personnel development program[1]

8/3/2019 Personnel Development Program[1]

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PERSONNEL

DEVELOPMENT PROGRAM


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EMPLOYEE TRAINING

Training enhances job related skills andalso facilitates acquiring of new skills.

Training may be defined as asystematised tailor made program to suitthe needs of a particular organisation fordeveloping certain attitudes, actions,

skills and abilities in employeesirrespective of their functional levels.


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PURPOSE

Training serves following important purposes foran organisation:

To increase the performance level of anemployee and to develop him/her in such a

manner that he/she can rise to a position ofhigher responsibility.

To constantly develop manpower to meet thecurrent as well as future needs of the

organisation. To ensure effective utilisation of humanresources.

To integrate individual goals with organisationalgoals.


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TRAINING METHODS

Training methods are classified by thelocation of instruction.

On the job training is provided when theworkers are taught relevant knowledge,skills and abilities at the actual work place.

Off the job training requires that thetrainee learns at a location other than thereal work place.


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TRAINING METHODS

ON THE JOB TRAINING:

An employee is put on the job and istrained to perform the said job therebyhelping the employee to acquire the skillsfor performing the said job in future.Creation of assistant to positions, job

rotation and special assignments aredifferent nature and forms of such training.


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Contd

JOB INSTRUCTION TRAINING:

This is a training through step by steptraining. Usually steps necessary for a jobare identified in order of sequence and anemployee is exposed to the different stepsof a job by an experienced trainer.


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Contd

COACHING:

It is a kind of daily training and feedbackgiven to employees by immediatesupervisors.

It may be defined as an informal,unplanned training and developmentactivity provided by supervisors and peers.


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Contd

MENTORING:

It is a relationship in which a senior manager inan organisation assumes the responsibility for

grooming a junior person. Technical, interpersonal skills etc are generally

conveyed in such a relationship from the moreexperienced person.

The main objective of mentoring is to help anemployee attain psychological maturity andeffectiveness and get integrated with theorganisation.


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Contd

JOB ROTATION: This involves movement of training from

one job to another. This helps the person

to understand how the organisationfunctions.

The purpose of job rotation is to providetrainees with a larger organisationperspective and a greater understandingof different functional areas as well as abetter sense of their own career objectives

and interests.


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The cross trained personnel offer a greatamount of flexibility for organisations whentransfers, promotions or replacements becomeinevitable.

APPRENTICESHIP TRAINING:

Most craft workers such as plumbers etc aretrained through this method.

Apprentices are trainees who spend aprescribed amount of time working with anexperienced guide, coach or trainer.


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Contd

OFF THE JOB TRAINING:

Under this method of training, the traineeis separated from the job situation and hisattention is focused upon learning thematerial related to his future jobperformance. There are various methods

of off the job training:


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Contd

VESTIBULE TRAINING

This method duplicates on the job situationaway from actual worksite with machineryand equipment similar to those used inactual production or operation and is usedto help employees to acquire new skill.

Usually training is given away from theproduction center.


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Contd

Role Playing: It is defined as a method of human interaction

that involves realistic behaviour in imaginarysituations.

The participants play the role of certaincharacters, such as Production Manager,Mechanical Engineer, Superintendents,Maintenance Engineer, Quality Control

Inspectors, Foreman, Workers and the like. This method is mostly used for developinginterpersonal interactions and relations.


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Contd

LECTURE METHOD

Traditional and direct method ofinstruction. An advantage of this method isthat it is direct and can be used for a largegroup of trainees.


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CONFERENCE/DISCUSSION APPROACH The trainer delivers a lecture and involves the

trainee in a discussion so that his doubts aboutthe job get cleared.

When big organisations use this method, thetrainer uses audio-visual aids such asblackboards, slides etc; in some cases thelectures are video taped or audio taped.

The conference is therefore a group centeredapproach where there is a clarification of ideas,communication of procedures and standards tothe trainees.


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PROGRAMMED INSTRUCTIONS

This method has become popular in recentyears. The subject matter to be learned is

presented in a series of carefully plannedsequential units.

These units are arranged from simple to

more complex levels of instructions. The trainee goes through these units by

answering questions or filling the blanks.


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MANAGEMENT

DEVELOPMENT


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ROLE OF DEVELOPMENT

Managers are indispensable resources,the priceless assets of an organisation.

The basic purpose ofexecutive/management developmentprogram is to improve managerialperformance by imparting knowledge,

changing attitudes or increasing skills.


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Contd

Companies spend lavishly on suchprograms with a view to attract and retainthe best brains in the industry.


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DEFINITION

Executive or management development isa planned, systematic and continuousprocess of learning and growth by which

managers develop their conceptual andanalytical abilities to manage.

It is a result of not only participation in

formal courses of instruction but also ofactual job experience.


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Contd

It is primarily concerned with improving theperformance of managers by giving themstimulating opportunities for growth and

development.


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CONCEPT

Development is an education process as ittries to enhance ones ability tounderstand and interpret knowledge in a

useful way.

Development is different from training inthat it is often the result of experience and

the maturity that comes with it.


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Contd

Executive development focuses more onthe managers personal growth.

It is more future oriented and moreconcerned with education that isemployee training.


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NEED FOR EXECUTIVEDEVELOPMENT

It helps managers to acquire knowledge,skills and abilities (KSAs) required tograpple with complex changes in

environment, technology and processes.

They can have a better grip over marketforces and get ahead of others in the race

in a confident manner.


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Contd

Developmental efforts help executives torealise their own career goals andaspirations in a planned way.

Executives can show superiorperformance on the job.

By handling varied jobs of increasingdifficulty and scope, they become moreuseful, versatile and productive.


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Contd

Executive development programs helpmanagers to broaden their outlook, lookinto various problems dispassionately,

examine the consequences carefully anddischarge their responsibilities taking aholistic view of the entire organisation.


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MANAGEMENT DEVELOPMENTMETHODS

Management development programs helpin acquiring and developing different typesof managerial skills and knowledge.

There are different types of techniquesacquired to develop various types ofmanagerial skills and knowledge.


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Contd

These are:

Decision-Making Skills

In basket

Business gamesCase study

Interpersonal skills

Role play

Sensitivity training

Behaviour modelling


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Contd

Job Knowledge

On the job experiences

CoachingUnderstudy

Organisational Knowledge

Job rotationMultiple management


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General Knowledge

Special courses

Special meetings

Special readings

Specific Individual Needs

Specific projects Committee assignments


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DECISION MAKING SKILLS

The main job of a manager is to makeboth strategic and routine decisions.

His ability to take effective decisions canbe enhanced by developing decisionmaking skills through various techniques.


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In-basket: In it, the participant is given anumber of business papers such asmemoranda, reports and telephone

messages.

These call for actions ranging from urgentto routine handling.

The participant is required to act on theinformation contained in these papers.


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Contd

Business games: Simulations thatrepresent actual business situations areknown as business games.

It involves two or more hypotheticalorganisations competing in a givenproduct market.

The participants are assigned such rolesas MD, GM, Manager etc.


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Contd

They make decisions affecting pricelevels, production volume and inventorylevels.

Participants are able to see how theirdecisions affect the other group and vice-versa.


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Contd

Case Study: It employs simulatedbusiness problems for trainees to solve.

The individual is expected to study the

information given in the case and makedecisions based on the situation.

When cases are meaningful and are

similar to work related situations, traineescan certainly improve their decisionmaking skills and problem solving abilities.


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INTERPERSONAL SKILLS

A manager can achieve results only whenhe is able to put individuals on right track.

Managerial skills in the area ofinterpersonal relations can be enhancedthrough various techniques.


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Contd

Role Play: In it, some problem- real orimaginary, involving human interaction ispresented and then spontaneously acted

out.

It develops interpersonal skills amongparticipants.

They learn by doing things.


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Contd

Sensitivity Training: This is a method ofchanging behaviour through unstructuredgroup interaction.

Sensitivity training is sought to helpindividuals towards better relations withothers.

The primary focus is on reducinginterpersonal friction.


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JOB KNOWLEDGE

In addition to decision making skills andinter-personal skills, managers must alsopossess job knowledge to perform their

job effectively.

Trainers acquire job knowledge through onthe job experience, coaching and

understudy.


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Contd

On the job experience: Most widelyused.

This is especially useful for certain groupslike scientific and technical personnel.

The success of these techniques dependson the immediate supervisor and his

teaching abilities.


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Contd

Behavior Modelling: This is an approachthat demonstrates desired behavior, givestrainees the chance to practice and role

play those behaviors and receivefeedback.


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Contd

Coaching: In it, the trainee is placedunder a particular supervisor who acts asan instructor and teaches job knowledge

and skills to the trainee.

He tells him what he wants him to do, howit can be done and follows up while it is

being done and correct errors.


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He may also ask them to tackle some complexproblems and participate in decision making.

Understudy: An understudy is a person who is

in training, to assume at a future time, the fullresponsibility of the position currently held by hissupervisor.

This method supplies the organisation a person

with as much competence as the supervisor.

Chosen by head of a particular department.


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The head then teaches what all the jobinvolves.

The superior involves him in decisionmaking by discussing the daily operatingproblems as well.

ORGANISATIONAL


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ORGANISATIONALKNOWLEDGE

Managers should also possess knowledgeof various jobs, products, markets,finances, creditors of the organisation.

The techniques for it are job rotation andmultiple management.


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Job Rotation: The transferring of executivesfrom job to job and from department todepartment in a systematic manner, so as to

give them the required diversified skills and abroader outlook.

The management should provide a variety of jobexperiences for those judged to have the

potential higher ranks before they are promoted.


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Contd

Multiple Management: It is a system inwhich permanent advisory committees ofmanagers study problems of the company

and make recommendations to highermanagement.

It is also called a junior board of

executives.


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Contd

These committees discuss the actualproblems and different alternativesolutions after which the decisions are

taken.


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GENERAL KNOWLEDGE

GK is important as the externalenvironment interacts with and influencesthe business.

GK can be acquired through specialcourses, special meetings, specialreadings.


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Special Courses: Like workshops orexecutive development programsorganised by the institutes, universities

and colleges. Special Meetings: Organised in

consumer forums, voluntary organisationsetc.

Special Readings: Articles published byvarious journals etc.


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SPECIFIC INDIVIDUAL NEEDS

Some trainees may be weak in someareas. Such trainees are provided withspecial facilities for development.

These include special projects andcommittee assignments.


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Special Projects: In it, a trainee is put on aproject closely related to the objectives of hisdepartment.

Committee Assignment: An ad-hoc committeeis appointed to discuss, evaluate and offersuggestions relating to an important aspect ofbusiness.

Other off the job methods may be: Conferences,Lectures, Group Discussions etc.


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CAREER PLANNING ANDDEVELOPMENT


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Introduction

Traditionally, careerdevelopment referred toprograms offered by

organizations to helpemployees advance withinthe organization.

Today, each individual musttake responsibility for his orher career.


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Introduction

Organizations now focus onmatching the career needsofemployees with the requirements of

the organization. While many organizations still invest

in their employees, they dont offer

career security and they cant meetthe needs of everyone in a diverseworkforce.


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What is a Career?

Definition Pattern of work-related experiences that

span the course of a persons life.

Reflects any work, paid or unpaid. Broad definition helpful in todays work

environment where employees andorganizations have diverse needs.


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What is a Career?

Individual versus OrganizationalPerspective

Organizational career planning

Developing career ladders, trackingcareers, providing opportunities fordevelopment.

Individual career development

Helping employees identify theirgoals and steps to achieve them.


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What is a Career?

Career Development versus EmployeeDevelopment

Career developmentlooks at the long-term

career effectiveness and success oforganizational personnel.

Employee training and developmentfocuseson performance in the immediate orintermediate time frames. ?


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What is a Career?

Value for the Organization

1. Ensures needed talent will be available.

2. Improves the organization's ability to attractand retain talented employees.

3. Ensures that minorities and women getopportunities for growth and development.

4. Reduces employee frustration.

5. Enhances cultural diversity.6. Promotes organizational goodwill.


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What is a Career?

Value for the Individual

Individuals externalcareer successis measured by criteria such as:

progression up the hierarchy, type ofoccupation, long-term commitment, andincome.

Internalcareer success is measured

by the meaningfulness of ones workand achievement of personal lifegoals.


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What is a Career?

Mentoring and Coaching

Effective coachesgive guidance throughdirection, advice, criticism, and suggestion in anattempt to aid the employees growth.

Mentorsare typically senior-level employeeswho: support younger employees by vouching for them

answering for them in the highest circles

introducing them to others

advising and guiding them through the corporatesystem


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What is a Career?

Mentoring and Coaching Disadvantages include:

tendencies to perpetuate current styles andpractices

reliance on the coachs ability to be a good teacher

Considerations for organizations:

coaching between employees who do not have a

reporting relationship ways to effectively implement cross-gender

mentoring


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Traditional Career Stages


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Exploration

Includes school and early workexperiences, such as internships.

Involves:

trying out different fields

discovering likes and dislikes

forming attitudes toward work andsocial relationship patterns


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Establishment

Includes:

search for work

getting first job

getting evidence of success or failure

Takes time and energy to find a niche

and to make your mark.


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Mid-Career Challenged to remain

productive at work.

Employee may: continue to grow

plateau (stay competent but not

ambitious) deteriorate


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Late career Successful elder states persons can

enjoy being respected for their judgment.

Good resource for teaching others. Those who have declined may

experience job insecurity.

Plateauing is expected; life off the job

increases in importance.


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Decline (Late Stage)

May be most difficult for thosewho were most successful at

earlier stages.

Todays longer life spans and

legal protections for older

workers open the possibility forcontinued work contributions,either paid or volunteer.

Career Choices and


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Career Choices andPreferences

Good career choice outcomes providepositive self-concept and opportunity to dowork we think is important.

Career Choices and


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Holland Vocational Preferences

Three major components

People have varying occupational

preferences

If you think your work is important, you will bea more productive employee

You will have more in common with peoplewho have similar interest patterns

Career Choices and


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The Schein Anchors Personal value clusters determine what is

important to individuals.

technical-functional competence managerial competence

security-stability

creativity

autonomy-independence

Success of person-job match determinesindividuals fit with the job.

Career Choices and


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Jung and the Myers-Briggs Typologies

Four personality dimensions:

Extraversion-Introversion

Sensing-Intuitive

Thinking-Feeling

Judging-Perceiving

Career Choices and


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Jung and the Myers-Briggs Typologies

Assessed by the Myers-Briggs TypeIndicator (MBTI) andidentify 16 different

personality types.

Job characteristics can be matched toindividual preferences.


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Enhancing Your Career

The individual holds primary responsibility forhis/her career. Suggestions on how to do thatare:


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CAREER DEVELOPMENT

Career Development consists of the personalactions one undertakes to achieve a career plan.

Career Development and EmployeeDevelopment are different. Career development

looks at the long term career effectiveness ofemployees whereas employee developmentfocuses on effectiveness of an employee in theimmediate future.

The actions for career development may beinitiated by the individual himself or by theorganisation.

INDIVIDUAL CAREER


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INDIVIDUAL CAREERDEVELOPMENT

Career progress and development is largely theoutcome of actions on the part of an individual.Important steps are:

Performance: Career progress rests largely on

performance. If the performance is sub-standard, even modest career goals cannot beachieved.

Exposure: Career development comes throughexposure, which implies becoming known tothose who decide promotions, transfers andother career opportunities.


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Networking: It implies professional andpersonal contacts that would help instriking good deals outside (eg. Lucrative

job offers, business deals.) Leveraging: Resigning to further onescareer with another employer is known asleveraging. However, jumping the jobs

frequently may not be a good careerstrategy in the long run.

C


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Loyalty to Career: Companies such asWIPRO, NIIT, Infosys (all IT companies,where the turnover ratio is very high) have

come out with a lucrative, innovativecompensation packages in addition toemployee stock option plans for those who

remain with the company for a specifiedperiod.

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Mentors and Sponsors: A mentor is,generally an older person in a managerialrole offering informal career advice to

junior employee. They act as RoleModels.

A sponsor is someone in the organisation

who can create career developmentopportunities.

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Key Subordinates: Qualified andknowledgeable subordinates, often extendinvaluable help that enables their bosses tocome up in life.

Expand Ability: Employees who are careerconscious must prepare themselves for futureopportunities that may come their way internally

or externally by taking a series of proactive steps(Eg. Attending a training program, acquiring adegree, updating skills in an area.)

ORGANISATIONAL CAREER


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ORGANISATIONAL CAREERDEVELOPMENT

The assistance from managers and HRdepartment is equally important in achievingindividual career goals and meetingorganisational needs. Tools and activities for this

purpose are: Self Assessment Tools: Here the employees

go through a process in which they think throughtheir life roles, interests, skills and work attitudes

and preferences. They identify career goals,develop suitable action plans and point outobstacles that come in the way.

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Individual Counselling: Employee counsellingis a process whereby employees are guided inovercoming performance problems. It is usuallydone through face to face meetings between

employee and counsellor or coach. Information Service: Employment opportunities

at various levels are made known to employeesthrough information services of various kinds.

Records of employees skills, knowledge,experience and performance indicate thepossible candidates for filling up such vacancies.

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For compiling and communicating career relatedinformation to employees organisations basicallyuse four methods: Job Posting System, SkillsInventory, Career Ladders and Career Pathsand Career Resource Center.

Employee Assessment Programme: Initially anew recruit is informed about career policies andprocedures of the company. Formal orientationprogrammes are used to educate employees on

career programmes, career paths andopportunities for advancement within thecompany.

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Several assessment programmes are alsoused to evaluate the employees potentialfor growth and development in the

organisation. They include assessmentcenter, in which a number of performancesimulation tests and exercises are used to

rate a candidates potential, psychologicaltesting, promotability forecasts andsuccession planning.

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Employee Developmental Programme:These consists of skill assessment andtraining efforts that organisations use to

groom their employees for futurevacancies. Seminars, workshops, jobrotations and mentoring programmes are

used to develop a broad base of skills as apart of such developmental activities.

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Career Programmes for Special Groups: Inrecent years there is a growing evidenceregarding dual career families and growingtension owing to their inability to reconcile thedifferences between family roles and workdemands. Therefore organisations are providinga place and a procedure for discussing such roleconflicts and coping strategies. They are comingout with schemes such as part time work, long

parental leave, child care centers, flexibleworking hours and promotions and transfers intune with the demands of dual career conflicts.


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PERFORMANCE APPRAISAL

BOOKS


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BOOKS

Human Resource Management: BiswajitPattanaik

Personnel/Human Resource

Management: Decenzo and Robbins

Human Resource Management: Mirza.S.Saiyadin

Managing Human Resources: Wayne. F.Cascio

Human Resource Management: Dessler


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Performance Appraisal is used by all organisations forvarious purposes.

The main issue being what should be the criteria toappraise performance.

All appraisals involve judgments that are not always fair,organisations, therefore, use techniques and tools tomeasure performance as objectively as possible.

Besides a good technique, successful performance

appraisal requires a consistent approach, clear standardsand bias free ratings.


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If performance is to be improved, theemployees must be given feedback on theirperformance and advice on how to improve.

Performance evaluation is the process ofdeciding how employees do their jobs.

Performance here means the degree of

accomplishment of the tasks that make up anindividuals job.

It indicates how well an individual is fulfillingthe job requirements.


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Contd

Performance is always measured in terms of results.

DEFINITION:

Performance Appraisal is a method of evaluating thebehaviour of employees in the workspot, normally

including both the qualitative and quantitaive aspects ofjob performance. It is a systematic and objective way ofevaluating both work related behavior and potential ofemployees. It is a process that involves determining and

communicating to an employee how he or she isperforming the job and ideally, establishing a plan forimprovement.


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FEATURES

It is systematic process involving three steps:1.Setting work standards

2.Assessing employees actual performance relative tothese standards

3.Offering feedback to the employees so that he caneliminate deficiencies and improve performance incourse of time.

The appraisal is carried out periodically, according to adefinite plan.

It is a future oriented activity showing the employeewhere he is wrong and the way for improvement.


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Its focus is on employee development. Itforces managers to become coaches ratherthan judges.

OBJECTIVES


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OBJECTIVES

Performace Appraisal (PA) could be taken for eitherevaluating the performance of employees or fordeveloping them.

The evaluation is of two types:

Telling the employee where he stands

Using the data for personnel decisions concerningpay, promotions etc.

The developmental objectives focus on finding individual

and organisational strengths and weaknesses,developing healthy superior subordinate relationshipsand offering appropriate counselling for futuredevelopment of the employee.

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It serves several useful purposes:Compensation decisions: It is the heart of the

idea that raises may be based on merit rather

than seniority.Promotion decisions: When merit is the basis

for reward, the person doing best job receivespromotion.

Training and development programs

Feedback: It tells him where to improve toclimb the organisational ladder.

WHO APPRAISES


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WHO APPRAISES

The appraiser may be person who has thoroughknowledge about the job content, contents to beappraised, standards of contents and who observes theemployees while performing a job.

He should be capable of determing what is moreimportant and what is relatively less important.

He should give unbiased judgements.

Typical appraisers are: Supervisors, peers, Subordinates,

employees themselves and users of service andconsultants.

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Supervisors: They include supervisors of the employee,other superiors having knowledge about the work of theemployee and departmental heads or managers.

The general practice is that immediate superiors appraise

the performance, which in turn is reviewed by thedepartmental head or manager.

Peers: It may be reliable if the work group is stable over along period of time and performs tasks that require

interaction.

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Subordinates: Superiors rated by subordinates is beingused in most of the organisations.

Self Appraisal: Since employee development means selfdevelopment, employees who appraise their own

performance may be highly motivated and their bestjudge.

Users of services: Performance in service organisationsrelating to behaviors, promptness, speed in doing the job

and accuracy can be better judged by the users of thatparticular service.

Consultants: They may be called when the employees oremployers do not trust the supervisory appraisal and

management does not trust the self appraisal etc.

WHEN TO APPRAISE?


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WHEN TO APPRAISE?

Informal appraisals are conductedwhenever possible, but, systematicappraisals are conducted on a regular

basis, e.g.. Every six months or annually.



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PROCESS

It is planned, developed and implementedthrough a series of steps. These are :

Establish Performance Standards: It

requires performance standards, whichserves as a benchmark against whichperformance is measured.

The performance standards or the goalsmust be developed after a thoroughanalysis of the job, and must be written

down

Contd


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Communicate the Standards: It involves at least twoparties; the appraiser and the appraisee.

Both are expected to do certain things. The appraisershould prepare job descriptions clearly; help theappraisee set his goal targets

Measure Actual Performance: After the performancestandards are set and accepted, the next step is tomeasure actual performance.

Performance measures- to be helpful- must be easy to

use, reliable and report on the critical behaviours thatdetermine performance.

Contd


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Compare actual performance with standards anddiscuss the appraisal: The assessment of anotherpersons contribution and ability is not an easy task.

The appraisal has serious emotional overtones as it

affects the self esteem of the appraisee. Taking corrective action, if necessary: It is of two

types: Immediate action sets things right and gets thingsback on track whereas the basic corrective action gets to

the source of deviations and seeks to adjust thedifference permanently.

METHODS OF PERFORMANCE


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APPRAISAL

It can be classified into three categories:

Individual Evaluation Methods

Multiple Persons Evaluation Methods

Other Methods

INDIVIDUAL EVALUATION


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METHODS

1. Confidential Reports

2. Essay Evaluation

3. Critical Incidents

4. Checklists

5. Graphic Rating Scale

6. Behaviorally Anchored Rating Scale7. Forced Choice Method

8. MBO

MULTIPLE PERSON


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EVALUATION METHODS

1. Ranking

2. Paired Comparison

3. Forced Distribution

OTHER METHODS


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OTHER METHODS

Group Appraisal

HRA

Assessment Centre

Field Review

INDIVIDUAL EVALUATION


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METHOD

Confidential Report : Descriptive Reportprepared at the end of the year.

Prepared by the employees immediate

supervisor. The report highlights the strengths and

weaknesses of employees.

Prepared in government organizations.

Does not offer any feedback to theemployee.

Contd


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Essay Evaluation : The rater is asked to express thestrong as well as weak points of employees behavior.

The rater considers the employees : Job knowledgeand potential understanding of companys programs,

policies, objectives etc. Relation with co-workers and supervisors.

Planning, organizing and controlling ability.

Attitude and perception.

Contd


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This method has the following limitations: Highly subjective.

Supervisor may write biased essay.

Difficult to find effective writers.

A busy appraiser may write the essay hurriedly withoutassessing properly the actual performance of the worker.

If the appraiser takes a long time it becomesuneconomical from the view point of the firm.

Contd


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Contd

Critical Incident Technique : Managerprepares lists of statements of veryeffective and ineffective behavior of an

employee. These critical incidents represent the

outstanding or poor behavior of the

employees. The manager periodically records critical

incidents of employees behavior.

Contd


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Limitation of this technique are: Negative incidents may be more noticeable than positive

incidents.

Supervisors have a tendency to unload a series of

complaints about incidents. Results in very close supervision which may not be liked

by the employee.

The recording of incidents may be a chore for the

manager concerned who may be too busy or forget to doit.

Contd


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Checklist : A checklist is a set ofobjectives or descriptive statements aboutthe employee and his behavior.

Under weighted checklist, value of eachquestion may be weighted. Example:

Is the employee really interested in thetask assigned? Yes / No

Is he respected by his colleagues? Yes /No

Contd


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Graphic Rating Scale : A form is used toevaluate the performance of theemployees.

A variety of traits may be used in thisdevice, the most common being qualityand quantity of work.

Easy to understand and use. Permits statistical tabulation of scores of

employees.

Contd


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Behaviorally Anchored Rating Scale :Combination of rating scale and criticalincidence.

Steps: Collect critical incidents. Identify performance dimensions.

Reclassification of incidents.

Assigning scale values to incidents.

Producing the final instrument.

Contd


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Forced Choice Method : This methoduses several sets of paired phrases, twoof which may be positive and twonegative.

The rater is asked to indicate which ofthe four phrases is the most and leastdescriptive of a particular worker.

Favorable qualities earn plus credit andunfavorable ones earn the reverse.

Contd


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Management by Objectives (MBO) : MBO emphasizescollectively set goals that are tangible, verifiable, andmeasurable.

Focuses attention on goals rather than on methods.

Concentrates on Key Result Areas (KRA) Systematicand rational technique that allows management to attainmaximum results from available resources by focusingon achievable goals

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Key Elements Of MBO : Arranging organizational goalsin a means-ends chain.

Engaging in joint goal setting.

This process has the following steps: Identify KRAs.

Define expected results.

Assign specific responsibilities to employees.

Define authority and responsibility relationship.

Conducting periodic progress review.

Conducting annual performance review.

MULTIPLE PERSONEVALUATION METHODS


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EVALUATION METHODS

Multiple Person Evaluation Methods : Rankingmethod.

The evaluator rates the employee from highest to loweston some overall criteria.

Paired comparison method. Each worker is comparedwith all other employees in a group.

For several traits paired comparisons are made,tabulated and then rank is assigned to each worker Thismethod is not applicable when the group is large.

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Forced Distribution Methods : The rater is asked toappraise the employee according to predetermineddistribution scale.

Two criteria used for rating are: job performance and

promotability. A five point performance scale is also used without

mentioning any descriptive statements. The worker isplaced between two extremes of good and bad

performance.

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Group Appraisal : Employee is appraisedby a group of appraisers.

The group consists of immediate

supervisor of the employee. Other supervisors who have close contact

with the employees work, manager or

head of the departments. Consultants orClients

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Field Review Technique : The appraiser goes to thefield and obtains the information about work performanceof the employee by way of questioning the saidindividual, his peer group, and his superiors

360o Appraisal System : It is a systematic collection

and feedback of performance data on an individual orgroup, derived from a number of stakeholders.

Data is gathered and fed back to the individualparticipant in a clear way designed to promote

understanding, acceptance and ultimately behavior.

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Appraisal Interview and Feedback - Let the EmployeeKnow Where He Stands : To help employees do abetter job by clarifying what is expected of them.

To plan opportunities for development and growth.

To strengthen the superior-subordinate workingrelationship by developing mutual agreement of goals.

To provide an opportunity for employees to expressthemselves on performance related issues.

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Human Resource Accounting: It is asophisticated way to measure in (financialterms) the effectiveness of personnel

management activities and the use ofpeople in organisation.

It is the process of accounting for people

as an organisational resource. It tries to place a value to human

resources as assets and not expenses.

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Assessment Centre: It was first appliedin German army in 1930.

It is not a technique of performance

appraisal but a system or organisation,where assessment of several individuals isdone by various experts using various

techniques.

OBSTACLES


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O S C S

Judgement Errors: People often commit mistakes whilejudging others. There are various types of biases andjudgement errors: first impression, Halo, Horn effect,Leniency, Central tendency, Stereotyping, Recency

effect. Poor Appraisal Forms: It may be influenced by

following factors:

The rating scale may be quite vague and unclear.

Rating form may ignore important aspects of jobperformance and contain irrelevant dimensions.

The forms may be too long and complex.

DESIGNING EFFECTIVEPERFORMANCE APPRAISAL


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SYSTEM It should possess the following essential

characteristics:

Reliability and Validity, job relatedness,

standardisation, practical viability, legalsanction, training to appraiser, opencommunication, employee access to

results.

PERFORMANCE APPRAISAL ININDIAN ORGANISATIONS


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INDIAN ORGANISATIONS

There are three different approaches for carrying outperformance appraisal. Employers can be appraisedagainst:

1. Absolute standards, where employees performance is

measured against some established criteria.2. Relative standards, where the subjects are compared

against other individuals.

3. Objectives, where the employees are evaluated by how

well they accomplish a specific set of objectives thathave been determined to be critical in the successfulcompletion of their job.

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Hughes Escorts: It uses a competency basedperformance enhancement program.

Each position in the organisation is defined in terms of23 key competencies, categorised into four groups:

attitude based, knowledge driven, skill centered andvalue based.

The company uses these competencies to measureshortfalls and provide relevant training inputs.

This is done to both maximise productivity and makeemployees aware of their professional standing.

personnel development program[1]

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