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Association for Protection of Landowners' Rights

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					Association for Protection of Landowners’ Rights




         LABOR POLICY



                     Approved
                     07.03.2006
Association for Protection of Landowners’ Rights                                    2
Labor Policy
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                                                   Table of Contents

CHAPTER I. INTRODUCTION ........................................................................................ 5

Article 1. Subject of the Labor Policy............................................................................................ 5

Article 2. Term of validity of the Labor Policy, its Cancellation and Amending ........................ 5

Article 3. Presenting the Labor Policy .......................................................................................... 6

CHAPTER II. TERMS FOR HIRING AND DISMISSING EMPLOYEES .......................... 7

Article 4. Basis for Hiring and Dismissing Employees ................................................................ 7

Article 5. Hiring Employees........................................................................................................... 7

Article 6. Hiring Employees through Exception Rule .................................................................. 8

Article 7. Termination of Employment Agreement....................................................................... 8

Article 8. Hiring Interview ............................................................................................................. 9

Article. 9. Maintaining personal files............................................................................................ 9

CHAPTER III. LABOR REMUNERATION/SALARY ..................................................... 10

Article 10. Definition of Salary.................................................................................................... 10

Article 11. Models of Labor Remuneration ................................................................................ 10

Article 12. Determining the Amount of Labor Remuneration ................................................... 11

Article 13. Order of Salary Payment ........................................................................................... 11

Article 14. Responsible Persons................................................................................................... 12

Article 15. Control Mechanisms .................................................................................................. 12

CHAPTER IV. DAYS-OFF, LEAVES, ABSENCE ON ACCOUNT OF SICKNESS AND
OTHER REASONS ....................................................................................................... 14

Article 16. Definition of Days-off ................................................................................................ 14

Article 17. List of Days-off: ......................................................................................................... 14
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Article 18. Overtime Labor and Work on Days-off..................................................................... 14

Article 19. Leave ........................................................................................................................... 15

Article 20. Trips ............................................................................................................................ 16

Article 21. Sickness Absence ....................................................................................................... 16

CHAPTER V. THE PERSONNEL AND ACTIVITY MONITORING PROCEDURE ....... 17

Article 22. Definition of the Personnel and Activity Monitoring Procedure ............................. 17

Article 23. Monitoring Tools and Time ....................................................................................... 17

Article 24. Persons Responsible for Monitoring ......................................................................... 18

CHAPTER VI. PERSONNEL PERFORMANCE APPRAISAL PROCEDURE .............. 19

Article 25. Definition and Purpose of the Personnel Performance Appraisal System ............. 19

Article 26. The Appraisal Procedure ........................................................................................... 19

Article 27. Time of Conducting Appraisals ................................................................................. 20

Article 28. Responsible Persons................................................................................................... 20

Article 29. Control Mechanisms .................................................................................................. 21

CHAPTER VII. INCENTIVES AND BONUSES FOR EMPLOYEES ............................. 22

Article 30. The Role of Incentives for Employees....................................................................... 22

Article 31. Why and How Incentives are Applied to Employees ................................................ 22

CHAPTER VIII. TRAINING, SEMINARS, PROFESSIONAL DEVELOPMENT ............ 23

Article 32. The Role of Professional Development of Employees .............................................. 23

Article 33. Means of Professional Development of Employees .................................................. 23

Article 34. Persons in Charge and Control Mechanisms ........................................................... 23

CHAPTER. IX. SECURITY OF HEALTHY AND SAFE LABOR CONDITIONS............ 24

Article 35. Obligations of the Association ................................................................................... 24

CHAPTER X. DISCIPLINARY REGULATIONS............................................................ 25
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Article 36. Definition of Disciplinary Regulation ....................................................................... 25

Article 37. Penalties for Breach of Labor Discipline ................................................................. 25

CHAPTER XI. FILING SYSTEM ................................................................................... 27

Article 38. Filing of Documents by the Administrative Unit ...................................................... 27

Article 39. Filing of Documents by the Financial Unit .............................................................. 30

Article 40. Filing Documents by the Public Liaison and Marketing Unit................................. 31

Article 41. Filing of Documents by the Legal Department ........................................................ 32

Article 42. Procedure for filing information regarding the projects implemented by the
Association ................................................................................................................................... 32
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                                   Chapter I. Introduction

Article 1. Subject of the Labor Policy

Labor Policy regulates internal labor relations between the Association for Protection of
Landowners’ Rights and the Association’s employees, as well as the relations related to the
Association management, organizational structure and administration.

Observing the Labor Policy is mandatory for all the employees, regardless of their position or job
location.

Labor Policy determines duties, responsibilities and rights of the employee, in accordance with
the Labor Code of Georgia and internal procedures of the Association.

Article 2. Term of validity of the Labor Policy, its Cancellation and Amending

Labor Policy is approved by the Association Board. Labor Policy is valid immediately upon its
being approved by the Association Board. Only the Association Board can cancel or amend the
Labor Policy.

Any employee of the Association can raise the initiative or suggestion to amend the Labor
Policy. The indicated suggestion or initiative must be agreed beforehand with the Association
Director. The Association Director addresses the Board with this initiative or suggestion. For
the purpose of accessibility of information, copies of amendments approved by the Board should
be disseminated to the Association’s departments, while electronic versions should be placed on
the Association’s internal network.

Labor Policy of the Association, like any amendment related to it, is filed in both hard copy and
electronic format. Hard copy of the Labor Policy can be obtained in the administrative
department. Digital version is on the Association’s internal network, in the format, which is
impossible to be modified.
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Article 3. Presenting the Labor Policy

Association’s employees must become acquainted with the Labor Policy together with the
employment agreement and description of work duties.

Heads of the departments are obliged to acquaint new employees with the Labor Policy on the
very first day of work.
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               Chapter II. Terms for Hiring and Dismissing Employees

Article 4. Basis for Hiring and Dismissing Employees

Hiring and dismissing of employees is carried out based on the principle of competition and
fairness. The main criteria for selection are the candidate’s education and level of
professionalism.

Article 5. Hiring Employees

Employees are normally hired based on competition. For the purpose of hiring new employees,
public announcements about job vacancies are made through the mass media. Mass media
(internet, press and TV, local press and TV) is selected depending on the position vacancy
announced.

Selection of employees to announced job vacancies takes place based on conclusion of the
competition commission. Members of the competition commission are approved by the
Association Director, from Association employees. Number of the commission members must
be odd. Commission makes its decision based on the candidate’s experience, education,
qualification, personal features, vacant job description, relevant requirements and technical
specification.

Final decision on hiring of an employee is made by the Association Director. Administrative
Manager of the Association is responsible for observing the procedures of hiring and dismissing
employees, together with the Association Director.

Having selected the suitable candidate, an employment agreement for a certain time term is
signed between the Association and selected person.

In the employment agreement is noted the following:

        Subject of the agreement;
        Parties of the agreement;
        Obligations of the parties;
        Term of validity of the agreement;
        Position subordination;
        Rate and rule for labor remuneration;
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Article 6. Hiring Employees through Exception Rule

Hiring of an employee without preliminary public announcement takes place only in exceptional
cases:
      For separate agreement, grant or contract purposes;
      Upon decision of the Association Director.

Correctness and necessity of the indicated decision of the Association Director must be justified
and education and qualification of the person must satisfy the requirements set for occupying the
position in question.

Article 7. Termination of Employment Agreement

Grounds for terminating an employment agreement can be the following:
     Expiry of the agreement term;
     Agreement of the parties;
     Termination of employment agreement upon initiative of the employee or
        administration;
     Transfer of an employee to another employment or position, with his/her consent.

If an employee is being dismissed upon initiative of the Association Director, the employee must
be notified within the time according to Georgian Labor Code. Employee must confirm the
above-mentioned notification with signature. The Association Director is not obliged to send
notification about the dismissal in advance if
            - employee is hired for a probation period (not to exceed 6 months);
            - employee has already been subjected to disciplinary sanctions, despite which
               cases of administrative violations have repeatedly taken place.

During reduction of the number of employees or staff position, the privileged right to remain on
the job is determined by the existing legislation.

The Association’s administration can demand agreement termination before expiry in the
following cases:
 (1) If it was revealed that the employee is not suitable for the occupied position, or is unable to
     fulfill his duties due to lack of qualification or health condition;
 (2) In case of systematic failure of an employee to meet requirements of the employment
     contract, systematic violation of discipline, or absence from work without proper excuse, if
     disciplinary sanctions have been previously taken against the employee;
 (3) If the employee was drunk at work, or under the influence of some drugs or toxic
     substances.

An employee who is leaving the job must be given exist assistance as regulated by Georgian
Labor Code.
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A dismissed employee has the right to demand defined payment for the due vacation that he/she
has not used.

Other issues related to hiring and dismissal of employees, that are not envisaged in the Labor
Policy of the Association, are regulated by the labor legislation of Georgia. In case if there is an
inconsistency between provisions of this Policy and the labor legislation, the labor legislation of
Georgia shall prevail.

Article 8. Hiring Interview

At the interview, the commission must receive from the candidates the information on the
following issues:

      Professional education / vacancy-related education and general education of the
       employee;
      Professional experience / vacancy-related experience and general experience of the
       employee;
      To what extent does the employee understand those duties and responsibilities, which
       will be imposed upon him/her in case of hiring;
      To what extent the candidate’s knowledge and experience match the requirements
       specified in the job announcement;
      Copies of certificates and diplomas, related to the profession;
      Names and contact information of former employers, as well as the candidate’s
       permission for the commission to contact them.

Article. 9. Maintaining personal files

The Administration Manager of the Association shall maintain personal files of the employees.
Personal file contains the employee’s CV, commission’s conclusion/Director’s order on hiring
him/her, employment agreement, received reprimands, warnings and thank you letters, employee
evaluation sheets, forms of vacation and other absences, the form of leaving the organization.
Personal case of an employee must give complete information about observing of procedural
norms regarding hiring or dismissal of each specific employee. The Administration Manager of
the Association is responsible for maintaining the personal files.
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                         Chapter III. Labor Remuneration/Salary

Article 10. Definition of Salary

“Salary” is the remuneration paid by the Association to the employed physical person. Any fees
or benefits received by a physical person as a result of hired labour pertain to the incomes
received in the form of a salary. The Association for Protection of Landowners' Rights will obey
Georgian tax legislation in force with regard to the definition of the concept of salary, and to
Georgian labour legislation in force – defining the issues associated with hired labour.

Article 11. Models of Labor Remuneration

The Association for Protection of Landowners' Rights may adopt different forms of labour
remuneration, considering which type of remuneration is more advantageous and effective for
the organization during fulfilment of certain task. The labour remuneration models are divided as
follows:

  1. Remuneration of labour according to the time consumed:
  In the case of this model of labour remuneration, the worker receives remuneration according
  to the working hours actually spent on the fulfilment of work. The rate of his/her salary is
  ascertained per eight-hour working day. In the case of this model of labour remuneration, the
  employee receives the salary according to the time consumed, notwithstanding the volume of
  work fulfilled during the remunerated term.

  2. Remuneration of labour according to the accomplished task:
  In the case of this model of labour remuneration, the worker receives remuneration subject to
  the accomplishment of the task. In order to ascertain the amount of his/her remuneration, the
  units of the task and the rate of labour remuneration is specified for each unit. In case of such
  remuneration, the employee receives the salary in proportion with the fulfilled component
  only after he/she has fulfilled the task entirely or partially, regardless the time spent on the
  accomplishment. However, the labour contract may specify the period of time appropriated
  for the accomplishment of the task and the employee may receive remuneration if the task
  will be fulfilled by the time fixed.

  3. Mixed remuneration:
  In the case of this model of remuneration the employee receives the salary at a fixed rate
  according to actually spent working hours and receives an additional remuneration in
  accordance with the accomplished tasks for each unit of the task. This form of remuneration is
  used in the case, when the management assigns the additional exceptional task to the
  employee, which has not been envisaged by the primary contract, it wants to stimulate the
  employee by the actual increase of the salary, though will pay the increased salary to the
  employee only when the additional task will be fulfilled.
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   4. Remuneration of labour according to strictly fixed monthly rate:
   In the case of this model of remuneration of labour, the employee receives one and the same
   salary each month, notwithstanding actually spent working time and fulfilled tasks. Such form
   of remuneration is mostly used for auxiliary personnel of the Administrative Department of
   the organisation, though it can be established for other staff members as well.

In the case of Models 1-3, restrictions can be established on the remunerated time or the volume
of the task.

Article 12. Determining the Amount of Labor Remuneration

The amount of labour remuneration is determined in accordance with the length of his/her
service in the organization, fulfilled work and education.

The Association for Protection of Landowners' Rights specifies the rates of labour remuneration
for the position in hard currency, in order to protect the employees' interests in case of possible
devaluation of Lari. At least once per three years, the rate established for certain working
position will be collated with the "labour market" quotations and the relevant corrections will be
made.

The changes of employee rates are made at the end of each calendar year, by the approval of the
Director of the association. Any changes are determined on employee’s job performance during
the year and employee’s evaluation forms.

Article 13. Order of Salary Payment

The rate of the employee's salary, the form and frequency of remuneration is specified by the
labour contract between the Association and the employee. In accordance with the form of
labour remuneration the employee presents the Time Accounting Cards and/or the "Invoice" or
does not present anything, depending on the type of contract and position requirements.

In the case of remuneration according to the time consumed, the employee presents Time
Accounting Card. The first name, surname, position, month/period, the period of time spent on
each activity is indicated in the card. The Time Accounting Card must be signed by the
employee and approved by his/her immediate superior. The Time Accounting Cards can be filled
out on the internal network of the Association. Employee will present the hard copy of filled out
card to the Administrative Manager. The Association Administration Manager collates the data
indicated in the Time Accounting Card with the sheet of the employee's everyday attendance and
in case of need makes relevant notes in the card.

In the case of remuneration according to the fulfilled work, the employee presents the Invoice
( Annex #1). The employee's first name, surname, account number, date of presentation of the
Invoice, amount of remuneration units, value per unit, description of reimbursable unit and total
amount is indicated in the invoice. The fulfiller of the task, i.e. the employee, signs the Invoice,
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while the task fulfilment is checked by his/her direct superior and is confirmed by the signature.
The Association Director confirms with his/her signature the right of remuneration against the
invoice. The original of the signed and attested account is deposited with the Financial Manager.

In the case of the mixed form of remuneration, the employee presents in due form both the Time
Accounting Card and the Invoice.

Article 14. Responsible Persons

The Association Administrative Manager is responsible to explain in detail to each employee the
process of filling out the Time Cards and Invoices, to answer the employee's questions in case of
ambiguities, to submit forms and activity codes to the employees in due time, to check the
accuracy of the completion of forms and to explain additionally how to complete the form to the
employee. The Administrative Manager is also responsible to check Timecards to ensure that
they are signed by the employee, and by the employee’s supervisor(s). Finally, the
Administrative Manager is responsible to check the information entered in the form associated
with daily attendance, and to make the relevant entries if the cases of lateness and hours and days
of absence are not specified in the card.

The Association’s Administrative Manager is responsible to submit information concerning new
labour contracts or/and amendments to the existing contracts in due time.

Each employee is responsible to fill out the Invoices and Timecards with due diligence, since the
information contained there is very important and may affect proper exercise of the management,
as well as financial results of the Association.

The senior managers, who confirm with their signatures the Invoices and Time cards submitted
by the employees subject to their direct supervision, share with the employees’ responsibility
over the accuracy of the information indicated thereby.


The Association’s Financial Manager is responsible for accuracy of the calculation of the
employee's salary and, at the same time, for correct specification of those tax liabilities, which
the organisation must meet in relation with the payment of each employee's salary. The Financial
Manager is responsible for the accuracy of execution of documents related to salaries and for
their conformity with international standards and, as needed, with the donor's or other client’s
requirements.

Article 15. Control Mechanisms

The Control Table and Labour/Time Accounting Table of the labour contract are the
mechanisms controlling the determination and payment of salaries.
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The Control Table of the labour contract contains the following information: the employee's first
name, surname, date of employment, position, the salary rate fixed first, the date of position
change, new position, reason of position change, the date of salary change, new salary rate,
reason of salary change, date of rescission from the organization, the reason of rescission. The
labour contract Control Table is kept with the Administrative Manager, who is responsible to
update it upon each alteration.

The following information is entered in the Time Accounting Table: the employee's first name,
surname, amount of payable time/units envisaged by contract, amount of spent time/unit. The
employees' Time Accounting Table is maintained by the officer/officers of the Department of
Finances and is updated on a monthly basis.
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   Chapter IV. Days-off, leaves, absence on account of sickness and other reasons

Article 16. Definition of Days-off

The days-off due to the employees of the Association for Protection of Landowners' Rights are
determined in accordance with Georgian labor legislation. The additional days off can also be
established in the Association for the employees. The additional days off must be approved by the
Association Board.

Article 17. List of Days-off:

A 5-day working week is established in the Association. Saturdays and Sundays are the days off.
The following holidays established by Georgian legislation in force are also the days off:
   - December 31 – New Years Day
  - January 1, 2 - New Years Day;
  - January 7 - Christmas (Orthodox);
  - January 14 – New years Day (Orthodox)
  - January 19 - Epiphany;
  - March 3 - Mother’s Day;
  - March 8 – Women's International Day;
  - Good Friday - 2 days before Easter (transitional date)
  - Day of Prayer for the Dead - Day after Easter (transitional date);
  - April 9 – Memorial Day;
  - May 9 - Day of Victory over Fascism;
  - May 12 – St. Andrea’s Day
  - May 26 - Independence Day of Georgia;
  - August 28 - Day of Virgin's Assumption – "Mariamoba";
  - October 14 - “Svetitskhovloba”
  - November 23 - St. George’s Day.


Article 18. Overtime Labor and Work on Days-off

Overtime labour is labour that is in excess of the time that is normally programmed for the
achievement of technical tasks assigned to an employee.

In any event, however, overtime will normally not be paid unless approved in writing by the
Association director in advance of the overtime being done. Where advance approval is not
possible for objective reason, the Director may (with the approval of the Finance Manager)
approve payment of overtime labour after it occurs.
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Article 19. Leave

An employee of the Association has the right to take an annual paid leave as envisaged by the
Labour Code of Georgia. Each employee is provided 2 paid days per each month of work, i.e. 24
working days per year.

The turn of leave (schedule) is established by the Administration Department, in agreement with
the employee and his/her immediate superior, and must then be reviewed and approved in writing
by the Association Director.

If the duration of the employee's work in the organization is less than one complete year, he/she
cannot take the paid leave.

The employee should submit beforehand a request in writing - for permission to take paid or
without pay leave. The employee should complete the Leave Request Form (Annex # 2) and
obtain written permission from his/her immediate superior, and the Association Director.

Leave must normally be used in the course of the working year. Otherwise, taking of the unused
leave can be taken in the following year, subject to the same prior approval process as described
above.

If granting of annual leave to the employee might affect negatively the activities of the
Association, it is admissible to postpone the current year leave to the next year in case of the
employee's consent. The postponed leave can be added to the annual leave of the next year.

Non-granting of the annual leave in the course of two years on end is inadmissible.

In the case of voluntary resignation, the employee has a right to demand payment for unused leave
days in proportion to the period of work actually completed in the current year. In such case the
employee will receive monetary compensation for unused days, together with his/her salary for
the last working month.

The employee has right to take days-off without compensation by written preliminary permit of
immediate superior and the Association Director.

The Administration Department of the Association carries out accounting of each day-off, paid or
without payment, used by the employee.

A special leave, which is not considered as annual leave, is granted to the employee in the
following cases:
- Employee's marriage – a 5-day paid leave will be granted;
- Family member's death – a 5-day paid leave will be granted;
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Women are provided paid leave during pregnancy and childbirth - 70 calendar days prior to
childbirth and 56 - afterwards. Georgian labour legislation regulates the issues related to female
labour.

Article 20. Trips

Business trip is a trip when the employee leaves his/her permanent work place to carry official
duties in another place.

The employee/or his/her immediate supervisor must fill the requisition form for the specific
business trip. In the Requisition form must be indicated the purpose, place and total days for the
trip. The Association Director/or corresponding Project Director approves request for business
trip. The employee fills the Trip Authentication form (Annex 3) where the detailed information is
described concerning date and place (to and from) of trip approved by the authorized person.
Business trip is not treated as overtime work.

The expenses of the trip shall be reimbursed according to the accounting procedures of the
association.


Article 21. Sickness Absence

In the case of sickness absence the employee must submit a medical certificate attested by a
physician.

In case of sickness absence the employee must notify promptly his/her immediate superior and the
Administrative Manager.

The employee will receive compensation for a maximum 12 days of sickness absence in the
course of the year without submitting a medical certificate attested by a physician.

In the case of absence due to continuous, long-term disease or disability, the employee's place of
employment will be reserved for him/her during 4 months.
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             Chapter V. The Personnel and Activity Monitoring Procedure


Article 22. Definition of the Personnel and Activity Monitoring Procedure

The monitoring system is one of the tools of management enabling control over the activity
progress, the state of performance, the running performance control and the conduct of the
appropriate effective measures. A well-designed monitoring system assists managers in the
effective control of the process at various stages of the activity planning and implementation, in
the timely identification of the existing problems and the ways of overcoming them.

In general, monitoring systems are always present in organizations, although they may be of both
the formal and informal nature.

Article 23. Monitoring Tools and Time

The following monitoring systems operate in the Association for Protection of Landowners
Rights:

    Assignment form.
    The assignment form (Annex # 4) is a monitoring tool being important both to an employee
    for performing a specific assignment as well as to his manager for assigning any assignment.
    A job description attached to the employment contract is a list of day-to-day, current tasks of
    an employee, his regular duties and responsibilities. The assignment form is filled out by the
    employee’s immediate supervisor or by the Association Director upon entrusting any
    employee with a specific task, with the indication of the period of the task, the management's
    demands to the performance quality, the resources that may be used by the employee in
    performing the task, and the circumstances which may objectively interfere with the task
    performance. The form is made in two copies to be kept by both the assignor and the
    assignee. The assignment form is an important instrument ensuring the equal allocation of
    tasks among the employees, the control over the task performance speed, quality and volume,
    and that the employee be assigned with a task accomplishable in time.

    Monitoring meetings.
    Proceeding from a vertical organizational structure of the Association for Protection of
    Landowners’ Rights, every Association employees has his/her immediate supervisor, or
    managers. Monitoring meetings are held between the managers and the employee’s
    subordinate thereto. The monitoring meetings are also held between a specific task manager
    and members of a specific task-execution team. The purpose of the monitoring meetings is to
    control the task performance progress, to review the problems arisen and identify the ways of
    overcoming them. The number and time of conduct of the monitoring meeting depend on the
    complexity of the task proper and the performance duration. Their frequency is determined
    by the manager.
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    Weekly meetings of managers.
    In the beginning of each business week, meetings of the divisions and task managers are held,
    where the organization's management is informed on the progress of various tasks, the results
    achieved and the problems arisen during a week. Various-level managers receive new
    assignments and take joint decisions on a specific issue.

    Monthly program reports.
    The monthly program reports are another monitoring techniques. The maintenance of
    monthly program reports the top managers often entrust to their middle managers.

    Quarterly reports.
    Quarterly reports are generally requested by the Association Director and are prepared by
    middle managers. Quarterly reports may be prepared for various activities as well as for
    individual divisions of the Association. The quarterly activity reports are prepared by the
    Association Director and submitted to the Board. The quarterly reports shall indicate the
    current achievements and the problems to overcome so that the management would have a
    complete picture of the organization's activities and take appropriate strategic decisions.

    Internal correspondence.
    The maintenance of internal correspondence is one of the means of monitoring. In-house
    correspondence and monitoring meetings are essential instruments of activity control at the
    operational management level of the organization. In-house correspondence is to be kept by
    both its sender and its recipient, and one copy should also be sent to the Administrative
    Manager.

    .
    Business-trip and meetings reports.
    Every business trip or meeting shall be followed by a brief report. The report may be drawn
    up in any format on condition that it indicates the persons sent on business mission/attending
    a meeting, the time, place, item and important outcomes. The business-trip and meetings
    reports are delivered to the immediate managers and the Administrative Manager.



Article 24. Persons Responsible for Monitoring

The operation of monitoring systems is important at the operational management level of an
organization. Various-level managers are responsible for the introduction, development and
efficient operation of such systems.

The manager is to decide himself what form to employ for performing a specific task and is
personally responsible for the effective operation thereof.
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                Chapter VI. Personnel Performance Appraisal Procedure


Article 25. Definition and Purpose of the Personnel Performance Appraisal System

The performance appraisal system is one of the management tools enabling the formalization of
the process of evaluating people’s skills, capabilities, and most importantly, work performance.
The appraisal system provides an opportunity for both the employee and his/her supervisors to
substantiate their views, reduce the degree of subjectivity and partiality, and jointly consider the
future opportunities for the employee’s training, career growth, and advancement. The appraisal
system also provides a comprehensive, periodic, and rational basis for determining such important
matters as salary increases, performance bonuses, and work promotions. By introducing such a
formalized system, the Association for Protection of Landowners’ Rights will reduce uncertainty
and uneven treatment of personnel, and encourage an improvement in relations with the
organization’s personnel.

The most important function of the appraisal system is to assist managers in improving the
performance level of the staff and achieving better results. In addition, the appraisal system
enables the manager to establish a valuable feedback with the employee regarding performance.
The understanding by the employee that his performance is subject to appraisal may bring about
lasting improvements in motivation and performance.

Another important function of the appraisal system is that it serves as the basis for revealing needs
of impartial rewarding of the staff, as well as of its training and development.


Article 26. The Appraisal Procedure

Appraisal is a confidential procedure. Performance appraisals should be based on a two-way
discussion between the staff member and his/her immediate supervisor (the appraiser). For
appraising its employees, the Association makes use of an established format (Annex 5). The
format defines factors and behaviours of significance to the Association, both for the successful
conduct of its current activities and for its future development.

Association employees shall be preliminary informed by the Administrative Manger when first
hired about the timing and purpose of the appraisal, the established format, and the requirements
made by the management on which basis they will be appraised.

The appraiser shall preliminarily fill out the appraisal form and submit it to the employee for
his/her consideration. The employee familiarizes himself with the views expressed by the
appraiser, fills out lines of the respective commentary, where necessary, and returns it to the
appraiser. Thereafter, a personal discussion between the appraiser and the employee to be
appraised takes place, in the course of which both parties jointly review the entries made. The
discussion may result in the modification of preliminary entries and/or the inclusion of additional
Association for Protection of Landowners’ Rights                                    20
Labor Policy
_____________________________________________________________________________________
commentary. The parties’ agreement (or lack of agreement) with the final entries will be noted,
and parties will sign the final form. The completed record is put into the employee's personal file
for future reference.

 The resolution of any disagreements shall be based on the monitoring system operating in the
organization to the possible extent.

Any party to the appraisal has a full right to demand, for any reason, the attendance of a third
party at the interview.

The Association Director is obliged to take an interest in the appraisal outcomes, to consult, where
necessary, the personnel appraisal records and fill out the appropriate columns with own opinions
and suggestions concerning the improvements in the employee’s work performance.

Article 27. Time of Conducting Appraisals

Staff performance appraisals will be held annually in the month of November-December, and will
provide the basis for the Association Director to determine salary increases, bonuses, and
promotions. Interim performance appraisals can be scheduled at any time, however, if deemed
appropriate by the employee or his/her manager. such interim reviewers will focus on
performance issues or problems, and will not normally serve as a basis for salary adjustments.

The first appraisal meeting takes place upon expiration of the probation period following the
employee’s hiring. Thereafter, regular appraisal meetings will be held at one and the same time,
annually. The manager is authorized to schedule an extraordinary meeting whenever necessary, at
his/her own initiative or at the request of the employee.


Article 28. Responsible Persons


The Administrative Manager shall have primary responsibility for the timely implementation of
the annual performance appraisal process. He/She shall maintain a list of all employees and the
supervisor who is responsible for conducting the appraisal, and shall provide them one month’s
advance notice of timing of the annual appraisal. The Administrative Manager will prepare and
circulate appropriate appraisal forms to the employee and his supervisor, and shall maintain a
registry of completed appraisal sessions. In the event either the employee or his/her supervisor
fails to conduct the appraisal during the time allotted, the Administrative Manager shall determine
the reasons for such failure, and shall report his/her findings to the Association Director.
Association for Protection of Landowners’ Rights                                    21
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_____________________________________________________________________________________

Article 29. Control Mechanisms

The appraisal procedure control mechanism must, at a certain level, provide the possibility of
establishing whether all the employees were given the opportunity to best reveal their capabilities
and problems and whether the appraisal was carried out in the most objective manner.

Instruments of the monitoring procedure are the appraisal control mechanism, which, in case of
necessity, may be used by the appraiser and the appraised to consolidate their arguments. It
implies that if the manager fails to conduct the respective monitoring of the employee's
performance, has not familiarized the employee with the performance-related requirements and
expectations, the manager has no objective ground to make conclusions regarding the employee's
behaviour. And vice versa, if the employee fails to positively adhere to the manager's
requirements and tasks to be fulfilled within the possibility limits, he has no objective ground to
ignore the possible criticism being voiced toward him.

The Administrative Manager will review the filled appraisal forms and takes problematic cases to
the Association Director, who investigates the problem and finds the solution.

Compliance with the appraisal procedural matters proper is the appraisal control mechanism. It
means that the responsible persons are obliged to meet their obligations in connection with the
appraisal procedural issues, such as the preliminary informing of the employee about the appraisal
system and format, the appraisal period fixing and adherence thereto.
Association for Protection of Landowners’ Rights                                    22
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_____________________________________________________________________________________

                   Chapter VII. Incentives and Bonuses for Employees

Article 30. The Role of Incentives for Employees

The main purpose of incentive as a tool for personnel policy is worthy estimate of an employee’s
conscientious work and creation of a proper motivation for such work, so that the employee has
an interest in further performance of his/her official duties. This will in its turn create a motivation
for other employees for a better performance of their respective duties.

Article 31. Why and How Incentives are Applied to Employees

Employees are encouraged for success attained in work. There may be the following kinds of
incentives:

      Letter of gratitude;

      Payment of a bonus for successful work performance;

      Rewarding with a valuable gift;

      Giving of a bonus in the end of June of a calendar year.

The proposal for incentive for an employee may be submitted by both his direct head and the
director of the Association. An employee is generally rewarded at the end of June of the current
calendar year, but also in special case, when he/ she has successfully performed a task of strategic
importance for the organization. The Director of the Association is in charge of deciding whether
to reward the employee by providing a bonus, and in whet form and amount. Where monetary
bonuses are involved, such bonuses are normally paid from the Association’s overhead account,
and are dependent on the availability of such funds.
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_____________________________________________________________________________________

             Chapter VIII. Training, Seminars, Professional Development

Article 32. The Role of Professional Development of Employees

If it is affordable, the Association will stimulate professional development of its employees. This
will contribute to further success and development of the Association.

There may be several grounds for training and professional development of employees:
1. The qualifying interview reveals that an employee generally satisfies the requirements and
   expectations of the management, but shows weakness in regard to certain factors, which
   requires raising the level of the employee’s skills;
2. In connection with initiation of a new activity or implementation of new methods or technique
   by the Association, instead of employing new personnel it may prefer to organize additional
   training/ studying courses for the existing personnel, of course, with their consent;
3. For the purpose of obtaining the latest news or gaining experience in the field of their
   specialty, personnel are sent to different local and international seminars/ workshops to use
   the received knowledge for the welfare of the Association.

Article 33. Means of Professional Development of Employees

In order to raise the skill level, professionalism, experience and labor productivity of the
personnel of the Association, certain persons will be selected for passing training or studying
courses, participating in different seminars and conferences both in and outside Georgia. Subject
to an annual budget approved in advance by the Association Board, the Association Director is
the one who makes the decision which employee of which department should be sent to
participate in a specific seminar, training course or educational program.

On completion of a specific seminar, training course or educational program, the employee shall
compose and submit a report to the management, share news and issues of interest he had learnt
during the program with the other employees and, as appropriate, contribute to implementation
and development of those issues within the organization.

An employee has the right to request advanced training. For this purpose, he may apply with
request to the administrative department of the Association, providing strong reasons for the
request.



Article 34. Persons in Charge and Control Mechanisms

The Association Director shall show equal concern about personnel development and make sure
every employee has the opportunity to develop his/ her working potential.
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_____________________________________________________________________________________

              Chapter. IX. Security of Healthy and Safe Labor Conditions


Article 35. Obligations of the Association

The Association shall secure favorable labor conditions for its employees.

The Association shall supply every worker with necessary facilities for unhindered and effective
performance of his/ her duty.

The Administrative Manger shall organize work of employees properly, create conditions for
increase of productivity, secure labor discipline, strictly observe labor law and regulations of labor
protection, and be attentive to the needs and requirements of employees. The Administrative
Manager shall also advise employees on prevention of industrial accidents, industrial sanitation,
fire safety and other regulations of labor protection.

The organizational systems of health and security of the employees are determined by the
Association Heals and Safety Manual approved by the Board of the Association.
Association for Protection of Landowners’ Rights                                    25
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_____________________________________________________________________________________

                             Chapter X. Disciplinary Regulations

Article 36. Definition of Disciplinary Regulation

Disciplinary regulations of the Association for Protection of Landowners’ Rights are stipulated by
labour policy, manual of administrative procedures, description of official duties and resolution of
the corresponding department.

Disciplinary regulations are binding for every employee of the Association, regardless his/ her
work position or location of his/ her workplace.

The Administrative Manager shall familiarize each new employee with the labour policy and
disciplinary regulations on his/ her first working day.

Each employee shall respect and obey disciplinary requirements.

Article 37. Penalties for Breach of Labor Discipline

Disciplinary infractions are regulated by the director of the Association Director. The following
penalties are applied in case of breach of labour discipline:

a)   Reproof;
b)   Reprimand;
c)   Serious reprimand;
d)   Dismissal, in the following cases:

-    upon systematic breach of labour contract or internal procedure rules (administrative manual)
     by an employee or non-attendance for an unreasonable excuse provided that a disciplinary
     reproof or reprimand had been previously applied to him;

-    if an employee appears at the work in the state of intoxication, or under the effect of drugs or
     toxic substances.

Prior to the imposition of a disciplinary penalty, the breaker of labour discipline shall be offered
an opportunity to provide an explanatory note. An appropriate disciplinary penalty will be
applied the explanatory note submitted by the employee does not provide a reasonable excuse
for disciplinary breach he/ she has committed.

The Administrative Manager may recommend and the Association Director may apply a
disciplinary penalty upon discovery of the breach of labour discipline but within not later than one
month from the day that the employee has been notified of the breach and offered the opportunity
to provide a written explanation.
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Unless during the following year a new punishment is not applied to an employee, the previous
reproof or reprimand is cancelled and he/ she is deemed as a person who has not been imposed
with a disciplinary penalty.

An employee can be remitted of the disciplinary penalty by the decision of his/her immediate
supervisor or the APLR Director before the expiration of 6 month if he/ she shows himself/
herself a good and honest worker.
Association for Protection of Landowners’ Rights                                    27
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_____________________________________________________________________________________
                                  Chapter XI. Filing System

Article 38. Filing of Documents by the Administrative Unit

The Administrative Unit files the following documents:
      Correspondence;
      Grant agreements;
      Labor contracts with employees;
      Lease, service or purchase agreements with different organizations or individuals;
      Bidding documents;
      Orders of the Director of the Association;
      Information on competitions held to hire employees;
      Personal files of employees;
      Working plans and program reports of the projects implemented by the Association;
      Minutes of the meetings of the Board of the Association as well as documents on the
       meetings of the Board and general meetings of the members;
      Applications for accession to the Association;
      Information on the receipt and issue of fuel and telephone calls made from the Head
       Office of the Association;
      Information on the materials received to and issued from the warehouse of the
       Association; the warehouse inventory materials;
      Materials translated by a team of translators;
      Electronic information (time filing cards, different sorts of contract forms, electronic
       versions of procedural guidebooks);
      Other documents.

The Administrative Unit files any incoming or outgoing letter as well as internal correspondence.
Letters received or sent by mail are filed in a special register and assigned respective numbers.
Any employee of the Association is obliged to furnish the Administrative Unit with a copy of the
letter sent by the unit.
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Any letter received to or sent from the e-mail address is filed in hard as well as soft copy in an
organized manner so as to locate it easily when necessary.

The original copies of the grant agreements with various organizations are deposited with the
Administrative Unit while copies thereof are furnished to the Financial Unit and to the respective
Project Director. The original copy of a grant agreement may be deposited with the Project
Director. In such case, the Project Director furnishes a copy of such agreement to the
Administrative Unit.

Labour contracts with employees are assigned respective numbers and filed in binders in an
organized manner. A labour contract signed under a certain project may be deposited with the
Project Director. In such case, the Project Director shall furnish the relevant information to the
Administrative Manager.


The Administrative Unit keeps an Electronic Register of the labour contracts signed with
employees. The Electronic Register contains the following information:
                          Name and surname of employee;
                          Position;
                          Effective term of the contract;
                          Amount of compensation;
                          Address.


Lease, service or purchase agreements with different organizations or individuals are assigned
relevant numbers. If the original copy of such agreement is deposited with the Project Director,
the Administrative Unit files a copy of such agreement.

The Administrative Unit keeps an Electronic Register of the contracts signed with employees. The
Electronic Register contains the following information:
                         Number of the contract;
                         Contractor;
                         Subject of the contract;
                         Date of the contract;
                         Effective term of the contract;
                         Contract value.




The following documents shall be filed in respect of the tenders held by the Association:
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_____________________________________________________________________________________
                     Certified order of purchase;
                     Invitation for tender;
                     In case of a closed tender – letters (or other documents certified otherwise)
                      of the organizations to which invitations for tender were sent where they
                      confirm the receipt of the tender proposal;
                     Order of the Director of the Association on the establishment of the Tender
                      Commission;
                     Presented bids;
                     Opinion of the Tender Commission;
                     Takeover Certificate.


Information on competitions held to hire employees:
                     Request for vacancy;
                     Consent of the Director of the Association on accouchement of
                      competition;
                     Competition applications;
                     Incoming resumes;
                     Order of the Director of the Association on establishment of the
                      Competition Commission;
                     Opinion of the Competition Commission.


The personal file of an employee includes:
                     Autobiography/resume;
                     Copy of ID;
                     Copies of education certificates;
                     Workbook or/and letter of recommendation from the previous job;
                     Opinion of the Competition Commission if an employee is not hired as a
                      result of the competition;
                     Explanation if an employee is hired without a competition;
                     Orders of the Director regarding thanks or reprimands, salary increases,
                      appointments or recruitments;
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                     Annual assessment form.


The materials translated by the team of translators are filed by the same team. The team of
translators file the electronic versions of the materials translated by them in an organized manner
so as to easily locate a necessary document when necessary. Particularly important documents are
kept in both hard and soft copies.


Article 39. Filing of Documents by the Financial Unit

The Financial Unit files the following documents:
                     Copies of grant agreements;
                     Copies of lease, service or purchase agreements with various organizations
                      or individuals;
                     Copies of contracts with debtors or creditors;
                     Purchase orders, invoices, time filing cards, vouchers and payment
                      documents;
                     Financial correspondence;
                     Audit reports and financial reports;
                     Inventory materials.


Documents coming into the Financial Unit are furnished to a particular person. The original
creditor-related documents are given to one of the accountants of creditors depending on which
project the document belongs to. Unprocessed (unpaid and unfilled) documents are kept in the
relevant box on the accountant’s table. The creditors’ accountant keeps two boxes for processable
and transfer documents. Certified original documents are filed in the processable documents box
and after processing – in the payable documents box. After the relevant processing documents are
kept in a binder which states the project name, year, month and serial number in the given month.
Copies of these documents are kept in the supplier’s binder.
The Reporting Accountant is responsible for processing and filing of salary documents. Salary
documents are filed in a separate binder according to months while the project binders
accommodate the copies of these documents. Tax Returns and Reports are filed together in a
binder (binders) according to number. Reports for donors (final versions) are also filed in binders.
The Reporting Accountant files the invoices made out for debtors.
The Unit Manager is responsible for keeping contracts and audit reports.
All the employees of the Unit file their correspondence (if necessary, electronic versions of
correspondence are also filed).
Association for Protection of Landowners’ Rights                                    31
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Contracts, audit reports and financial reports are kept in a locked cabinet. A copy of the
accounting program database is taken by the Reporting Accountant on a regular basis.


Article 40. Filing Documents by the Public Liaison and Marketing Unit

The Public Liaison and Marketing Unit files:
                     Any letter sent on the initiative of the Unit; letters received by the
                      Association which were assigned to the Public Liaison Unit for reaction;
                     Working plans and program reports prepared by the Unit;
                     Internal correspondence sent by one employee of the Unit to another
                      employee of the Association or received by one employee of the Unit from
                      another employee of the Association;
                     Newspaper publications on the Association – both the original and Xerox
                      copies;
                     Cassettes of TV transmissions and trailers;
                     Dictaphone cassettes with the recordings of the materials which are spread
                      in the media on behalf of the Association (kept for a certain term from 1 to
                      3 three months);
                     Information for web-page updating – both electronic and printed versions;
                     Photo archive – negatives, photos in printed and electronic forms;
                     Issues of The Mitsis Mesakutre (Landowner) Newspaper/Magazine as well
                      as working files and final versions in an electronic form on a compact disc;
                     One issue of any printed publication of the Association;
                     Electronic versions of the publications prepared by the Association – on the
                      server;
                     Newspapers subscribed to by the Association (kept for the term of one
                      year);
                     Proposals made by the Association to various organizations in both hard
                      and soft copies;
                     Information, different materials and proposals assigned to the Unit for
                      processing or filing.
Association for Protection of Landowners’ Rights                                    32
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Article 41. Filing of Documents by the Legal Department

The Regional Office files:
                         Any letters sent or received by the Regional Office as well as the letters
                          received by the Association which were assigned to the Regional Office for
                          reaction;
                         Internal correspondence (letters sent/received by one employee of the
                          Regional Office to/from any other employee of the Association);
                         Working plans and reports prepared by the Regional Office;
                         Claims or complaints presented to the Regional Office by owners;
                         Information on consultations provided to owners;
                         Information/materials on arbitration proceedings heard by the Regional
                          Office;
                         Information/materials on the court proceedings in which the employees of
                          the Regional Office have taken part;
                         Newspaper articles on the Association appearing in local newspapers;
                         Information on the community organizations in the establishment and
                          development of which the Regional Office has taken part;
                   Contract information on the members of the Association who applied to the
                    Regional Office for becoming members of the Association.


Article 42. Procedure for filing information regarding the projects implemented by the
Association

The following shall be filed regarding the projects implemented by the Association:
                          Grant agreement with the donor organization;
                          Labor contracts – with the Project Director. The Project Director furnishes
                           information on any new labor contract to the Administrative Unit in order
                           for this contract to be filed in the General Register of Labor Contracts;
                          Lease, service or purchase agreements with different organizations within
                           the framework of the project;
                          Financial documents (originals – in the Financial Unit and copies – with
                           the Project Director);
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                       Working programs and program reports;
                       Tender documents;
                       Incoming and outgoing correspondence;
                       Other documents which the Project Director may think necessary to file.


The procedure for filing documents within the framework of a project shall be determined by the
Project Director (in agreement with the Director of the Association).

The procedure for filing electronic framework within the framework of a project shall be
determined by the Project Director.

The responsibility of the database (if any in respect of the project) security rests with the Project
Director or with the person designated by him.

The project documents are archived after the project completion (if necessary – after the audit is
completed).

Article 4. Electronic information security, the Association Server, databases

Any employee of the Head Office of the Association shall, at the end of the business day, move
all the important documents on their computers to the Association Server.

All the databases in the Association shall be moved to the Association Server. Any changes in the
databases are automatically moved to the Association Server.

An IT specialist shall save the information on the Server in a compact disc every other week.
Compact discs were the information is save in from the Server are kept in a fireproof cabinet in
the Office of the Association.

The folder on the Association Server that is accessible for all the employees accommodates:
                       Procedural manuals;
                       Electronic versions of the publications prepared by the Association;
                       Different forms used by the Association in an administrative process.
Association for Protection of Landowners’ Rights                                    34
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                                                 Annex # 1
Association for Protection of Landowners’ Rights
------------- (projet name) --------------------
8, Gagarini I lane, Tbilisi, Georgia
Tel : (995 32) 93-12-76 Fax: (995 32) 98-62-91

____________________________________ Invoice                        #     _________

Employee / Consultant Name :

_____________________________

Employee/Consultant Position/Title :                                  Date :

____________________________                                 _____________________

  Number of         Rate per Unit                  Description of Work                        Price
    Units




                                                          Total :


I confirm that the work described was performed according to the terms of the agreement. I understand that
the taxes will be withheld according to the legislation.

                                           _____________________________
                                                 (Employee/consultant signature)

Task manager signature :            _____________________________
           Association for Protection of Landowners’ Rights                                    35
           Labor Policy
           _____________________________________________________________________________________



                                                  ANNEX # 2

                           Association for the Protection of Landowners' Rights
                                miwis mesakuTreTa uflebebis dacvis asociacia

                                         Vacation Request Form
                                        Svebulebis moTxovnis forma


Date:
TariRi:

Name:
saxeli:

Position:
Tanamdeboba:

Department:
ganyofileba:


Signature:
xelismowera:

Type of leave requested:
Svebulebis tipi:

                                      Personal Paid Leave
                                      fasiani Svebuleba


                                      Leave Without Pay
                                      ufaso Svebuleba

               Period:                                       Date:                Days:
               Pperiodi:                                     TariRi:              dReebi
From:                                                                             x   x
dan:
To:
mde:                                                                              x   x
                                                           Total Days:
                                                          sul dReebi:

Immediate Supervisor
uSualo xelmZRvaneli
             Association for Protection of Landowners’ Rights                                    36
             Labor Policy
             _____________________________________________________________________________________
 APLR Director
asociaciis direqtori


                                                   ANNEX # 3
                                                 Trip Authentication
                                        mivlinebis mowmoba/samivlinebo forma

             Issued to:
             gaica:

             Project component:
             proqtis komponenti:

             Trip requisition date/number:
             mivlinebis moTxovnis TariRi/nomeri:

             Project director:
             proeqtis direqtori:


             Left                                         Arrived in
             gaemgzavra                                   Cavida




             Signature, Stamp                             Signature, Stamp
             xelmowera, beWedi                            xelmowera, beWedi



             Left                                         Arrived in
             gaemgzavra                                   Cavida




             Signature, Stamp                             Signature, Stamp
             xelmowera, beWedi                            xelmowera, beWedi
Association for Protection of Landowners’ Rights                                    37
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_____________________________________________________________________________________
                                   ANNEX # 4
                              Assignment Form/Record

Manager: ____________________________________________________________

Description of assignment: _______________________________________________

Assignment date: _______________________________________________________

Execution period: _______________________________________________________

Expected results: _______________________________________________________
_____________________________________________________________________
_____________________________________________________________________

Tolerance: ____________________________________________________________
_____________________________________________________________________
_____________________________________________________________________


Monitoring: __________________________________________________________
____________________________________________________________________




Executor's commentary: ________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________




Monitor's commentary: ________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
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_____________________________________________________________________________________
                                          Annex # 5
                        Performance Appraisal Format/Record



Date:    _____________________________________________________________

Employee's name: _____________________________________________________

Position: ____________________________________________________________

Division: ____________________________________________________________

Length of service in the division: _________________________________________

Length of service in the organization: ______________________________________


Purpose of appraisal:

( ) By completion of the probation period for all the employees, or when its is expressly evident
that the staff member does not comply with job requirements

( ) By the contract term expiration

( ) Annual appraisal: 12 months after the last appraisal

( ) Other, specify: ____________________________________________________


To the appraiser's attention: After careful examination of the appraisal factors and characteristic
behaviour, please tick off the characteristic indicator you deem to be appropriate. Supplement
your general consideration and commentary in the line below. Your opinion should be based on
job requirements and the employee's performance. After verbal reference and commentary, assess
the factor by a 10-point scale.

Performance degree

The performance degree means the work without mistakes, accuracy, and general performance
quality. Comparison of the performed work with the expected standard is the factor's measure.

( ) Frequently makes mistakes, the quality is very poor
________________________________________________________________________
________________________________________________________________________
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_____________________________________________________________________________________

( ) Meets minimum standards, requires improvement
________________________________________________________________________
________________________________________________________________________

( ) Mistakes are within norm, the quality is acceptable
________________________________________________________________________
________________________________________________________________________

( ) Quality is over the average, the number of mistakes is minimal
________________________________________________________________________
________________________________________________________________________

( ) Highest expected quality, final product is practically perfect

________________________________________________________________________
________________________________________________________________________


   1        2         3         4         5         6         7      8        9        10


Employee's commentary: ___________________________________________________
________________________________________________________________________
________________________________________________________________________

Performance speed

The performance speed is a relative notion implying the employee's speed of performance against
the expected standard and other employees performing the same task.

( ) Very slow performance, never meets expectations

_______________________________________________________________________

( ) Slow performance, often slower than expected
 _______________________________________________________________________
 _______________________________________________________________________

( ) Average performance, generally meets expectations
 ________________________________________________________________________
________________________________________________________________________

( ) Performance speed over the average, generally exceeds expectations
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_____________________________________________________________________________________
________________________________________________________________________
 _______________________________________________________________________

( ) Speedy performance, always exceeds expectations
 _______________________________________________________________________
 _______________________________________________________________________


  1         2        3        4          5       6        7         8        9        10

Employee's commentary:

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

Volume/quantity of performed work/task

The volume/quantity of performed work/task is also a relative notion implying how the volume of
the actually performed work corresponds to the volume of work performed by other employees.


( ) The performed work is rather insignificant and definitely unacceptable
________________________________________________________________________
 _______________________________________________________________________

( ) The performed work is below the average in volume but acceptable
 _______________________________________________________________________
 _______________________________________________________________________


( ) The performed work is on the average in volume and acceptable
 _______________________________________________________________________
 _______________________________________________________________________

( ) Performs more work than other, the quantity is over the average
 _______________________________________________________________________
 _______________________________________________________________________

( ) It is clear that performs very much work
 _______________________________________________________________________
 _______________________________________________________________________
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_____________________________________________________________________________________
   1        2         3         4        5         6         7         8        9        10


Employee's commentary: ___________________________________________________
_______________________________________________________________________
_______________________________________________________________________

Performance competence

Competence encompasses the knowledge of operation techniques, skills, procedure and the
application of technical facilities. The employee's performance competence means that he
understands the specific character of the job the related requirements.


( ) Is ignorant of proper performance techniques
 _______________________________________________________________________
 _______________________________________________________________________

( ) Has minimum performance capacity
 _______________________________________________________________________
 _______________________________________________________________________

( ) Has a sufficient knowledge of duties
 _______________________________________________________________________
 _______________________________________________________________________

( ) Has a good knowledge of duties and knows how to perform
 _______________________________________________________________________
 _______________________________________________________________________

( ) Has an excellent knowledge of the job's specific character and skills for performing related
duties
 _______________________________________________________________________
 _______________________________________________________________________



   1        2         3         4        5         6         7         8        9        10




Employee's commentary: ___________________________________________________
______________________________________________________________________________
__________________________________________________________________
Association for Protection of Landowners’ Rights                                    42
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_____________________________________________________________________________________

Capacity to learn

The employee is willing and capable to improve and develop within the division.


( ) Seems incapable to learn performance of new tasks, is incapable to accommodate to a
specific task/work and to stand changes
 _______________________________________________________________________
 _______________________________________________________________________

( ) Is slow in mastering new tasks, finds it hard to be implicated in and switch over from task to
another
 _______________________________________________________________________
 _______________________________________________________________________

( ) Is neither slow nor quick; is capable of performing several tasks; copes with new tasks
though with difficulty
 _______________________________________________________________________
 _______________________________________________________________________

( ) Is very flexible and adaptable; easily acquires new tasks; easily copes with several tasks
 _______________________________________________________________________
 _______________________________________________________________________




   1         2        3         4         5         6        7         8         9        10




Employee's commentary: ___________________________________________________
________________________________________________________________________
________________________________________________________________________

Initiative

Appreciated are the employee's reliability, his capacity to perform without active supervision, his
possession of necessary resources and potential to perform without detailed instructions, his
preparedness to suggest new ideas and initiatives.

( ) Never initiates to perform a work/task; needs to be constantly pushed in order to get
performing; does not like assuming responsibility; is insignificantly willing and capable to
advance
Association for Protection of Landowners’ Rights                                    43
Labor Policy
_____________________________________________________________________________________

_______________________________________________________________________

( ) Rarely looks for new tasks; assumes responsibility when necessary and when made so; is a
routine performer
 _______________________________________________________________________
 _______________________________________________________________________

( ) Sometimes looks for new tasks; performs well when entrusted with responsibility; sometimes
suggests new ideas
 _______________________________________________________________________
 _______________________________________________________________________

( ) Is always initiating and innovating; is ready to assume responsibility; is quick to respond and
frequently constructive
 _______________________________________________________________________
 _______________________________________________________________________


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Employee's commentary: ___________________________________________________
 _______________________________________________________________________
_______________________________________________________________________

Team-work capacity, capacity to cooperate

The factor encompasses the employee's willingness to work in harmony with others in order to
perform a task. A team-worker is ready to follow and defend the management's policy; is capable
of working in a team at any level; is prepared to consider and try new ideas and methods.


( ) Is very unsociable and hard to cooperate with
 _______________________________________________________________________
 _______________________________________________________________________

( ) Is indifferent, spares no effort for cooperating
 _______________________________________________________________________
 _______________________________________________________________________

( ) Is easy to cooperate with; has a positive attitude to work
 _______________________________________________________________________
 _______________________________________________________________________
Association for Protection of Landowners’ Rights                                    44
Labor Policy
_____________________________________________________________________________________
( ) Does everything for cooperating and maintaining good relations with others
 _______________________________________________________________________
 _______________________________________________________________________

( ) Is very communicative, stimulates team-work and good relations with others
 _______________________________________________________________________
 _______________________________________________________________________



1        2         3         4         5        6         7         8         9         10


Employee's commentary: ___________________________________________________
_______________________________________________________________________
_______________________________________________________________________

Attendance

The factor encompasses the employee's commitment to disciplinary requirements, day-to-day
attendance and compliance with work-hours.


( ) Frequently shirks and/or is late with the appropriate reasons; frequently breaches discipline
 _______________________________________________________________________
 _______________________________________________________________________

( ) Has a poor attendance, sometimes is late and sometimes violates discipline
 _______________________________________________________________________
 _______________________________________________________________________

( ) Has a regular attendance, comes on time and observes discipline
 _______________________________________________________________________
 _______________________________________________________________________

( ) Is very punctual, regularly observes discipline
 _______________________________________________________________________
 _______________________________________________________________________

( ) Is always regular and exact
 _______________________________________________________________________
 _______________________________________________________________________
Association for Protection of Landowners’ Rights                                    45
Labor Policy
_____________________________________________________________________________________

   1        2         3        4         5        6         7        8         9       10


Employee's commentary: ___________________________________________________
_______________________________________________________________________
_____________________________________________________________

Need for additional education/training

(Indicate any need for necessary training course or on-the-job training which may encourage
improvements in performance).

Promotion potential

( ) The employee is an excellent candidacy for promotion because _________________
 _______________________________________________________________________
 _______________________________________________________________________

( ) The employee is a good candidacy for promotion because _____________________
 _______________________________________________________________________
 _______________________________________________________________________

( ) The employee is a weak candidacy for promotion because _____________________

______________________________________________________________________

( ) The employee's promotion is not desirable because __________________________
 ______________________________________________________________________
 ______________________________________________________________________


Appraisal's additional comment: _____________________________________________
 _______________________________________________________________________
 _______________________________________________________________________
       (Appraiser's signature)             (Date)
_______________________________________________________________________


Employee's additional comment: _____________________________________________
_______________________________________________________________________
_______________________________________________________________________
      (Employee's signature)              (Date)
Association for Protection of Landowners’ Rights                                    46
Labor Policy
_____________________________________________________________________________________
Post-interview notes: ______________________________________________________
_______________________________________________________________________
_______________________________________________________________________

General appraisal

The general performance/behaviour appraisal of the employee in the present position



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Comment and recommendations (by the appraisal's executive):
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________


(Manager's signature)                 (Date)

____________________                        ________________________

				
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