Graphics, Inc. (commonly initialised to SGI, historically sometimes referred to as Silicon Graphics Computer Systems or SGCS) was a manufacturer of high-performance computing solutions, including computer hardware and software, founded in 1981 by Jim Clark. Its initial market was 3D graphics display terminals, but its products, strategies and market positions evolved significantly over time.

Initial systems were based on the Geometry Engine that Clark and Marc Hannah had developed at Stanford University, and were derived from Clark's broader background in computer graphics. The Geometry Engine was the first very-large-scale integration (VLSI) implementation of a geometry pipeline: specialized hardware that accelerated the "inner-loop" geometric computations needed to display three-dimensional images.

s the company's policy to ensure that the required standards of performance and conduct are maintained. In some cases it will be necessary to take formal disciplinary action, which could range from a verbal warning to dismissal, and it is the company's policy to implement effective and equitable arrangements for handling such matters to ensure fair treatment of all employees.

The Disciplinary Procedure is intended only as a statement of company policy and management guidelines. It does not form part of the contract of employment or otherwise have contractual effect.

There are four stages to the Procedure for permanent employees. The company reserves the right to initiate the Procedure at any stage, or to jump stages, depending on the seriousness of the conduct/performance.

Employees may be accompanied at disciplinary meetings or at any appeal, if they wish, by a fellow work colleague, provided that their attendance is reasonably practicable. It is the employee's responsibility to secure the attendance of such a colleague, and the colleague has the right to decline to attend. Employees are not entitled to be accompanied by an individual not employed by PTC.

Employees will normally receive advance notification of disciplinary meetings and will be told of the action which could result.

At each stage of the Procedure, the employee will be informed of the nature of the complaint against him/her and shall have an opportunity to state his/her case before a decision is taken.

No disciplinary action will be taken against an employee until the matter has been fully investigated and the manager involved in taking the action has considered any explanation given by the employee.

Disciplinary action at stages 1 and 2 of the procedure may be taken by the employee's immediate manager. Disciplinary action at stages 3 and 4 of the procedure may only be taken by the Head of Department or a manager of equal or higher organizational level.

The Human Resources Department is the reference point on questions of consistency or interpretation of the Disciplinary Policy and Procedure and must always be involved prior to dismissal action.

The Head of Department should maintain direct control of all disciplinary records. A copy of all records must be placed on the employee's personal file in the Human Resources Department. All warnings will remain upon the employee's personal file indefinitely, but will normally be disregarded for disciplinary purposes after the following periods:

* Stage 1 - Verbal warning: 03 months

· Stage 2 - Written warning: 06 months

* Stage 3 - Final written warning: 12 months
* Stage 4 - Dismissal

These time periods may however be extended in appropriate circumstances taking into account the nature of the offence.

The time period will commence from the date of the letter/memorandum confirming the warning, even though any specified time for improvement has expired.

Required Performance for Workers at PTC:

At PTC, workers are mainly judged on their skills and the roles that they need to exhibit during a job. As most of the jobs at the worker level are repetitive, that management has a clear analysis of the job and the expected outcomes. So at the worker level, a simple grading criteria is maintained and workers are appraised according to that criteria.

Given below is the rating system to judge the performance of the workers against the core job areas

The following acts come under the category of misconduct by the workers:

i. Willful insubordination or disobedience, whether alone or in combination with others, to any lawful and reasonable order of a supervisor.

ii. Theft, fraud, or dishonesty in connection with the employers business or property.

iii. Willful damage to or loss of employers’ goods or property.

iv. Taking or giving bribes or any illegal gratification.

v. Habitual absence without leave or absence without leave for more than 10 days.

vi. Habitual late attendance.

vii. Habitual breach of any law applicable to the establishment.

viii. Riotous or disorderly behavior during the working hours at the establishment or any act subversive of discipline

ix. Striking work or inciting others to strike in contravention of the provisions of any law, or rule having the force of law.

x. Going slow.



Performance Appraisal:

Reviewing performance and taking positive steps to develop employees further is a key function of management and is a major component in ensuring the success of the company through effective employee performance.

A review is about ensuring people know what levels of performance are expected of them and then taking action to ensure they are trained and developed to perform effectively.



Performance Review at PTC:

At PTC a review is intended to be an open and frank discussion between an employee and their Team Leader/Manager. Generally there are two elements: first is the element in which discussion takes place over the strengths and areas which need to be developed as displayed by the job holder over the past 12 months. The performance is of course judged comparing the performance against the core indicators of Job. The second element is concerned with discussing the training needs/inputs activities that are considered to be appropriate to help the jobholder overcome some of development areas discussed in the review and also those activities that are deemed appropriate to build upon their current strengths.


o Competences:

At PTC, effective performance is considered necessary if the worker is deemed to be working at optimum effectiveness. The initial discussions on strengths and development areas provide a ‘benchmark’ on how the worker is performing at the moment against the competences. Only by carrying out this exercise is it possible to plan what training needs/inputs are necessary to help them develop further.


o Will to Work:

PTC considers a person, an enthusiast who works at his own with initiative and resultantly inculcates a sense of ownership in him, which is always considered a basic facet for an individual performance. Despite the expertise in his area of work, company does not expect optimum effectiveness from a person without his will to work. Willingness is an efficient/effective response of an individual towards his work, which could not be achieved without interest and initiative. Will to work is basically related to “attitudes” of an individual towards work and his relationship with peers, colleagues including seniors. Someone who removes faults of the machine at his own without waiting for instruction is considered to be an individual with positive attitude. The one who awaits call/order of his seniors or colleagues looking for excuses is considered an individual with not very good attitude and is not a willing worker.


o Using the Behaviors to Aid Assessment:

The reviewer uses the behaviors identified in the competences as a guide to measure the job holder’s actual behavior. The final grade given will be derived from the balanced view of the reviewer after taking into consideration whether the jobholder behaves more or less like the behaviors expressed in the competences. The assessment is based upon evidence of skills and behavior relevant to each competence and evaluation is made against an ‘ideal standard’. These are only indicators so if one feels that company does not take account of a specific behavior he has observed it is acceptable to grade accordingly as long as one is confident to justify it.


o Allocating the Grades:

Allocating grades to indicate the level of performance/competence of jobholders is probably one of the most important aspects of the review process. All reviewers have a duty to ensure that the grades allocated are as objective, accurate and fair. The areas in which, the worker requires most development and his will to work should be addressed first in the sheet, so that the grades should support this view.

The reviewer should have an idea of the grades he will award prior to the interview using the behaviors and the rating system to measure actual behavior against.



Sources of Performance Appraisal:

At PTC the primary sources of performance appraisal are the managers and secondary sources are employees themselves. Though the peers also give their opinion but it usually does not have any weightage unless a conflict arises between the manager and the employee.


Feedback:

Workers at PTC are informed of their performance and given the opportunity to express their opinion over their own level of performance against each competence. This serves the following two main purposes:



· It enables the reviewer to redefine whether the initial assessment was correct, as circumstances may exist that the reviewer is unaware of.

· By asking the worker what he sees to be his own strengths and development areas often help to reduce negative responses and makes planning training needs/inputs activities easier if the person is able to express for himself the areas in which he feels he can improve.



Following the review the final grades are allocated and the issues/points that were discussed at the review are included in the sheet. When the sheet is complete, at the first instance it is sent to the immediate manager who if required adds his comments, and then it is sent to Employee Relations Department.



All jobholders are entitled to have a copy of their sheets if they so wish and this is encouraged to ensure that the system is perceived as being ‘Open and Fair’.

Measuring the performance of staff

This includes processes to:
Set objectives for the team.
Assess the performance of the team members.
Enhance the individual and team performance.

The individuals in the project team and the project team as a whole have objectives that are
broader and more long term than the day to day execution of the assigned tasks.

It is the responsibility of project management to ensure that a balance is achieved between the
often conflicting interests of the task, the individual, and the team. The project manager and the
functional managers must cooperate if an acceptable balance is to be achieved. Set
performance expectations and measurements The purpose of this process is to develop a set of
objectives for the project team and then to assist the team members and their functional
managers in setting individual objectives.

Steps

Based on the constituency’s personnel policies and procedures and the Agreement with the
sponsor, develop a broad set of objectives for the project team.

Objectives may cover items such as:

Client satisfaction

Quality

Achievement of milestones

Productivity and efficiency

Teamwork

Ensure that the objectives measurable and that some of them are planned to be achieved
during the course of the project.

Discuss the team objectives and the individual Commitments with the functional managers
concerned.
Assess performance

Performance assessment is the responsibility of the team member’s functional manager. The
project manager provides the functional manager with input based on the individual’s
contribution to the project.

Steps

Analyze the team member’s Individual status reports to formulate a picture of his/her overall
performance on the project. Look at reported actuals against estimates. Review causes and
identify trends, where deviations were reported. Was the person consistently on time or late?
Were the individuals completion estimates reasonably accurate? What were the reasons?
Consider the team member’s contribution to the team. Did the effort expended result in value to
the project? Did he/she contribute at team meetings? Did he/she help others? Did he/she
come up with good ideas? Did he/she report potential problems in a timely manner? Did he/she
support team decisions? Did he/she work with limited supervision?

If appropriate, consider the team member’s relationship with the sponsor. Did he/she gain the
respect of the sponsor? Was he/she responsive to the sponsor’s needs? Did he/she establish
good rapport with the sponsor?

Provide suggestions for improvement in performance. Identify development suggestions.

Review the assessment with the individual’s functional manager.

Develop team charter

This process describes steps that the project manager can execute to create a Team charter,
the purpose of which is to establish a common set of ground rules for the operation of the
project team. Much of the information for the Team charter such as shared objectives, is
developed jointly with the team members, and once presented, it is accepted as a condition of
the team membership. While the Team charter is developed at the project level, a POU within
the project could also have a Team charter.

Team charters are intended to set expectations for the success of the project and to encourage
an environment for high-performance teams. High-performance teams possess a number of
definable characteristics.
 
Last edited:

jamescord

MP Guru
Graphics, Inc. (commonly initialised to SGI, historically sometimes referred to as Silicon Graphics Computer Systems or SGCS) was a manufacturer of high-performance computing solutions, including computer hardware and software, founded in 1981 by Jim Clark. Its initial market was 3D graphics display terminals, but its products, strategies and market positions evolved significantly over time.

Initial systems were based on the Geometry Engine that Clark and Marc Hannah had developed at Stanford University, and were derived from Clark's broader background in computer graphics. The Geometry Engine was the first very-large-scale integration (VLSI) implementation of a geometry pipeline: specialized hardware that accelerated the "inner-loop" geometric computations needed to display three-dimensional images.

s the company's policy to ensure that the required standards of performance and conduct are maintained. In some cases it will be necessary to take formal disciplinary action, which could range from a verbal warning to dismissal, and it is the company's policy to implement effective and equitable arrangements for handling such matters to ensure fair treatment of all employees.

The Disciplinary Procedure is intended only as a statement of company policy and management guidelines. It does not form part of the contract of employment or otherwise have contractual effect.

There are four stages to the Procedure for permanent employees. The company reserves the right to initiate the Procedure at any stage, or to jump stages, depending on the seriousness of the conduct/performance.

Employees may be accompanied at disciplinary meetings or at any appeal, if they wish, by a fellow work colleague, provided that their attendance is reasonably practicable. It is the employee's responsibility to secure the attendance of such a colleague, and the colleague has the right to decline to attend. Employees are not entitled to be accompanied by an individual not employed by PTC.

Employees will normally receive advance notification of disciplinary meetings and will be told of the action which could result.

At each stage of the Procedure, the employee will be informed of the nature of the complaint against him/her and shall have an opportunity to state his/her case before a decision is taken.

No disciplinary action will be taken against an employee until the matter has been fully investigated and the manager involved in taking the action has considered any explanation given by the employee.

Disciplinary action at stages 1 and 2 of the procedure may be taken by the employee's immediate manager. Disciplinary action at stages 3 and 4 of the procedure may only be taken by the Head of Department or a manager of equal or higher organizational level.

The Human Resources Department is the reference point on questions of consistency or interpretation of the Disciplinary Policy and Procedure and must always be involved prior to dismissal action.

The Head of Department should maintain direct control of all disciplinary records. A copy of all records must be placed on the employee's personal file in the Human Resources Department. All warnings will remain upon the employee's personal file indefinitely, but will normally be disregarded for disciplinary purposes after the following periods:

* Stage 1 - Verbal warning: 03 months

· Stage 2 - Written warning: 06 months

* Stage 3 - Final written warning: 12 months
* Stage 4 - Dismissal

These time periods may however be extended in appropriate circumstances taking into account the nature of the offence.

The time period will commence from the date of the letter/memorandum confirming the warning, even though any specified time for improvement has expired.

Required Performance for Workers at PTC:

At PTC, workers are mainly judged on their skills and the roles that they need to exhibit during a job. As most of the jobs at the worker level are repetitive, that management has a clear analysis of the job and the expected outcomes. So at the worker level, a simple grading criteria is maintained and workers are appraised according to that criteria.

Given below is the rating system to judge the performance of the workers against the core job areas

The following acts come under the category of misconduct by the workers:

i. Willful insubordination or disobedience, whether alone or in combination with others, to any lawful and reasonable order of a supervisor.

ii. Theft, fraud, or dishonesty in connection with the employers business or property.

iii. Willful damage to or loss of employers’ goods or property.

iv. Taking or giving bribes or any illegal gratification.

v. Habitual absence without leave or absence without leave for more than 10 days.

vi. Habitual late attendance.

vii. Habitual breach of any law applicable to the establishment.

viii. Riotous or disorderly behavior during the working hours at the establishment or any act subversive of discipline

ix. Striking work or inciting others to strike in contravention of the provisions of any law, or rule having the force of law.

x. Going slow.



Performance Appraisal:

Reviewing performance and taking positive steps to develop employees further is a key function of management and is a major component in ensuring the success of the company through effective employee performance.

A review is about ensuring people know what levels of performance are expected of them and then taking action to ensure they are trained and developed to perform effectively.



Performance Review at PTC:

At PTC a review is intended to be an open and frank discussion between an employee and their Team Leader/Manager. Generally there are two elements: first is the element in which discussion takes place over the strengths and areas which need to be developed as displayed by the job holder over the past 12 months. The performance is of course judged comparing the performance against the core indicators of Job. The second element is concerned with discussing the training needs/inputs activities that are considered to be appropriate to help the jobholder overcome some of development areas discussed in the review and also those activities that are deemed appropriate to build upon their current strengths.


o Competences:

At PTC, effective performance is considered necessary if the worker is deemed to be working at optimum effectiveness. The initial discussions on strengths and development areas provide a ‘benchmark’ on how the worker is performing at the moment against the competences. Only by carrying out this exercise is it possible to plan what training needs/inputs are necessary to help them develop further.


o Will to Work:

PTC considers a person, an enthusiast who works at his own with initiative and resultantly inculcates a sense of ownership in him, which is always considered a basic facet for an individual performance. Despite the expertise in his area of work, company does not expect optimum effectiveness from a person without his will to work. Willingness is an efficient/effective response of an individual towards his work, which could not be achieved without interest and initiative. Will to work is basically related to “attitudes” of an individual towards work and his relationship with peers, colleagues including seniors. Someone who removes faults of the machine at his own without waiting for instruction is considered to be an individual with positive attitude. The one who awaits call/order of his seniors or colleagues looking for excuses is considered an individual with not very good attitude and is not a willing worker.


o Using the Behaviors to Aid Assessment:

The reviewer uses the behaviors identified in the competences as a guide to measure the job holder’s actual behavior. The final grade given will be derived from the balanced view of the reviewer after taking into consideration whether the jobholder behaves more or less like the behaviors expressed in the competences. The assessment is based upon evidence of skills and behavior relevant to each competence and evaluation is made against an ‘ideal standard’. These are only indicators so if one feels that company does not take account of a specific behavior he has observed it is acceptable to grade accordingly as long as one is confident to justify it.


o Allocating the Grades:

Allocating grades to indicate the level of performance/competence of jobholders is probably one of the most important aspects of the review process. All reviewers have a duty to ensure that the grades allocated are as objective, accurate and fair. The areas in which, the worker requires most development and his will to work should be addressed first in the sheet, so that the grades should support this view.

The reviewer should have an idea of the grades he will award prior to the interview using the behaviors and the rating system to measure actual behavior against.



Sources of Performance Appraisal:

At PTC the primary sources of performance appraisal are the managers and secondary sources are employees themselves. Though the peers also give their opinion but it usually does not have any weightage unless a conflict arises between the manager and the employee.


Feedback:

Workers at PTC are informed of their performance and given the opportunity to express their opinion over their own level of performance against each competence. This serves the following two main purposes:



· It enables the reviewer to redefine whether the initial assessment was correct, as circumstances may exist that the reviewer is unaware of.

· By asking the worker what he sees to be his own strengths and development areas often help to reduce negative responses and makes planning training needs/inputs activities easier if the person is able to express for himself the areas in which he feels he can improve.



Following the review the final grades are allocated and the issues/points that were discussed at the review are included in the sheet. When the sheet is complete, at the first instance it is sent to the immediate manager who if required adds his comments, and then it is sent to Employee Relations Department.



All jobholders are entitled to have a copy of their sheets if they so wish and this is encouraged to ensure that the system is perceived as being ‘Open and Fair’.

Measuring the performance of staff

This includes processes to:
Set objectives for the team.
Assess the performance of the team members.
Enhance the individual and team performance.

The individuals in the project team and the project team as a whole have objectives that are
broader and more long term than the day to day execution of the assigned tasks.

It is the responsibility of project management to ensure that a balance is achieved between the
often conflicting interests of the task, the individual, and the team. The project manager and the
functional managers must cooperate if an acceptable balance is to be achieved. Set
performance expectations and measurements The purpose of this process is to develop a set of
objectives for the project team and then to assist the team members and their functional
managers in setting individual objectives.

Steps

Based on the constituency’s personnel policies and procedures and the Agreement with the
sponsor, develop a broad set of objectives for the project team.

Objectives may cover items such as:

Client satisfaction

Quality

Achievement of milestones

Productivity and efficiency

Teamwork

Ensure that the objectives measurable and that some of them are planned to be achieved
during the course of the project.

Discuss the team objectives and the individual Commitments with the functional managers
concerned.
Assess performance

Performance assessment is the responsibility of the team member’s functional manager. The
project manager provides the functional manager with input based on the individual’s
contribution to the project.

Steps

Analyze the team member’s Individual status reports to formulate a picture of his/her overall
performance on the project. Look at reported actuals against estimates. Review causes and
identify trends, where deviations were reported. Was the person consistently on time or late?
Were the individuals completion estimates reasonably accurate? What were the reasons?
Consider the team member’s contribution to the team. Did the effort expended result in value to
the project? Did he/she contribute at team meetings? Did he/she help others? Did he/she
come up with good ideas? Did he/she report potential problems in a timely manner? Did he/she
support team decisions? Did he/she work with limited supervision?

If appropriate, consider the team member’s relationship with the sponsor. Did he/she gain the
respect of the sponsor? Was he/she responsive to the sponsor’s needs? Did he/she establish
good rapport with the sponsor?

Provide suggestions for improvement in performance. Identify development suggestions.

Review the assessment with the individual’s functional manager.

Develop team charter

This process describes steps that the project manager can execute to create a Team charter,
the purpose of which is to establish a common set of ground rules for the operation of the
project team. Much of the information for the Team charter such as shared objectives, is
developed jointly with the team members, and once presented, it is accepted as a condition of
the team membership. While the Team charter is developed at the project level, a POU within
the project could also have a Team charter.

Team charters are intended to set expectations for the success of the project and to encourage
an environment for high-performance teams. High-performance teams possess a number of
definable characteristics.

Hello friend,

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