Tips to Get a Good Salary Hike

Tips to Get a Good Salary Hike

1) Go for self appraisal

If things are not going the way you want, you should first go for self appraisal. Are you able to execute your work well? Does your employer values your work but does not let it get reflected in your pay hike? Or are there some areas where you need improvement? If this is the case, first work on your shortcomings and then seek results.

2) Remain focused to your work and organization

Whatever be the case, you would do well to remember that good performance never goes unnoticed. Therefore work hard, remain focused to your work and organization, and always show your willingness to take new responsibilities. These things will help you advance in your career and also pay in the long run, if not immediately.

2) Make the boss aware of your performance

You might be working hard and even harder than most of your co-workers. But are your seniors, especially your boss, also aware of your performance and all that you’ve been doing in connection with your job?After all, in today’s world and in many organizations, self-promotion seems to work more than the actual performance!

4) Get feedback from your boss

Keep getting the feedback from your boss as well as other colleagues regarding your performance and the way you handle a job. For instance, if your boss is not happy with a job executed by you, ask him/her how you could have done better on that assignment.


5) Mention your accomplishments at the time of appraisal

You might be slogging all year long, but how much time does it take to do your performance appraisal? Keep a list of your accomplishments, therefore, and talk up the most impressive ones. Emphasize on your proven commitment and the value of your contributions. If you can make the trailer impressive, the film might worth be a watch!

6) Changing department may be one option

If you are unluckily working under a boss who thinks that salary hikes are being given from his own pockets (this happens in many cases), try to join some other department in your organization which might have a liberal boss. But then you should also be prepared for the changes in your work profile as two different departments may rarely have a similar work and work culture.

7) Keep an eye on industry norm

If your organization claims to go by the industry norm and current market conditions, try to find out what other people in similar positions are getting in similar organizations and industry.


8) Talk to senior management

Sometimes talking to the senior management or the supreme boss in your organization also helps, if you feel that you are being denied your due. But then support your case with facts and solid examples, otherwise if proved wrong, this may backfire also and you may have to lose your job.


9) Get a competing job offer

One of the quickest and proven ways to get a hike is to get a competing job offer. But if things go wrong, you may have to leave your current job too. Take this route if you are confident of your abilities.

10) Switch to another job

If nothing seems to work, look for another job and negotiate your salary well. Mastering the proven techniques of salary negotiations also helps. Once you are confident of yourselves, make your next move. After all, switching to a new job is the most proven way of getting a big raise!

8 Ways to Kill Employee Morale

There are countless articles and books that promise to tell employers how to boost employee morale. They may or may not be right, but there is something we all can be certain about. There are easy ways to kill employee morale. Thoroughly. Some of them are simple; some take time. But they all work.

So with some levity and a lot of truth, here are 8 great ways to destroy the spirit of even the most dedicated of employees:

8) Start new hires with promises of raises, promotions and other perks, and then “forget.”

One of the best ways to destroy morale from the start is to make promises to your new hires, and then never mention them again. Truly creative morale-smashers may want to extend this technique to existing employees, so even seasoned workers can share in the disappointment.

7) Make rules that defy logic and then enforce them – harshly.

If your employees don’t come within miles of a customer, ban jeans and make them dress up for work. Prohibit personal decorations on desks. Send out a memo limiting the time in the restroom to five minutes. Whatever it is, make sure the consequences of these performance-related violations are severe – letters of reprimand, docked pay – anything to make them fear for their jobs.

6) Play favorites.

Everyone remembers the teacher’s pet – bring that dynamic into the workplace. A great way to destroy employee morale is to make it clear that a few people can get away with anything, while the rest must toe the line. Or consider the reverse scenario… selectively enforce the rules with a few employees while letting the rest off the hook. Morale is certain to take a nose dive.

5) Skimp on necessary tools, equipment or technology.

Invite employee discontent by maintaining a tight hold on the purse strings when it comes to the tools employees need to do their jobs well. Dole out pens, paper and other office supplies like they were the items about to tip the company over the financial edge. Create a make-do attitude, and then hold employees to standards unachievable given the lack of good tools and equipment.

4) Maintain an atmosphere of fear in the workplace.

This technique can take many forms, but one of the most effective is to keep employees wondering whether their jobs will exist tomorrow. Dwell on declining sales, especially if you can do so in several contexts. Ask them casual questions about their spouse’s job security. Drop small but favored perks such as water bottles, good coffee or the annual company picnic. Productivity and employee attitude will fall simultaneously.

3) Show employees you don’t trust them.

Make sure employees know they are not at all trusted. Double and triple check their paperwork, logs and products. Listen in on conversations. Hide behind cubicle walls and eavesdrop on employee discussions. Search them as they leave, even if they have no access to anything of value. The impact on morale and work quality will be noticeable almost instantly.

2) Make it an us and them atmosphere.

Demand that staff- level employees take cuts in pay, hours or benefits. Postpone or cancel promotions. Delay replacement of worn-out but needed equipment and furnishing. Then give the executive staff new 22” flat panel computers. Talk about how hot it was on your trip to Italy. Complain about how your Porsche is always in the shop. After all, they should be happy to have a job, any job. Right?

1) Wherever possible, reinforce the idea that they are replaceable.

This is the number one way to kill employee morale. For every person employed in your company, there are at least a dozen applicants eager to take their position. Let your current employees know that, whether through words, deeds or environment, that they could be replaced tomorrow.

Ref: Training Time

Validity of Appraisal Instrument

Regardless of an organization's specific needs for performance appraisal, five general requirements must be met by an appraisal system if it is to accomplish its objectives: reliability, validity, practicality, fairness, and impact.

Reliability.

Reliability is the consistency of a measure over time and across different raters. Consistency over time means that at any two points in time, an instrument should yield the same findings or results. This form of reliability is not too appropriate to performance appraisal since one would expect to see changes in performance across time. Consistency between raters is a more important requirement of same employee. Generally, research shows that well-trained raters become quite consistent in their ratings. Highest degrees of consistency should occur when raters are in the same position to observe a given employee. It is generally believed that an immediate superior is in the best position to evaluate the performance of a subordinate, though in practice this is not always the case. Reasonably high reliability is necessary for validity.

Validity.

Validity is the degree to which a measure measures what it is supposed to measure. The major aspect of validity in performance appraisal is content validity. An appraisal instrument has content validity to the extent that it includes most of the important job behaviors and/or results of the job.

Practicality.

In order to meet the practicality requirement, an appraisal system must be acceptable to both evaluators and evaluatees. If an appraisal system is unacceptable, its use will be resisted, and resultant appraisals or appraisal decisions will be discounted. Practicality also means that an appraisal system must be able to measure something that is significant to individuals and to the organization's goals, or it will have little utility to employees or to the organization.

Fairness.

Employees must feel that appraisals are conducted fairly and that the consequences of appraisals (raises, promotions, etc.) are fair. A system perceived to be unfair will likely prove unacceptable to employees.

Impact.

An appraisal system must have significant impact. Without it, the system loses its credibility. If a system is able to measure something significant to individuals and to organizational goals, then it stands a better chance of having impact.

Ref: Thomas H. Stone