MCS UNIT III APPRAISAL & OD PDF

 Performance appraisal is the process of evaluation of individual job performance in order to make objective human resource decisions.  It involves the formal evaluation of an employee's job performance, feedback to the individual and determination of whether and how the performance can be...

 Performance appraisal is the process of evaluation of individual job performance in order to make objective human resource decisions.  It involves the formal evaluation of an employee's job performance, feedback to the individual and determination of whether and how the performance can be improved.  The process of performance appraisal occurs both formally and informally.  An informal appraisal is where the manager mentions that a particular job was performed well or poorly during the performance of the job or immediately after the job is performed.  It is conducted on a day-to-day basis. Formal appraisal occurs annually or semi annually on a systematic basis. It has four major purposes: (1) to let employees know how their present performance is being formally rated, (2) to identify those employees who deserve merit raises, (3) to identify those employees who require additional training, and (4) to identify candidates for promotion. There are four basic approaches to formal appraisal: (1) a superior's rating of subordinates, (2) a group of superiors rating subordinates, (3) a group of peers rating a colleague, and (4) subordinates' rating of bosses.  A performance appraisal system has the characteristics of all feedback control methods. Through this system, managers can obtain information related to employees, their job performance and the job outcomes. The effectiveness of a performance appraisal depends on the quality of the control techniques used such as establishing standards, information, and corrective action.  As performance is multidimensional, performance appraisal methods must consider the various aspects of a job.  Performance rating can either be behavior-oriented or result-oriented.  Within the behavior-oriented category, two important assessment means are graphic rating scales and behaviorally anchored rating scales.  The appraisal should measure both, the manager's performance in accomplishing goals and plans as well as his performance as a manager.  The system of measuring performance against verifiable goals should be supplemented by the appraisal of a manager as a manager.  Performance appraisal requires the identification of the strengths and the weaknesses of an individual.  This identification process proves to be the starting point of a career plan.  The formulation of a career strategy involves several steps.  These include :  preparation of a personal profile,  development of long-range personal and professional goals,  analysis of the environmental threats and opportunities,  identification of personal strengths and weaknesses,  development of strategic career alternatives,  consistency testing and strategic choice,  development of short-range career objectives and action plans,  development of contingency plans, implementation of career plans and monitoring of progress. 12 Unique Strategies for a Successful Performance Appraisal 1. Goal setting  The first step in preparing for your performance appraisal is goal setting.  Take time to reflect on your achievements over the past year and set goals for the future.  Your goals should be Specific, Measurable, Achievable, Relevant, and Time-bound (SMART).  It will show your manager that you are committed to your job and are willing to improve.  Setting goals is essential because it helps you focus on what you want to achieve and gives you a sense of direction.  It also shows your manager that you are proactive and taking ownership of your development.  When setting your goals, align them with your organization's objectives. 2. Feedback  Don't wait until your performance appraisal to ask for feedback.  Ask for feedback from your colleagues, customers, and managers throughout the year.  This will help you identify areas for improvement and show your manager that you are proactive in seeking feedback.  Collecting feedback can help you understand how others perceive you and your work.  It also shows you are open to constructive criticism and willing to improve. 3. Keep a Record  Recording your achievements and challenges throughout the year will help you provide evidence of your accomplishments during your performance appraisal and give your manager a clear picture of your work.  Keeping a record of your achievements is essential because it helps you remember what you have accomplished and how you have contributed to your organization's success.  It also lets you be more specific when discussing your accomplishments during your performance appraisal.  Make sure to include any awards, recognition, or significant achievements. 4. Review your Job Description  Review your job description and make sure that you meet all the requirements.  If you do not meet these criteria, ask your manager for additional training or support.  Reviewing your job description is crucial because it helps you understand the expectations and responsibilities.  It also helps you identify areas where you need additional support or training.  Make sure to discuss any concerns you may have with your manager. 5. Be Honest  Be honest with yourself and your manager about your strengths and weaknesses.  It shows your self-awareness and will to improve.  Being honest is essential because it helps you identify areas for improvement and helps your manager understand your perspective.  It also shows that you are willing to take ownership of your development.  When discussing your strengths and weaknesses, be specific and provide examples. 6. Prepare for Difficult Questions  Your manager may ask you some difficult questions during your performance appraisal.  Prepare yourself by thinking about potential questions and practicing your answers.  Preparing for difficult questions is essential because it helps you anticipate potential areas of concern and develop strategies to address them.  It also helps you feel more confident and prepared during your performance appraisal.  Some potential questions may include,  "What areas do you need to improve on?" or  "What challenges have you faced this year, and how did you overcome them?"  When preparing for difficult questions, make sure, to be honest and provide specific examples.  Avoid getting defensive or blaming others.  Instead, focus on how you can improve and what steps you will take to overcome challenges. 7. Be Professional  Lastly, remember to be professional during your performance appraisal.  Dress appropriately, be on time, and be respectful.  Remember that this is an opportunity to receive feedback and improve, so approach it with a positive attitude.  Being professional is essential because it shows that you take your job seriously and respect the process.  It also shows that you are willing to listen to feedback and take action to improve.  Listen carefully to your manager's feedback and ask questions if you need clarification. 8. Communicate Effectively  Effective communication is key to a successful performance appraisal.  This means that you should be able to communicate your thoughts, ideas, and goals clearly and effectively.  To communicate effectively, prepare a list of your achievements and goals.  Be clear and concise when communicating these to your manager.  If you need clarification on any of their feedback, don't be afraid to ask questions.  This shows that you are engaged and willing to listen and learn.  Remember that effective communication is a two-way street. It's not just about what you say but also how you say it.  Be mindful of your tone and body language.  Avoid defensive or argumentative responses. Instead, stay calm and positive.  It will help you to build a good rapport with your manager and create a positive atmosphere for your appraisal. 9. Focus on Solutions  During your performance appraisal, you could be asked about areas for improvement.  When discussing these areas, it is crucial to focus on solutions rather than problems.  This means that instead of dwelling on the negatives, you should come prepared with ideas on how to improve, and what steps to take to overcome challenges.  Start by identifying areas of improvement.  Think about the skills you need to develop and what resources you need to achieve your goals.  Then, create an action plan that outlines the steps you will take to achieve your objectives.  This will show your manager that you are proactive and committed to development.  When discussing solutions with your manager, be specific and realistic.  Avoid making unrealistic promises or commitments that you can't keep.  Instead, focus on achievable goals that will help you to improve your performance. 10. Take Responsibility  Taking responsibility for your actions and mistakes is essential during your performance appraisal.  It shows that you are accountable for your work and are willing to learn from your mistakes.  This means being honest about your strengths and weaknesses and being willing to take action to improve.  To take responsibility during your appraisal, start by reflecting on your performance over the past year.  Identify areas where you could have done better and take ownership of errors.  Then, create an action plan that outlines the steps you will take to improve.  During your performance appraisal, be honest about your shortcomings and take responsibility for them.  Don't blame others or make excuses.  Instead, focus on what you can do to improve and learn from your mistakes. 11. Stay Positive  Approach your performance appraisal with a positive attitude.  Remember that this is an opportunity to receive feedback and improve.  Don't get defensive or argumentative.  Instead, be open-minded and receptive to feedback.  To stay positive during your performance appraisal, start by preparing mentally for the process.  Visualize a positive outcome and focus on your achievements and strengths.  Then, approach the appraisal with an open mind and a willingness to learn.  During the appraisal, stay calm and positive.  Listen carefully to your manager's feedback and respond constructively.  Avoid getting defensive or argumentative.  Instead, ask questions and seek clarification where necessary.  This will help you to build a good rapport with your manager and create a positive atmosphere for your appraisal. 12. Follow Up  After your performance appraisal, it's important to follow up with your manager to discuss any action plans or next steps.  This shows that you are committed to your development and willing to take action to improve.  To follow up effectively, start by reviewing the feedback and action plans that were discussed during the appraisal.  Identify areas that need further clarification or follow-up.  Then, schedule a meeting with your manager to discuss this. Organizational Development OD is defined “as an integrated strategy that uses group process to focus on the whole culture of organization in order to bring about planned change. It seeks to change beliefs, attitudes, values, structures, and practices so that the organization can better adapt to technology and live the fast pace of change”. Characteristics of OD:  Focus on the whole organization: in OD attempts are made to develop the whole organization so that it can be responding to changes effectively. In contrast, traditional training programs tend to focus quite narrowly on specific jobs or small work groups  Systems organization: OD is concerned with structure, process as well as attitudes. It lays emphasis on how parts relate, not on the parts themselves.  Problem solving: OD seeks to solve problems rather than to discuss theoretically. This focus on real ongoing problems, not artificial ones, is called action research. This characteristic of OD is so important that OD is sometimes defined as “organizational improvement through action research.”  Experiential learning: OD offers experiential learning which means participants learn by experiencing in the training environment the kind of human problems they actually face on the job.  Contingency orientation: OD is said to be situational or contingency- oriented. Unlike traditional training approaches which emphasize one best way to solve the problems, OD is flexible and pragmatic, adapting actions tofit particular needs.  Team building: OD’s general role is to build better team work throughout the organization. OD attempts to integrate four elements- people, structure, technology and environment.  Feed back: OD relies on data feedback to participants who made decisions using it OD process: A typical complete OD program includes the following steps. 1. Initial diagnosis:  OD program is decided after the consultant meets the top management.  By means of interviews with various persons theconsultant seeks necessary inputs.  Data collections and surveys may be made to know the organizational climate and organizational behavioral problems.  By meeting the groups away from work, the consultant develops information, from issues pertaining to conditions that contribute most to job effectiveness, conditions that interfere with job effectiveness and the changes in the way theorganization operates at present. 2. Action planning and problem solving:  Groups use the data to developspecific recommendations for change.  Their discussion focuses on problemsin the organization.  Plans made are specific pinpointing who is responsible and by what time the action shall have been completed. 3. Team building: During the group meetings the consultant encourages groups to examine how they work as a team. He also helps them to see the value of open communication and trust as pre-requisites for improved groupfunctioning. 4. Intergroup Development: First small group teams are developed followed by development of large groups comprises several teams. 5. Evaluation and follow- up: The consultant helps the organization evaluate results of OD efforts and develops additional programs in areas whereadditional results are needed. If the organization expects to gain the full benefits of OD, all the steps in the process are to be applied. Benefits of OD:  Primary advantage of OD as a useful method of organizational intervention is that it tries to deal with change in the whole organization or major unit of it.  Hence, it ensures widely dispersed improvement.  Other benefits include high motivation, productivity, quality of work, job satisfaction and conflict resolution.  OD also reduces negative factors such as absenteeismand labour turnover. Limitations (or problems) of OD:  It is time consuming and expensive.  Since benefits of OD require long pay-off periods, organizations may not preferwaiting that long.  There are problems of invasion of privacy and psychological harm in some of the OD techniques.  Criticism against OD is that participants in OD programs are coerced to group attitudes and thereby to conformity.  Yet another criticism is that OD emphasizes too much on behavioral processes rather than on job performance.  Group processes are given priority over needs of the organization. Potential areas of OD Intervention: Areas where OD Interventions help include people side of the organizations, the technical and job related aspectsand structural aspects. People side of the organization: OD interventions under people side encompass a)interpersonal or individual level -personnel counselling and career planning; b) dyadic (two-person) level solving problems in interpersonal communication and in superior sub-ordinate relationship; c) group level- helping people to get along with each other and clarifying perceived incongruencies in goals; and d) family level –helping couples to get adjusted to new transfers and relocations, and conducting work-shops for dual career family members to better manage the work-family interfaces. OD techniques used to address “people concerns” are sensitivity training, transactional analysis, process consultation, third-party peacemaking, team building, individual counseling, life and career planning, role clarification, and workshops. Technical and job related aspects: Areas of OD intervention include work flow inter-dependencies, job evaluation and job redesigning and the like. Some of the techniques that come handy are socio-technical system analysis, flexible production, job evaluation techniques and role analysis techniques. Structural aspects: They include interventions to change the physical settings, work group structuring as autonomous (self- managed) work groups,changes in the extent or formalization and control etc. Other techniques used to increase the effectiveness of the organization are the management grid and Likert’s system in techniques.