chapter 10 appraising and managing performance. lecture overview performance appraisal relationship...
TRANSCRIPT
Chapter 10
Appraising and Managing Performance
Lecture Overview
• Performance Appraisal
• Relationship between Performance Appraisal and Job Evaluation
• Objectives of Performance Appraisal
• Multi Purposes of Performance Appraisal
• Performance Appraisal and Competitive Advantage
• Process of Performance Appraisal
• Performance Appraisal Methods
• Goal Based Performance Appraisal
• 360 Degree Performance Appraisal
Recap of Previous Lecture
• Training Process
• Phases in Training Process
• Steps in Training Program
• Training Methods
• Training and HRD
Training Process
Need Assessmenta) Organization support b) Organizational Analysisc) Task and KSA analysis d) Person Analysis
Instructional ObjectivesDevelopment of
criteriaTraining Validity
Transfer Validity
Intraorganizationalvalidity
Interorganizationalvalidity
Selection and designof instructional
program
Training
Use of evaluation modelsSource: Aswathappa, 2008, p. 216
Training Process
Phase 1Training Need
Phase 2Training Design
Phase 3Training Implementation
Phase 4Training Evaluation
Training Methods
Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 221
Training Method
Orienting new employees, introducing innovation
Special skills training
Safety education
Creative technical and professional education
Sales, administrative and managerial education
On the job
Orientation training
Yes - - - -
Job Instruction training
Yes Yes - - -
Apprentice training
Yes Yes - - -
Internship - Yes - Yes Yes
Job rotation Yes - - - Yes
Coaching - Yes Yes Yes Yes
Training Methods
Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 218
Training Method
Orienting new employees, introducing innovation
Special skills training
Safety education
Creative technical and professional education
Sales, administrative and managerial education
Off the job
Vestibule Yes Yes - - -
Lecture Yes Yes Yes Yes Yes
Films Yes Yes Yes Yes Yes
Conference Yes - Yes Yes Yes
Case Study - - - - Yes
Role Playing - - - Yes -
Simulation Yes Yes Yes Yes -
Programmed Instructions
Yes Yes Yes Yes -
Laboratory Training
- - Yes Yes -
1 Training Need Assessment
Organizational Analysis
1 How training will assist to achieve organization goals?2 What cost is expected and what is benefit to the organization?
Task Analysis 1 What are job responsibilities and duties?2 What knowledge and skills are required to increase work performance?
Person Analysis 1 What is trainee's skill and knowledge level? 2 Which learning style trainees prefer?
Training Process
2 Training Design
Instructional Objectives/strategy
1 Based on TNA, learning objectives are set (desired skills and knowledge and attitude change)2 This includes detailed plan regarding methods, material, resources and training objectives etc.
Trainee Readiness 1 Assessment of trainee's background knowledge and skills to determine level of readiness to absorb new learning2 Knowledge of level of trainee to develop contents/strategy of training program3 Categorizing and grouping trainees according to their capacity to learn4 To enforce and motivate trainee's desire to learn new knowledge and skills
Training Process
2 Training Design Learning Principle
1. Setting training goals and objectives2. Meaningful presentation3. Social learning theory focusing on learning based on modeling and visual aids4. Appreciate differences in learning style; some learn quickly in group discussion while some prefer to work alone on problems5. Practice and Practice (Exercises/work on solutions)6. Feedback on progress7. Time duration (continuous or distributed)
3 Training Implementation
Material and Equipment
Posters and ChartsWhiteboard/Projector
Trainee's Manual
1. Contains Information on Training Content
Trainer's Manual
Contains information given in trainee's manual and instruction on how to deliver
Facilities 1. computer/furniture/training room
Trainer 1. Who will deliver the training?2. Trainer's qualification, experience, expertise and background
Training Process
4 Training Evaluation
Reactive 1. Did the trainees find the training interesting (Questionnaires)? Immediate feedback response on training
Learning 1. Did the trainees have made advancement in knowledge and skills (written test)?
Behavior 1. Is trainee behaving in different way after receiving training (performance appraisal)
Results 1. Is organization/unit performing better (Quality/Productivity/Cost/ Profit/Morale/Work environment/team work
Training Process
Source: Blanchard, P. & Thacker, J: Effective Training, Systems, Strategies, and Practices(3rd Edition, 2007)
“A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands”
Werner and DeSimone (2006)
Definition of HRD
• Human Resource Management (HRM) covers many functions
• Human resource development (HRD) is just one of the functions within HRM
Relationship Between HRM and HRD
• Training and development (T&D)
• Organizational development
• Career development
HRD Functions
• The process of improving an organization’s effectiveness and member’s well-being through the application of behavioral science concepts
Organizational Development
• Training – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task
• Development – preparing for future responsibilities, while increasing the capacity to perform at a current job
Training and Development (T&D)
• Ongoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement
Werner and DeSimone (2006)
Career Development
Appraising and Managing Performance
Performance Appraisal
• Performance appraisal is to evaluate the performance of an employee to determine whether he is performing his given task and duties well or to monitor whether he has given his best effort and performance on given job
• Performance appraisal is an assessment of individual performance, the performance is measured against such factors as job knowledge, quality, quantity of output, initiative, leadership, abilities, supervision, cooperation, judgment, analytical skills, problem solving skills, etc.
(P. 239)• The other similar terms often used for performance appraisal
are performance rating, employee performance review, employee assessment, personal appraisal, employee evaluation, or performance evaluation
Performance Appraisal
Job Analysis PerformanceAppraisal
Performance Standards
Describe work and professional requirementof a job
Describe the job relevant strengths and weaknesses of each individual
Translate job requirementsinto levels of acceptableor unacceptable performance
Relationship of Performance Appraisal and Job Analysis
Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 240
Objectives of Performance Appraisal
• Make promotion decisions based performance
• To confirm services of employee on probation
• To identify training and development needs of employees
• To decide compensation
• To inform employees of their performance and give them feedback and guidance to improve performance
• Performance appraisal helps to know the effectiveness of other HR functions such as recruitment and selection, training, and promotion etc.
Multi Purposes of Performance Appraisal
Administrative Developmental
Set selection criteria Identification of individual training needs
Promotion Performance feedback
Retention or termination Determining job assignment and transfer
Identification of poor performers Identification of strengths and weaknesses of employee
Compensation Recognize and appreciate individual performance
Evaluate training effectiveness Goal setting and evaluation
Adopted from: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 240
Performance Appraisal and Competitive Advantage
Adopted from: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 240
Competitive advantage
Consistency between strategy and behavior
Improving performance
Minimizing dissatisfaction and turnover
Ensuring legal compliance
Making correct decisions