HRM (PREFINAL)

An iterative process of observation and communication to support, retain and develop employees for organization success.

" a Process which contributes to the effective management of individuals and teams in order to achieve high level of organizational performance.”

it is about broader issues and long-term goals.

it should link various aspects of the business, people management ,individuals and teams.

throughout the organization, for individuals, teams and organizational effectiveness.

unless there is continuous development of individuals and teams, performance will not improve

ensuring that individuals are encouraged to behave in away that allow better working relationship.

Why Manage Performance?

Technical skills, interpersonal skills, problem-solving skills, communication skills, physical limitations

Job design, economic condition, unions, rules and policies, management support, laws and regulations

Career ambition, fairness/satisfaction, goals, expectations

PARAMETERS

"a systematic, periodic and so far as humanly possible, an impartial rating of an employee’s excellence in matters pertaining to his present job and to his potentialities for a better job.

" a record of progress for apprentices and regular employees, as a guide in making promotions, transfer or demotions, as a guide in making lists for bonus distribution, for seniority consideration and for rates of pay, as an instrument for discovering hidden genius, and as a source of information that makes conferences with employees helpful”.

OBJECTIVES OF APPRAISAL

PURPOSES OF PERFORMANCE APPRAISAL

CONCEPT OF PERFORMAMCE APPRAISAL

PRINCIPLES OF PERFORMANCE APPRAISAL

An employee is ranked against the other in the working group under this method

ADVANTAGES OF RANKING METHOD

DISADVANTAGES OF RANKING METHOD

It has been developed to be used in a big organization. Each employee is compared with other employees taking only one at a time. The evaluator compares two employees and puts a tick mark against an employee whom he considers a better employee.

ADVANTAGES OF PAIRED COMPARISON METHOD

DISADVANTAGES OF PAIRED COMPARISON METHOD

A method which forces the rater to distribute the ratings of the overall performance of an employee is known as forced distribution method.

Group wise rating is done under this method. This method is suitable to large organizations, but the individual traits could not be appraised under this method.

Certain categories of abilities or performance of employees are defined well in advance to fall in certain grades under this method. Such grades are very good, good, average, poor and very poor. Here the individual traits and characteristics are identified.

The appraisal of the ability of an employee through getting answers for a number of questions is called the method of check list. These questions are related to the behavior of an employee.

A series of groups of statements are prepared positively or negatively under this method, both these statements describe the characteristics of an employee, but the rater is forced to tick any one of the statements either out of positive statements or out of negative statements.

The performance appraisal of an employee is done on the basis of the incidents occurred really to the concerned employee. Some of the events or incidents are given below:

1. Refused to co-operate with other employees.
2. Unwilling to attend further training.
3. Got angry over work or with subordinates.
4. Suggested a change in the method of production.
5. Suggested a procedure to improve the quality of goods.

It is also known as linear rating scale. In this method, the printed appraisal form is used to appraise each employee.

The form lists traits (such as quality and reliability) and a range of job performance characteristics (from unsatisfactory to outstanding) for each trait. The rating is done on the basis of points on the continuum. The common practice is to follow five points scale.

An employee’s performance is appraised through an interview between the rater and the immediate superior or superior of a concerned employee.

The rater asks the superiors questions about the performance of an employee; the personnel department prepares a detail report on the basis of this collected information

A copy of this report is placed in the personnel file of the concerned employee after getting approval from the superior.

With easy evaluation technique the nurse manager is employee’s required to describe the performance over the entire evaluation period by writing a narrative detailing the strength and weaknesses of the appraise.

The employee selects peers to conduct the evaluation. Usually two to four peers are identified through a pre determined process. The employee submits self evaluation port folio. The port folio might describe how he or she met objectives and/or pre-determined standards during the past evaluation cycle. Supporting materials are included.

This may be done individually or in a group. Manager and employee meet to discuss the evaluation

Once the manager completes an accurate evaluation of performance, he/she should arrange this interview. This is the first step in employee development. They provide feedback to an employee which enables him to improve his performance in future.

Key behaviors for an appraisal interview

It means management by objectives and the performance is rated against the achievement of objectives stated by the management.

It is a technique which is systematic collection of performance data on an individual group, derived from a number of stakeholders like immediate supervisors, team members, customers, peers and self.

This technique is highly useful in terms of broader perspective, greater self-development and multi-source feedback is useful.

useful to measure inter-personal skills, customer satisfaction and team building skills.

These appraisals are more directed to assess employee’s potential for future performance rather than the past one. It is done in the form of in-depth interviews, psychological tests, and discussion with and review of other It is more focused on supervisors evaluations. employees emotional, intellectual, and motivational and other personal characteristics affecting his performance.

It typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics

tries to find the relative worth of these assets in the terms of money

In this method the Performance appraisal of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees.

COMPONENTS TO BE EVALUATED

PERFORMANCE APPRAISAL-PROCESS

LIMITATIONS OF PERFORMANCE APPRAISAL

The principal obstacles to effective performance appraisal are:

POTENTIAL APPRAISALPROBLEMS

PROCESS OF MBO

MBO Process

FUTURE ORIENTED METHODS

Types of appraisal interview

TRADITIONAL METHODS OF PERFORMANCE APPRAISAL

MODERN METHODS OF PERFORMANCE APPRAISAL

FACTORS THAT INFLUENCE PERFORMANCE

PM SHOULD BE

The occupational positions a person has had over many years.

The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively.

The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment.

The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals.

Careers are no simple progressions of employment in one or two firms with a single profession.

“Do your best and be loyal to us, and we’ll take care of your career.”

“Do your best for us and be loyal to us for as long as you’re here, and we’ll provide you with the developmental opportunities you’ll need to move on and have a successful career.”

a planned learning event in which participants are expected to be actively involved

a typical workshop includes self-assessment of important occupational trends, goal setting and action-planning segments.

help the employees create 1 to 5-year plans. Help the individual employees to identify their development needs and to obtain the training and networking opportunities.

promotion processes must comply with all the same antidiscrimination laws as do procedures for recruiting and selecting employees or any other HR actions.

This is a move from one job to another, usually with no change in salary or grade.

a significant issue for employers. This is no longer just about helping current employees slip into retirement.

involuntary termination of an employee’s employment with the firm.

aims to give employers insights into their companies’ strengths and weaknesses so as to improve retention.

In which the employer sends worker home for a time for lack of work. This is usually not a permanent dismissal.

It means reducing, usually dramatically, the number of people employed.

Several matters to consider in downsizing:

Layoff Effects

Guidelines for the termination interview:

Termination at Will (Procedural steps to avoid wrongful discharge:)

Steps to Make Fair Dismissal

Four bases of Dismissal:

RETIREMENT PROGRAM STEPS:

Reasons why employees seek transfers:

TWO TYPES OF JOB WITHDRAWAL

STEPS TO BOOST EMPLOYEE RETENTION

Tangible costs of turnover:

Intangible costs of turnover:

A Comprehensive Approach to Retaining Employees

Managing Employee Turnover and Retention

Long Term Career Goals

Employer Career Management Methods

EMPLOYEE LIFE-CYCLE CAREER MANAGEMENT

Identify Your Occupational Orientation

Identify Your Career Stage

The Employer’s Role in Career Development

The Basics of Career Management