:

Group: Elemon

Term Paper on

1 | P a g e

“PERFORMANCE APPRAISAL & COMPENSATION SYSTEM OF US OFFICE OF PERSONNEL MANAGEMENT,HARVARD UNIVERSITY, MASSACHUSETTS

INSTITUTE OF TECHNOLOGY(MIT), THE WORLD BANK, NASA, UNITED NATION (UN) ”

Course

Performance Appraisal & Compensation System (HRM 604)

Submitted to:

Professor Dr. M. Mahmodul Hasan

School of Business

MBA /EMBA Program,

North South University.

Submitted by:

Date of Submission: 12th December, 2015.

2 | P a g e

Marzia Rahman Nomrota ID: 142-1646-660

Tamanna Zaman ID: 142-1187-660

Ishtiaq Mahmud ID: 132-1838-060

Md. Jahangir Alam ID: 152-0003-690

12th December, 2015.

Professor Dr.M. Mahmodul Hasan

North South University,

Dhaka, Bangladesh.

Subject: Submission of report on “Performance Appraisal and Compensation System of US office of Personnel Management, Harvard University, MIT, The World Bank, UN.

Dear Sir,

We are going to submit you a report on “Performance Appraisal and Compensation System of US office of Personnel Management, Harvard University, MIT, The World Bank, We tried to give the performance appraisal and Compensation system of above mentioned. We faced many problems in finding data, collecting information, current market situation and so on. We would like to apologize for any kind of mistakes which may be found in this report.

Sincerely yours,

Marzia Rahaman Nomrota Tamanna Zaman

142 1646 660 142 1187 660

Md. Jahangir Alam Ishtiaq Mahmud

122-1276-660 132-1838-060

3 | P a g e

ACKNOWLEDGEMENTAt first we would like to thank the almighty for giving me the strength and for his mercies

and protection without which this dissertation could not have been possible the completion of

this individual term paper as a requirement of course HRM 604. It was a great experience for

us to work on this research enlightening issue.

Preparing this report was both exciting and hard working at the same time. It was a great

experience for us to work on Performance Appraisal and Compensation System of US office

of Personnel Management, Harvard University, MIT, The World Bank, UN. We would like

to express our gratitude to Professor Dr. M. Mahmodul Hasan, Course Instructor, School of

Business, North South University, for providing us with the proper guidance and support.

4 | P a g e

EXECUTIVE SUMMARY

A performance appraisal system is the key factor used in determining whether an

organization can manage its human resources and talent effectively. Performance

management provides information on who should be trained and in what areas, which

employees should be rewarded, and what type of skills are lacking at the organization or unit

level. Therefore, performance management also provides information on the type of

employees that should be hired. When implemented well, performance management systems

provide critical information that allows organizations to make sound decisions regarding their

people resources. The typical compensation package for career senior executives includes

salary and awards. Additionally, members enjoy a benefits package and are eligible for other

forms of recognition. Performance awards (bonuses) may be given only to career executives

and are for performance during the previous appraisal period. In this report we tried to

enlighten on Performance Appraisal and Compensation System of US office of Personnel

Management, Harvard University, MIT, The World Bank, and United Nation (UN). All of

these six organizations provide an exclusive compensation and benefit program to their

employees. Employees are fairly treated as per their ability to work, performance and

experience. Equal employment opportunity practiced through a well designed job description.

We also observed focused career planning discussions between employee and manager help

to define career options and encourage appropriate learning and development opportunities

that will support next steps in all of these six organizations. These organization practices

equal employment opportunity and standardized HR practices. Workforces are highly

diversified and diversification maintenance is one of the biggest challenges for these world

class organizations. It also looks at the limited extent to which employers have undertaken

preparations for responding to the diversified workforce. Some of these organizations are

working across the globe maintaining their performance and equal compensation and benefit

system. In this report we tried to analyze and summarize different performance appraisal and

compensation related aspects of all these organization.

TABLE OF CONTENT

5 | P a g e

SL No.

Topic Name Page No.

1.0.0

All Research Tasks

1.1.1

Summary of Research area of U.S office of Personnel ManagementAssessment & Selection, Disability Employment, Diversity, Employee Relation, Labor Management, Performance Management, Work-Life

4-5

1.1.2

Performance Appraisal Model of OPM 5-6

1.1.3

Compensation System Model of OPM 6-7

1.2.1

Summary of Research area of Harvard University

Compensation, Benefits, Fitness & Wellness, Childcare, Flexible Work

8-13

1.2.2

Performance Appraisal Model of Harvard University 13

1.2.3

Compensation System Model of Harvard University 14-15

1.3.1

Summary of Research area of Massachusetts Institute of

Technology (MIT)

16

Benefits, Perks, Apps, Your First Month, Performance Review, Goal Setting, SMART, Manager’s Performance Development Toolkit.

16-22

1.3.2

Performance Appraisal Model of MIT 22

1.3.3

Compensation System Model of MIT 23

1.4.1

Summary of Research area of The World Bank

Benefits, Diversity, Health Service, Staff Manual (Compensation only)

24-26

1.4.2

Performance Appraisal Model of the world bank 27

1.4.3

Compensation System Model of the world bank 28-29

1.5.1

Summary of Research Area of NASA

Benefits, Pay, Leave Program 30-34

1.5.2

Performance Appraisal model of NASA 34

1.5.3

Compensation system model with diagram about NASA 35-36

1.6.1

Summary of Research Area of United Nation (UN)

Performance Management, Create a harmonious workplace 37-381.6.2

Performance Appraisal Model of UN 39

1.6.3

Compensation system model of UN 39-40

2.0.0

Series of Recommendations 41-42

6 | P a g e

3.0.0

Conclusion 43

4.0.0

References 44

5.0.0

Appendix 45-49

1.1.1 Summary of Research area of U.S Office of Personnel Management

Assessment and Selection

Job Analysis: Job analysis provides a way to develop this understanding by examining the

tasks performed in a job, the competencies required to perform those tasks, and the

connection between the tasks and competencies.

Occupational Questionnaires: Occupational questionnaires are a fairly quick and

inexpensive way to screen for minimum qualifications, as well as assess applicants to identify

the best qualified.

Structured Interviews: A structured interview is an assessment method designed to measure

job-related competencies of candidates by systematically inquiring about their behavior in

past experiences and/or their proposed behavior in hypothetical situations.

7 | P a g e

Job Analysis

Occupational Questionnaire

Structured Interviews

Competencies

Other Assessment

Methods

Competencies: A 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.

Other Assessment Methods: Most of the assessment methods in this section 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. { Nomrota, ID: 1421646660}

Disability Employment

Job Seekers:The Federal Government is actively recruiting and hiring persons with

disabilities. We offer a variety of exciting jobs, competitive salaries, excellent benefits, and

opportunities for career advancement.

Getting a Job: Learn the difference between the competitive and non-competitive hiring

processes, how to use the Schedule a Authority, and how to conduct a job search in the

Federal government.

Find a Selective Placement Program Coordinator: Most Federal agencies have a Selective

Placement Program Coordinator, a Special Emphasis Program Manager (SEPM) for

Employment of Adults with Disabilities, or equivalent, which helps to recruit, hire and

accommodate people with disabilities at that agency.

Providing Accommodation: In order to meet accommodation obligations, agencies should

think creatively about ways to make the workplace more accessible and create an

environment where employees who have disabilities could thrive. Here are some suggestions

that relate specifically to reasonable accommodation issues. {Nomrota, ID: 1421646660}

Diversity

8 | P a g e

Job Seekers

Getting a Job

Selective

Placement

Program Coordin

ator

Providing

Accomodation

Pursuant to Executive Order 13583 and to the Government-wide Strategic Plan, which was

published on November 17, 2011, the OPM Office of Diversity and Inclusion (ODI)

developed a D&I Dashboard for agency use in workforce planning and reporting, with

information culled from the Federal Employee Viewpoint Survey and the Enterprise Human

Resources Integration data sets.

Diversity Categories 2010 2011 2012 2013 2014Native Hawaiian / Pacific Islander

N/A N/A N/A 0.4 % 0.4 %

American Indian / Alaskan Native

1.8 % 1.7 % 1.7 % 1.7 % 1.7 %

Asian 5.6 % 5.6 % 5.8 % 5.5 % 5.6 %White 66.2 % 65.9 % 65.4 % 65.1 % 64.7 %Black 17.7 % 17.8 % 17.9 % 18.0 % 18.1 %More Than One Race 0.7 % 0.8 % 1.0 % 1.1 % 1.2 %Hispanic 8.0 % 8.1 % 8.2 % 8.3 % 8.4 %Female 43.9 % 43.6 % 43.5 % 43.4 % 43.2 %Male 56.1 % 56.4 % 56.5 % 56.6 % 56.8 %LGBT (EVS Q 96) N/A N/A 2.2 % 2.7 % 2.8 %

{ Nomrota, ID: 1421646660}

Employee Relation

Employee Relations at the U.S. Office of Personnel Management (OPM) provides guidance

and information to Federal government agencies on the statutes, case law, and regulations for

taking conduct and performance based actions. Employee relations (ER) offers

developmental activities aimed at imparting information to enhance ER practitioners'

performance. Throughout the year, in collaboration with our Interagency Network of

employee and labor relations leaders, we provide training opportunities.

9 | P a g e

Employee Relations

Professional Development SeriesRoundtablesIntragency Network

Employee Rights and Appeals

Adverse ActionPerformance BasedAlternative Dispute ResolutionAppeals

Reasonable Accomodation

Job Accomodation Network

{ Nomrota, ID: 1421646660}

Labor Management

Labor Relations, together with Employee Accountability, form the Partnership and Labor

Relations program office within Employee Services in the U.S. Office of Personnel

Management. Labor Relations provides technical expertise to the Director of OPM and

federal agencies 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. Finally, 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. {Nomrota, ID: 1421646660}

Performance Management

Performance management involves much more than just assigning ratings. It is a continuous

cycle that involves:

Planning work in advance so that expectations and goals can be set;

Monitoring progress and performance continually;

Developing the employee's ability to perform through training and work assignments;

Rating periodically to summarize performance and,

Rewarding good performance. { Nomrota, ID: 1421646660}

10 | P a g e

Work life

Work-life is the business practice of creating a flexible, supportive environment to

engage employees & maximize organizational performance. Work-life programs are

critical management tools for the Federal community as we strive to maintain an

excellent, engaged workforce. Key work-life programs offered to Federal employees

include worksite health and wellness, Employee Assistance Programs, workplace

flexibilities, timework, and dependent care. When implemented according to today’s

best practices, work-life programs can demonstrate significant benefits for agencies

employees, and our communities. {Nomrota, ID: 1421646660}

1.1.2 Performance Appraisal Model of OPM

Results-oriented performance appraisal plans are central to linking individual accountability

to organizational outcomes to build a high performance organization. OPM Consultants can

provide internal reviews to help agencies ensure that their performance management plans are

compliant with Human Capital Accountability Assessment Framework (HCAAF) and

Performance Appraisal Assessment Tool (PAAT ) requirements. These plan reviews

encompass SES, SL/ST, and GS or equivalent performance appraisal plans. The performance

plan appraisal review process includes three “pass” reviews of individual performance plans

11 | P a g e

Telework

Health & Wellness

Employee Assisstance

Program

Dependent Care

with specific feedback on criteria specified in the PAAT, general briefings to managers and

human resources officials, and one-on-one consultation with appraisal plan holders if needed.

{ Nomrota, ID: 1421646660}

{ Nomrota, ID: 1421646660}

1.1.3 Compensation System Model of OPM

The typical compensation package for career senior executives includes salary and awards.

Additionally, members enjoy a benefits package and are eligible for other forms of

recognition. Performance awards (bonuses) may be given only to career executives and are

for performance during the previous appraisal period. The agency head approves awards

following recommendations by the agency Performance Review Board. The amount of an

award must be between 5 percent and 20 percent of the executive's rate of basic pay as of the

end of the performance appraisal period. Generally, total award payments in an agency are

limited to 10% of the aggregate amount of basic pay paid to career appointees as of the end of

the previous fiscal year.

12 | P a g e

{Nomrota, ID: 1421646660}

13 | P a g e

1.2.1 Summary of Research area of Harvard University

Compensation:

Harvard offers competitive salaries that are designed to attract & retain talented employees

&to reward performance. Their salaries combined with-

o comprehensive benefits

o generous paid time-off

o access to education

o professional development

 Harvard’s compensation system for staff is designed to:

Ensure pay that is competitive

Flexibly respond to changing internal and external circumstances

Promote pay equity and consistency across Harvard

Starting salaries vary depending on-

Experience

skills

The market for the position

Harvard’s 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. {Tamanna, ID: 1421187660}

Benefits:

14 | P a g e

Open Enrollment 2016:

Benefits Open Enrollment for 2016 was held November 9-23, 2015. Open Enrollment is now

closed. In early December, a confirmation statement will be mailed to applicant’s home.

November 9–23, 2015. There are several changes to the health plans for faculty,

administrative/professional, nonunion support staff and postdoctoral fellows for 2016.Like-

Make any desired changes to your medical, dental, and/or vision care coverage

Review your medical, dental, and/or vision coverage, etc.

Health Benefits:

Supporting the health and wellness of their faculty, staff and their families through access to

top quality care is a long-standing priority at Harvard. Health Benefits are:

Medical

Dental

Vision

Reimbursement Program

Retirement Benefits:

Harvard’s retirement programs help faculty and staff build financial security through

generous University-funded retirement plans and employee-funded tax-deferred savings

opportunities.

Disability & Life insurance:

15 | P a g e

Benefits

Open Enrollment 2016

Health Benefits

Retirement Benefits

Disability & Life insurance

Flexible Spending Accounts

Life Events

Harvard’s Short-Term Disability (STD) plan.

Long-Term Disability (LTD).

SupplementalLong-Term Disability.

Workers' Compensation.

Life Insurance.

Long Term Care Insurance.

{Tamanna, ID: 1421187660}

Flexible Spending Accounts:

Harvard offers benefits-eligible faculty and staff the opportunity to pay eligible health care

and dependent care expenses with tax-free dollars using a Flexible Spending Account

(FSA).There are three kinds of FSAs:

Health Care FSA

Limited Purpose FSA

Dependent Care FSA

Life Events:

If the circumstances of your life change, Harvard has many resources & services that can help

you. You may also be able to adjust your benefits to meet your new needs. Events that

permit you to make benefit changes include:

Getting married /registering a domestic partner

Having or adopting a child

Spouse changing employment

Applying for long-term disability

Going on or returning from an unpaid leave of absence

{Tamanna, ID: 1421187660}

Fitness & Wellness:

Harvard Athletics facilities:

It is available to –

16 | P a g e

Staff.

Faculty.

Students.

Alumni & eligible family members.

Annual or semester memberships, personal trainers, and fitness classes offer as many options

as private gyms.

Body Scrapes Fitness:

It has programs designed to meet-

Individual needs.

Including weight loss.

The Center for Wellness:

They offer therapies such as -

Massage.

Acupuncture.

Reiki & shiatsu at very competitive rates.

Fitness Reimbursement:

17 | P a g e

Fitness & Wellness

Harvard Athletics facilities

BodyScapes FitnessThe Center for

WellnessFitness

Reimbursement

Harvard’s two medical plans-

Harvard Pilgrim Health Care

HUGHP

Both provide a fitness reimbursement for members.

{Tamanna, ID: 1421187660}

Childcare:

18 | P a g e

{Tamanna, ID: 1421187660}

Flexible work:

19 | P a g e

On Campus Child CareOff Campus Group Child CareNannies and In-home Child Care

Finding Childcare

Care.com Back up CareNannies and In-home Child CareHarvard Student Employment OfficeHarvard Community Child Care Bulletin Board

Back-up Care,Babysitters

Private Schools,Religious Schools.After school programs often feature arts,crafts,games & sports,as well as time to do homework.

Schools & After School Programs

For benefits-eligible faculty & staff,Havard offers a "School's Out" profram for children ages 6 to 12EAP (Employee Assistance Program) will provide a list of summer camps,free of charge.

Camps and School Vacation Options

Child Care ScholarshipsAssistance Paying for Back-up CarePaying for Adoption

Financial Assistance for

Child Care

Harvard Adoption Assistance Plan provides as much as $5,000 to assist with adoption cost.

Adoption Resources

New Parent Transition ProgramHarvard Students Spouses and Partners AssociationHarvard Community Child Care Bulletin Board

Parenting Supports, Lactation Support

Harvard encourages all units and departments to consider proposals for flexible work. As per

Harvard, proposals for flexible work arrangements should focus on-

Results.

Predictability for all involved.

How the work will get done without negative impact on co-workers, and on

reciprocity.

{Tamanna, ID: 1421187660}

1.2.2 Performance Appraisal Model of Harvard University

{Tamanna, Id: 1421887660}

1.2.3 Compensation System Model of Harvard University

20 | P a g e

develop unit strategy & goalsalign goals of employee & organizationset individual goals that are SMART

Teamwork and collaborationBuilding a high-performance teamEmbraces changeResource allocation

Overall PerformanceCompetenciesGoals

each employee does a self assessmentmanager provides written feedbackget re-alignes on goals & priorities

Goal-Setting Defining competencies

Rating ScalesFeedback & Performance

Discussions

Competitive salaries:

Designed to attract and retain talented employees and to reward performance.

Promote pay equity and consistency:

The Harvard Human Resource compensation department gathers and analyses market data

about salaries and adjusts University salary ranges to compete with external market.

Eligibility for overtime pay, as well as review of internal equity is also closely monitored.

Total Rewards package:

21 | P a g e

compensation system

competitive

salaries

collective bargaining process

merit salary

increase program

Promote pay equity

and consistency

externally competitive &

internally equitable

salary

Total Rewads package

Salaries combined with comprehensive benefits, generous paid time-off, access to education

& professional development, and a vibrant campus environment offering almost limitless

cultural and recreational opportunities -- represent a total rewards package.

Externally competitive & internally equitable salary:

Harvard Compensation department determines the externally competitive and internally

equitable salary for each new employee.

Collective bargaining process:

Individual compensation discussions begin during the hiring process. They may then occur at

a variety of times, including following a job review, during the annual increase process, &

related to the performance assessment discussion

Harvard’s merit salary increase program:

Annual merit salary increase occurs near the end of the fiscal year, along with the formal

performance management process.

{Tamanna, ID: 142118766}

22 | P a g e

1.3.1 Summary of Research area of Massachusetts Institute of

Technology (MIT)

Benefits

MIT offers all the benefits for eligible employees that you’d expect from a large

organization, such as generous vacation, health insurance, retirement programs, and

tuition assistance. But that’s just the start -- please explore this chart to detail more

about benefits for employee and employee family. We’ve got you covered.

{Nomrota, ID: 1421646660}

Perks

MIT benefits are not just your average benefits. They offer professional and personal growth

that goes well beyond the norm. 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. The campus offers state-of-the-art athletic facilities, great places to eat and socialize,

and a busy calendar of cultural events. We have a robust rewards and recognition program

23 | P a g e

BENEFITS

Health & life BenefitsHealth, Dental & Vision BenefitsLife InsuranceFlexible Spending AccountsAdoption Support

Planning for FutureMIT Retirement PlanThe MIT AgeLab

Funds for EducationChildren's Scholarship PlanEducation Loan PlanTution Assistance

MIT Medical ServiceUrgent CareCommunity Wellness at MIT MedicalDental ServiceMental Health AND Counseling ServiceMIT Optical

Time Off and Time AwayTime offLeave of AbsenceLong Term Disability PlanVacation Tracking

and comprehensive work-life resources. Add the international student body, world-renowned

faculty and lecturers, numerous diversity and inclusion initiatives, and the opportunities are

limitless.

{Nomrota, ID: 1421646660}

24 | P a g e

Activities Committee (MITAC)

Athletics, Physical Education and Recreation (DAPER)

Cell Phone Discount Plan

Commuter Discounts and Options

Community Giving at MIT

Fitness Reimbursement

Home and Auto Insurance Discount

Library Privilage

Big Screen

Travel and Hotel Discounts

Resturant Reviews

MIT Federal Credit Union

MT Optical

Will Preparation

Furniture Exchange

Create a Website

MIT TechCASH Program

Apps

{Nomrota, ID: 1421646660}

Your first Month

Welcome new employee

Introduce him or her to others in the work group. If possible, gather your work group

together for an informal coffee or lunch; keep it small-scale so the employee feels

welcomed but not overwhelmed.

Tour the work area: Restroom, Coat area, Refrigerator, microwave, cafeteria,

etc.,Copy machine, Fax machine, Emergency exits

Give the employee an office key or access card.

Review the employee's I-9 eligibility documents and complete the I-9 form.

Remind the employee about the date and time of their new employee orientation.

Spend some "quality time “with the new employee and review:

Provide some basic training on:

o Logging on to office computer systems, including getting a Kerberos identity,

system password(s) and MIT personal certificate

o Voice mail

o E-Mail

25 | P a g e

People Directory

Campus Map

Shuttle Schedule

Events CalenderStellar

TechCASH

Emergency Information

o Atlas Time Entry (for Support and Service Staff)

Allow the employee a chance to spend time in his or her own work space

Allow the employee and his or her peers to have time to chat and visit with each

other.

Check in with the employee before he or she leaves to see how the day went.

Have an open door to the employee for questions and concerns.

{Nomrota, ID: 1421646660}

Performance Review

A Successful Performance Review Conversation of MIT requires

Careful planning by manager and employee

Constructive communication

Collaborative attitude

Openness to giving and receiving feedback

Commitment to "continuous improvement"

High level of accountability—good follow-through on commitments made

during conversation

Openness to redefining or readjusting goals as needed (for the department

and/or for the employee)

{Alam, 1520003690, Edited by: Nomrota, ID: 1421646660}

Goal setting

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 Goals

Tie to anticipated needs in the employee's current position and/or

26 | P a g e

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.

{Alam, 1520003690, Edited by: Nomrota, ID: 1421646660}

SMART

Using the SMART acronym can help ensure that managers and employees share the same

understanding of goals set during performance review conversations.

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.

Relavant

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

of the department.

27 | P a g e

TimeBound

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.

{ Alam, 1520003690, Edited by: Nomrota, ID: 1421646660}

Manager’s performance development toolkit

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.

Keep Job/Position Descriptions Up-to-Date

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.

Create a Reciprocal Process.

Frequent conversations about performance create a reciprocal process and an

atmosphere of shared responsibility for the work.

Managers and employees who do meet regularly to discuss performance goals

report that the annual review conversation becomes a summary—a low-stress

"non-event" that is just part of an ongoing cycle.

Start with a Self-Appraisal. Individual managers can also ensure that every

28 | P a g e

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

{ Alam, 1520003690, Edited by: Nomrota, ID: 1421646660}

1.3.2 Performance Appraisal Model of MIT

Performance development is a broad term that includes performance management and

employee development. It describes both managing/assessing the work that needs to be done

and providing opportunities for professional growth and development.There are tremendous

benefits to managers, employees, and organizations that invest time and thought into

performance development practices. When done consistently and well, these practices result

in better performance on the individual and organizational levels, higher satisfaction and

morale among staff, retention of strong performers, and an effective means for correcting.

{Nomrota, ID: 1421646660}

29 | P a g e

1.3.3 Compensation System Model of MIT

The Administrative Staff salary classification structure is broad in that it blends measures of

internal and external market equity. The Compensation Office suggests that, where

appropriate, job postings contain a hiring range. 

Hiring Ranges:The hiring range should be based on what has been budgeted for the job,

what others in similar jobs within the department and across the Institute are being paid, and

what the market is paying for similar jobs.

Administrative Staff Salary Ranges

Leve

l

Level Code  Level Min  Level Max

1 N $48,600 $85,300

2 O $53,000 $96,900

3 P $58,500 $112,600

4 Q $66,200 $148,900

5 R $82,800 $211,900

6 S $121,500 $265,000

Support Staff Salary Structure

The Support Staff salary structure consists of five salary ranges (grades 2 through 6).

Starting salaries for employees are typically determined by referring to the salary range

assigned to the position being filled, the individual's job-related experience, knowledge and

skills, current pay, and the salaries of other employees performing the same or similar job

functions.

Support Staff Salary Ranges (Non-Exempt - Hourly)

Grade Minimum Midpoint Maximum2 $15.09 $18.16 $21.223 $15.53 $19.81 $24.094 $16.73 $22.37 $28.005 $19.08 $25.39 $31.706 $21.82 $28.36 $34.91

{Nomrota, ID: 1421646660}

30 | P a g e

1.4.1 Summary of Research area of The World Bank

Benefits

Insurance

Medical

Medical Insurance plan for HQ staff

Obtain Insurance for a short term consultant/temporary in USA

Medical insurance plan for HQ retirees

Medical Benefits for Country Office Staff

Medical Benefits plan for Country Office Retirees

Find a Doctor

Sponsored Medical Insurance plan for a parent or Parent-in-law-enroll

31 | P a g e

Benefits

Insurance

Medical

Long Term Care

Life Insurance

Accidental Death Insurance

visitor Insurance

Offer & Benefits Calculator

Pension

Long Term Care

Long Term Care Insurance for HQ Staff

Life Insurance

Retiree Life Insurance(HQ/CO)

Basic and Optional Life Insurance

Accidental Death Insurance

Accidental Death Insurance for short term consultants & temporaries

Accidental Death & Dismemberment Insurance for Regular, Open, Term,

ED,ETC/ETT Appointments

Visitor Insurance

Get an insurance for seminar participants or visitors to USA

Offer & Benefits Calculator

offer calculator

Pension

Gross plan(participation on or before April 14,1998)

Net plan(participation on or after April 15,1998)

{Tamanna, ID: 1421187660}

Diversity

While conducting a study of the diversity and inclusiveness of the World Bank Group’s

workforce, an organizational review of external best practices found that the institution

should explore new ways to become more diverse and could benefit from an outside

perspective. The World Bank Group, in selecting members of an External Advisory Panel,

sought leaders who had demonstrated success in both diversity and inclusion in the

workplace.

{Tamanna, ID: 1421187660}

Health Service

Health Service Department (HSD) 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,

32 | P a g e

as well as Spouses and Registered Domestic Partners of active staff.  At Headquarters, these

include various Health Promotion Programs.

{Tamanna, ID: 1421187660}

Staff Manual (Compensation only)

1. SALARY SCALES

General

World Bank Group staff members are paid a salary net of taxes except as otherwise

provided in a letter of appointment.

Grades GA through GI

Midpoints for Grades GA through GI will be established by the World Bank Group

through reference to pay practices of selected comparator organizations in the local labor

market composed of public and private sector organizations.

Grades GJ and GK

The Midpoints for Grades GJ and GK are adjusted by the Consumer Price Index

(CPI) movement for the

Washington, DC-Baltimore area from May of the previous calendar year to May of the

current year.

Salary Scale Minimum and Maximum

The minimum salary and maximum salary shall be equidistant from the Midpoint at

each grade.

International Competitiveness

The international competitiveness of the U.S. salary scale at grades GE through GH

will be analyzed every four years in comparison to a market comprised of comparator

organizations from member countries selected by the Bank Group, currently France

and Germany.

{Tamanna, ID: 1421187660}

1.4.2 Performance Appraisal Model of the World Bank

33 | P a g e

{Tamanna, ID: 1421187660}

34 | P a g e

AnalysisA systematic exploration of the way things are & the way things should be.The difference is the performance gap.

DesignIf the analysis identifies a performance gap,the Design phase will outline the performance objectives.

DevelopUsing the information gathered in the Analysis & Design phase, the performance solution is created.

ImplementThis stage includes delivery of the performance solution.

EvaluateMeasurement of how well the performance solution achieved the objectives.

1.4.3Compensation System Model of the World Bank

ANNUAL PAY INCREASES

Total Merit Increase

The Total Merit Increase will be determined annually as the total salary increase authorized

for distribution to staff through pay for performance increases. The Total Merit Increase

equals the sum of the Structure Adjustment,

PROMOTION INCREASES

35 | P a g e

Compensation system

Annual Pay Increses

Total Merit Increases

Promotion Increases

Performance-Based Award Program

Recruitment Bonus

General

Salary Calculation & Payment

Deductions

Allowances

Absence Without Leave

Reduced Work Schedule

Upon promotion to a higher grade pursuant to the provisions of Staff Rule, a staff member

will receive an increase equal to the greater of:

3 to 12 percent of the Midpoint of the new grade, provided that the net salary after the

promotion increase does not exceed the maximum of the salary range for the new

grade; or

The amount necessary to bring the net salary to the minimum of the new grade.

PERFORMANCE-BASED AWARD PROGRAM

The Bank may pay a non-pensionable performance-based award to staff members

(“Individual Performance Award”) within the Bank’s Finance Complex to measure,

recognize and reward achievements throughout the year.

RECRUITMENT BONUS

The Bank Group may pay a recruitment bonus if:

a staff member is recruited outside of the Bank Group, and is appointed to a position

subject to international recruitment; and

The manager responsible for the position determines, with the approval of the

responsible Vice President, & the Manager, Human Resources Team, that payment of

a recruitment bonus is necessary to attract a candidate with essential skills required by

the Bank Group.

GENERAL

Salary Calculation and Payment

Salaries will be calculated on a monthly basis. Payment will be made twice monthly of

approximately 50 percent of that salary plus allowances paid on a periodic basis and less

deduction will be calculated on the basis of actual working days and paid holidays falling

within the defined period.

{Tamanna, ID: 1421187660}

36 | P a g e

1.5.1 Summary of Research Area of NASA

Benefits

Challenging, Interesting Work – NASA provides challenging and interesting work

that do not create boringness among their employees. It is very productive in terms of

employee satisfactions.

Telecommuting - Most NASA installations offer programs that support

telecommuting to accommodate medical, family, commuter needs, or clean air

programs.

Flexible Work Schedules - NASA employees have a variety of different work

schedules that are available to them depending upon their duties, location, and

personal needs. Schedules include flextime, variable day (VDS), regular, and irregular

work tours.

Employee Assistance Program - Each NASA facility has an active Employee

Assistance Program that offers confidential evaluation, counseling, education, and

referral services to NASA employees and their families.  These services are free of

charge.

Financial & Job Security – They provides financial security and Job security to all

of their employees so that their employees can perform tension free. NASA is famous

for it.

Family Friendly Workplace – Family friendly workplace is is a mandatory system

for all of their employees. Everyone is so cooperative at NASA so that a new comer

can easy fit themselves into work.

Great Work Environment - NASA provides state-of the-art facilities that provide a

safe, secure, and well maintained work environment.  Employee works work along-

side well-trained, experienced professionals.

37 | P a g e

Life-Long Learning- NASA is all about learning and education.   As a NASA

employee, their expectation is that an employee will continue to learn and develop

throughout his/her career. 

FEGLI Life Insurance - NASA employees may enroll in the government-wide

Federal Employees Group Life Insurance (FEGLI) Program.  FEGLI provides a

variety of coverage and benefit amounts.  NASA pays 1/3 of the cost of your basic

premium

NEBA Life & Travel Insurance - NASA employees may also enroll in the NASA

Employees Benefit Association (NEBA) Life & Travel Insurance Program.  NEBA is

an employee operated not-for-profit association that offers a variety of coverage

including free child coverage--at very competitive rates.

Choice of Health Benefits Plan – NASA provides a choice from a variety of Health

Maintenance Organizations (HMO) or fee-for-service health plans. If a employee

enrolls then, NASA pays approximately 75% of your biweekly health benefit

premium.

Health Clinic - Most installations have onsite health clinics that provide preventive

care, limited immunizations, and health screening at no charge.

Incentive Awards Program - NASA has an active incentive awards program that

rewards and recognizes outstanding achievement, innovation, and performance. 

Awards are both monetary and non-monetary (time-off, medals, and certificates).

Safety & Wellness Programs - As a NASA employee, not only will they be a key

player in their safety and wellness programs, employees are also be a major

beneficiary in that their processes, products, facilities, and workforce are all focused

on insuring that employees are safe, secure, and well cared for.

Social Security Coverage - If an employee earned at least 40 Social Security credits,

they will be entitled to social security benefits normally at age 62.

Medicare Coverage - As a Federal employee, they will be eligible for Medicare at

age 65.

38 | P a g e

Retirement Plan – Employees are will be enrolled in the Federal Employees

Retirement System (FERS).  They will be eligible to receive retirement income from

three sources: a basic retirement plan, their Thrift Savings Plan, and Social Security.

Tuition Assistance - NASA will prepay employees tuition for college coursework

related to their job.

Reasonable Living Costs - Most NASA facilities are located in areas that are rated

below the national average for costs of living but are rated high for quality of life.

Competitive Internal Job Placement -When filling most positions, NASA considers

current employees first.  If the position involves a possible promotion, they will

announce the job opportunity.  Job Portability - If an employee on a career

appointment, his/her service credit, pay grade, sick leave, annual leave, and retirement

are transferable to other Federal government agencies

Federal Credit Union - As a NASA civil servant, employees are will be eligible for

membership in various Federal Credit unions.  Branches are conveniently located near

most NASA installations or accessible on-line.

Recreation & Fitness Programs - Most NASA installations have recreation and

fitness facilities or arrangements with nearby providers.  Many installations sponsor

athletic leagues, recreational and wellness classes, and special events that are also

open to family members.

Scholarship Programs for Dependents - NASA has both agency-wide and local

installation scholarship programs that are open to NASA dependents.  Competitive

selections are made annually.

Free or Subsidized Parking: Commuting Assistance - If someone pays $100-$150

per month in parking or commuting costs like many workers in larger cities then they

will understand why this is one of our hidden benefits. 

Cafeterias Onsite - Most NASA facilities have food service facilities conveniently

located within walking distance of their office or work area.  Food service is offered

at very competitive prices.

39 | P a g e

Short Term Disability Protection – Employees of NASA receives 100% of pay and

benefits during the period covered by their accrued and advanced sick leave and

accrued and advanced annual leave and credit hours. 

{Istiaq, 1321838060: Edited by:Tamanna, ID: 1421187660&Nomrota, ID: 1421646660}

Pay Includes

Competitive Salary - The pay levels or grades range from General Schedule (GS)-1

through GS-15. Entry level for college graduates with no experience range from GS-7

(for baccalaureate degrees) to GS-11 (for doctorate degrees).

Locality Pay - In addition to salary, every employee are receiving an additional

percentage of their pay that is intended to insure that their civil service pay is

competitive with that offered in the private sector.  This pay is based upon average

local wage costs in the geographic areas in which our NASA facilities are located.

Pay Increases for Experience & Longevity - In addition to a competitive salary and

locality pay, employee receives "within grade" pay increases based upon time in their

pay grade and satisfactory job performance.  These ten "steps" occur at 1, 2, and 3

year intervals.

Cost Of Living Pay Increases - Usually each year, Congress approves a small

percentage salary increase for most employees.  This increase is generally intended to

insure that Federal salaries keep pace with inflation. 

{Istiaq, 1321838060: Edited by:Tamanna, ID: 1421187660&Nomrota, ID: 1421646660}

Leave Program Includes

Sick Leave – NASA provides 4 hours of sick leave for each two week pay period. 

Employees may accrue sick leave indefinitely throughout their career. They may also

be advanced up to 240 hours of sick leave in cases of serious illness. They also may

use up to 104 hours of their sick leave each year to care for sick family members.

40 | P a g e

Annual Leave – Each employee earns 13 days paid annual leave during your first 3

years of Federal service; 20 days of annual leave per year up to their 15th year of

service; and 26 days of annual leave per year after their 15th year of service.  They

may also carry over up to 30 days of unused annual leave each year.

Holidays - As a Federal employee, NASA employees receive 10 paid Federal holidays

per year. Federal Holidays of 2015 are -

Military Leave - NASA is supportive of your participation in the U.S. military as a

reservist or member of the National Guard.  Employees may receive 15 or more days

paid military leave each year for periods of active military duty.

Leave for Jury Duty - If called to jury duty, they will be given additional paid leave

without having to use their own annual leave.

Travel Agency Onsite - Most NASA facilities have an onsite travel agency that, in

addition to arranging government travel, also provides personal travel assistance.

{Istiaq, 1321838060: Edited by:Tamanna, ID: 1421187660&Nomrota, ID: 1421646660}

1.5.2 Performance Appraisal model of NASA

41 | P a g e

{Istiaq, 1321838060}

1.5.3 Compensation system model with diagram about NASA

People Working in Jobs Civil Service Position Typical Entry Level Pay

42 | P a g e

Measurementof

Performance Appraisal

Feedbackof

Results

Rewards (based on outcomes

)

Amendments to

objectives and

activities

SettingObjecti

ves

Astronauts $60,743 -$71,780

Administrative Professionals $25,501 - $31,195 + Locality Pay

Attorneys $37,744 - $74, 773 + Locality Pay

Engineers & Scientists $33,151 - $44,034 + Locality Pay

Medical Doctors $68,137 - $84,741 + Locality Pay

Pilots(Not including Astronauts)

$31,195 - $74,773 + Locality Pay

Secretaries/Clerks $16,392 - $20,588 + Locality Pay

43 | P a g e

Senior Management $102,300 + Locality Pay

Student & Developmental Programs $15,023 - $18,401 + Locality Pay

Technicians(Includes Safety, Quality, Aircraft, Engineering, etc.)

$25,501 - $37, 744 + Locality Pay

{Istiaq, 1321838060}

1.6.1 Summary of Research Area of United Nation (UN)

Performance Management

44 | P a g e

The granting of salary increments is subject to the satisfactory performance

and conduct of staff members as evaluated by their supervisors, unless

otherwise decided by the Secretary-General in any particular case. The

decision to award or withhold a salary increment on the basis of

performance shall be made by the second reporting officer, based on the

rating awarded by the first reporting officer as reflected in the e-PAS or e-

performance document.

The following ratings, shall justify a determination that awarding a salary

increment is warranted:

• Exceeds performance expectations.

• Successfully meets performance expectations.

The following ratings as specified in section above shall justify a

determination that awarding a salary increment is not warranted:

• Partially meets performance expectations.

• Does not meet performance expectations.

{Istiaq, 1321838060: Edited by: Nomrota, ID: 1421646660}

Create a Harmonious Workplace

Managing effectively in the diverse UN work environment

When we think of the "diversity" concept in a workplace, we often think of cross-

cultural differences first.  While these are important, and especially prevalent in the

UN environment, attention to diversity also means considering the perspectives that

come from different genders, races, religions, sexual orientations and mental/physical

difficulties.

Conflict Prevention and Resolution

We work in a large organization with a staff diverse in culture and function, dispersed

over many countries across the globe. It is to be expected that some tensions will exist

45 | P a g e

at times and disagreements will occur. Keeping our goal uppermost – a harmonious

workplace – managers must act for prevention and quick resolution.

Commitment to the UN: Fostering the sense of honor to serve

Keep staff grounded in the larger mission of the UN as well as its many

accomplishments by encouraging them to know what is going on in the present as

well as the highlights of the 70 years of UN history.

Motivating and inspiring staff 

One of the most important things to remember as a manager is that the things you say

and do affect others directly. Think carefully about the effect you want to have, and

guide your behavior accordingly. It’s true that individuals make their own choices

about how much they will invest themselves in their job, but as a manager, you have

daily influence over those decisions. Use it wisely and in a motivating way.

Staff Well-being

Staff members serve in many types of work settings and at time encounter situations

that challenge emotional and physical well-being, in addition to the stresses of

personal and family life. As a manager, be aware of what is available to respond to

these needs and challenges.

{Istiaq, 1321838060: Edited by: Nomrota, ID: 1421646660}

46 | P a g e

1.6.2 Performance Appraisal Model of UN

{Istiaq, 1321838060}

1.6.3 Compensation system model of UN

Compensation is determined by comparing the net salaries paid by the United Nations with the after-

tax salaries of comparable staff employed by selected employers in the locality where duty stations

are located.

a) Base salary

The base salary, which is determined by the grade of the post specified in the job opening and

by the existence of any dependents, is the same throughout the United Nations system.

Annual net base salary ranges approximately in US$:

37,000 - 80,000    for entry level professionals (P1 - P3)

47 | P a g e

Service/Unit Plan1. Objectives

2. Key Deliverables3. Goals

Performance Appraisal System

Goals/PerformanceUN Core Values &

CompetenciesDevelopment Plan

Performance Review & Feedback1.Unit Performance2.Individual & Team Performance Review

3. Managing Under-Performance

67,000 -

106,000   for mid-career professionals (P4 - P5)

95,000 -

123,000   for senior level professionals (D1 - D2)

Tax exemption

Salaries, grants and allowances paid by the United Nations are normally exempt from income

tax.

b) Post adjustment

The base salary is supplemented by a post adjustment which varies according to the cost of

living in the duty station and the exchange rate of the United States dollar. The post

adjustment, set by the United Nations as a percentage of the base salary, ensures that all staff

members at the same salary level have a similar purchasing power in every duty station by

compensating for the differences in cost of living while taking currency fluctuations into

account.For example if your annual base salary is US$ 64,000 and the post adjustment

multiplier for your duty station is 65.7%, your salary will be calculated based on the

following: Post adjustment per year:      US$ 64,000 x 0.657 = US$ 42,048

Total annual salary:      64,000

48 | P a g e

{Istiaq, 1321838060}

2.1.1 Recommendation for OPM

1. Promote communication and information-sharing. The HR will work with

stakeholder agencies – providers and customers – to share information about HRIT

portfolios and plans, facilitating the kind of information-sharing that will lead to

resource sharing.

2. Establish the HR Innovation Center. It will also provide for a sandbox environment

that allows for demonstrating and accessing the HR applications that may be shared.

3. Perform an HRIT current state analysis. The HR LOB will leverage the results of

the HRIT inventory effort that took place during 4QFY2011 to analyze existing

portfolios for resource sharing opportunities.

4. Develop a transition plan. The realization of this framework will involve numerous

activities – many of which have dependencies and/or must be coordinated with other

activities – and it will involve effort on the part of many people – at the provider

level, at the customer level, at the policy level.

2.1.2 Recommendation for Harvard University:

1. Harvard University should invest more on international student education by

providing scholarship

2. They should more concentrate on the Health issue of the students

3. They should provide more facilities for students’ place of living

4. They should diversify the subjects and add new and life oriented subjects

5. They should increase faculties and increase the number of students

2.1.3 Recommendation for MIT

1. Create legislation that will grant HR Shared Service: Centers the authority to

establish no-year Franchise Funds. This will allow providers to retain a portion of the

49 | P a g e

fees that they collect from customer charges and apply them to development,

modernization, and enhancements.

2. Encourage HR to maximize resource sharing and consolidation of services.

Identify synergies and opportunities for partnering among providers, including

sharing infrastructure, platform, and application resources..

3. Consider consolidating HR applications and going further to consolidate MIT, where

it makes sense. IT consolidation will result in fewer systems to modernize,

significantly reducing the cost of modernization.

4. Serve as a knowledge center, helping to fill knowledge gaps and providing counseling

on OMB’s prescribed path and practices for achieving more flexible models.

5. Accumulate lessons learned and make them available to HRIT projects and to OMB

for more widespread application.

2.1.3 Recommendation for World Bank:

1. World Bank should work on the development program in underdeveloped

countries

2. .It should work for the underprivileged children education

3. They should bring new projects to increase the standard of living

4. They should concentrate on development rather than economic benefit.

2.1.4 Recommendation for NASA

1. The Department of HR should work with stakeholder agencies

2. Employee and labor relation must be strong

3. Develop a proper compensation plan for long term

4. Evaluate performance basis bonus and other stuff

5. Enabling Negotiations

2.1.5 Recommendation for UN

1. Safety first issues to be noted seriously

2. Mission compensation should be added

3. Injury payment should be done as long as the employee is not fit

4. Female should be treated like make worker

50 | P a g e

5. Retirement pension plan has to be increased

{E-LEMON}

3.0.0 Conclusion

All of these six organizations provide an exclusive compensation and benefit program to their

employees. Employees are fairly treated as per their ability to work, performance and

experience. Equal employment opportunity practiced through a well-designed job

description. Focused career planning discussions between employee and manager help to

define career options and encourage appropriate learning and development opportunities that

will support next steps.The recent labor market demographics, trends in the employment of

workers, and challenges and concerns employers have raised regarding the diversified

workforce. It also looks at the limited extent to which employers have undertaken

preparations for responding to the diversified workforce.The results of this research point to

several areas in need of further investigation.

{E-LEMON}

51 | P a g e

4.0.0 References

1.

2.

3. www.opm.gov

4. www.hr.harvard.edu

5. http://web.mit.edu

6. www.worldbank.org

7. http://nasapeople.nasa.org

8. http://hr.un.org/

9. www.google.com

52 | P a g e

5.0.0 Appendix

53 | P a g e