Industrial Psychology Test 2 PDF

Industrial Psychology Test2 2.Workforce planning: -Workforce planning is viewed as the process by which management ensures that it has the right mix of human capital or people who are capable of completing those tasks that help the organisation reach its objectives. The key objectives of workforce p...

Industrial Psychology Test2 2.Workforce planning: -Workforce planning is viewed as the process by which management ensures that it has the right mix of human capital or people who are capable of completing those tasks that help the organisation reach its objectives. The key objectives of workforce planning (as described by the SABPP national HR standard) are to (SABPP, 2014:53): Design a strategic workforce plan - which meets the needs of the organisation in consultation with line management and adjust strategy accordingly. The strategic workforce plan- takes into account workforce and labour market trends in relation to the relevant industry sector, within the spirit of employment equity legislation. Align the workforce planning cycle- with the strategic planning and budgeting cycle of the organisation, as well as talent management where relevant. Ensure appropriate budgeting or cost modelling- to prepare the budget for the workforce plan. Ensure an adequate supply and pipeline of appropriately qualified staff -through sourcing staff and building and retaining the future supply of the right skills to meet the needs of the organisation Organisational Strategy Every company needs a strategy. A strategy is a course of action included in the company’s plan outlining how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage. Organisations need to develop strategies that will allow them to take advantage of opportunities and minimise the effect of the threats that occur, placing the organisation in a position to ‘manage’ its environment. It deals with fundamental issues that affect the future of the organisation, seeking to answer fundamental organisational questions such as: Ideally, strategy matches internal Where are we now? Where do we want to be? How do we get there. Typical terms associated with an organisation’s strategy include the following: Mission -the overriding purpose and direction of the organisation in line with the values or expectations of the stakeholders Mission. Vision-a desired future state; the aspirations of the organisation Objective – a statement of what is to be achieved and when (quantifiable if possible) Policy – a statement of what the organisation will and will not do Strategic Capability – resources, activities and processes. The strategic Planning Process: It consists of a number of key elements that relate primarily to an organisation’s ability to add value and compete in the market place. 1. Sustainable (to ensure the long-term survival of the organisation) 2.Deliverable, by helping the company evolve towards its mission, vision and objectives. 3. Competitive, by delivering competitive advantages for the organisation over its actual or potential competitors. 4. Exploitative, taking advantage of links between the organisation and its external environment that cannot easily be duplicated and which contribute to superior performance. 5. Visionary, by moving the company forward beyond the current environment, may involve the development and implementation of innovative strategies that could focus on growth or competition or a combination of both. 6. Flexible, by having the capability to meet a variety of needs in a dynamic environment. This environment is both internal and external to the organisation. There are three aspects to the strategic planning process: 1. Strategic Assessment in Strategic Planning: (current position of the org..) Management conducts a strategic assessment of the organization's current position and future business goals. The assessment evaluates the impact of external environment on strategy, including political, economic, social, technological, legal, and environmental issues. The assessment identifies available resources, stakeholder expectations, and power structures. Based on the assessment, new business vision and mission statements are formulated. Strategies such as buying competitors or expanding overseas are chosen to move the company from current to future positions. 2. Formulating Strategies: (where the company wants to be) Assessing company's desired position. Generating various strategic options. Evaluating options. Selecting the most suitable strategy for achieving strategic goals. 3. Strategy implementation: (how the company plans to achieve its strategic goal) Assessing company's strategic goals. Translates strategic plan into actions and results. Involves hiring/firing people, building/closing plants, and adding/removing products/lines. Requires structure for performance delivery, resource deployment, and constant external environment awareness. Additional info: -Managing strategy is an ongoing process. -It is the process of assessing progress toward strategic goals and taking corrective action as needed. 3. The Rationale for Workforce Planning: Systematic framework for planning HR requirements. It should consider both organizational and individual needs. Stays updated with external environment through strategic planning. The primary reasons for org to undertake HR/ Workforce planning: Achieve strategic plan. Manage future staff needs. Manage change. Ensure adequate supply and mix of highly qualified staff. Provide HR information to other functions. Ensure fair representation of population mix. Determine HR policies and planning practices for attracting and retaining appropriate people. Human resource planning: It is one of the tools that organisations use to attain their overall goals by managing their resources. -Managing resources involves consistently providing the right product or service at the right place, at the right time and at the right price. Human Resource Planning Overview: Obtaining correct personnel with appropriate skills and skills. Keeping employees competent and motivated to contribute to organizational value. Involving employees in strategic corporate planning. Creating a pipeline of potential successors. Retaining high-potential, talented staff. The employment Process: 1.Job analysis & criterion development: Job analysis is a fundamental human resource management function. It involves systematic study of tasks, duties, and responsibilities of a job. It involves the knowledge, skills, and abilities needed to perform it. The analysis relies on research methods and measurement issues. Measurement methods and techniques are critical in job analysis. Job analysis is crucial for developing criterion for personnel assessment. Understanding an employee's job is essential before hiring, training, or evaluating performance. Job analyses should be conducted periodically to ensure job information reflects actual work. 2. HR/ Workforce Planning Identifies behavioural and skills requirements of jobs through job analysis. Determines available competencies for job changes and resource allocation. Includes strategic decisions about workforce size and development across different jobs. Can involve reducing workforce size or redeploying employees into sales jobs. 3.Recruitment & Selection Recruiting involves identifying and attracting potential candidates for employment. HR planning informs recruitment and selection strategies. Management may focus on learnerships and internships over university recruiting. Industrial psychologists aim to improve the quality of recruitment decisions. Appropriate recruitment promotes job satisfaction, morale, and productivity. They use a scientific approach to develop and apply employee selection and placement methods. Tests and interviews are used to determine job placement. New recruits provide managers with opportunities to acquire new skills and change organizational cultures. Vacancies are often filled reactively without systematic analysis. Other key areas of staffing, such as HR planning, labour turnover, retention, and recruitment, are often overlooked. Without understanding job analysis and HR planning, selection decisions may be worthless. 4. Reward & Renumeration Reward and remuneration are crucial in employment relationships. People work primarily for financial stability, not enjoyment. Pay and form significantly influence job choices, employer selection, and effort. Effective reward and remuneration systems are crucial for employers. Mismanagement can hinder recruitment and retention of high-quality human capital. Demotivation within the organization can also be a result. 5. Performance Mngt/ Evaluation Job performance evaluation is crucial for organizations. It serves as a criterion measure for assessing employee screening and selection procedures. Industrial psychologists determine criteria for employee evaluation, defining competence and success. Job performance measurement is crucial for evaluating employee training and career development programs.  Performance appraisals serve as a foundation for pay increases, promotions, and career mobility. They provide feedback to improve performance, identify weaknesses, and provide information about work goal attainment. 6. Training & development Employee training and development is a strategic effort to facilitate learning, retention, and transfer of job-related behaviour. Industrial psychologists guide employees in their professional development. Needs analyses, surveys, and interviews help determine employees' skills and technical needs. Training programs are developed to impart these skills. Evaluation methods are devised to improve training programs. Future workplace learning will be guided by the Office of Labor Standards (OLS), Offenders of Employment (OFO), and National Employment Policy (NOPF). Job analysis and performance evaluations help determine employees' training needs. Industrial psychologists can significantly increase employee and manager effectiveness through a range of training and development techniques. 7. Career development Performance evaluation, training, and development are crucial in high commitment HR management. These elements define performance expectations and provide employees with targets and incentives for future employment. Induction, regular meetings, and performance appraisals are key steps in career development. Industrial psychologists conduct career guidance workshops, assist in establishing career development support systems and policies, and train managers in conducting career discussions. They provide individual career counselling and guidance services, and use questionnaires and inventories to identify employees' career interests, motivations, and needs. Performance reviews help employees plan their future and determine future learning and training needs. Industrial psychologists contribute to effective career development systems that support employee retention and engagement. 8. Employment relations Interrelation of Employment Relations and Psychology Industrial psychologists provide psycho-logical knowledge and research expertise in establishing sound employment relations. Business and personnel decisions are regulated by legislation. Employment law and legislation impact the selection, recruitment, deployment, reward, and dismissal of employees. The employment contract places legal responsibilities on the organization and provides legal protection to the employee. Industrial psychologists and HR practitioners need knowledge of employment law developments to devise policies and provide advice. They also need to know when and where to seek specialist advice. 9. Organisational exit Organizational exit influences and is influenced by previous phases in the employment process. Large-scale layoffs affect job content, design, and remuneration. Recruitment, selection, training, and career mobility of new employee's impact job content. Performance evaluation processes change to reflect work reorganisation and new skills requirements. Mcq questions: 1. The changing nature of work has resulted in: a. More jobs becoming available in the job market b. Guarantees of lifelong employment c. The arrival of the information age d. A reduction in job security and a greater emphasis on family and leisure roles Answer: D Human resource planning is a means of: a. Obtaining the correct number of people with the right skills b. Obtaining the correct number of people at the appropriate pace, at the right time, while remaining in line with corporate strategy c. Keeping people competent and motivated and becoming involved with corporate planning at a strategic level d. All of the above Answer: D Strategic planning means the development and maintenance of a competitive advantage, which could mean: a. Remaining focused on the original vision at all costs b. Ensuring that all organisational functions are focused on a common direction c. Moving outside of recognised ‘comfort zones’ d. Remaining focused on survival Answer: B The primary reasons for organisations to undertake human resource planning are: a. To ensure that a strategic plan is achieved and to cope with change and future staff needs b. To provide human resource information to other organisational functions and to ensure that a supply of highly qualified staff is available c. To ensure a fair representation of the population mix throughout the hierarchy of the organisation and to determine human resource policies and planning practices that will attract and retain the appropriate people d. All of the above Answer: D 5. Job Analysis: Job analysis refers to various methodologies for analysing the requirements of a job and is regarded as one of the most basic personnel functions. Job analysis provides managers and industrial psychologists with a comprehensive understanding of a job's entails. It forms the basis for personnel decisions in areas like selection, reward, and performance evaluation. Job analyses should be conducted periodically using precise and comprehensive methods to ensure job information is up-to-date. Job analysis should not be limiting, allowing for flexibility and creativity in complex jobs. 5.1 Defining a Job Job Analysis in South African Occupational Learning Job is a set of roles and tasks performed by one individual for an employer in return for payment or profit. In job analysis, a job is a group of similar positions with similar job elements, tasks, and duties Job Family Measurement Jobs can be grouped into larger units called job families.  Jobs can be grouped into clerical positions, such as secretary, receptionist, clerk, and bookkeeper. Complexity of Jobs Most jobs require workers to possess specific knowledge and skills to perform various tasks. Job analysis typically involves the objective of work behaviour performed by actual workers. Involvement of Employees in Job Analysis Employees should be involved in the job analysis. In organizations with many people performing the same job, not every person needs to participate. For organizations with relatively few people in each job, it is advisable to have all people participate in the job analysis. Council-based and Field-based Job Analysis Committee-based job analysis involves a group of subject matter experts (SMEs) to generate tasks, conditions, and knowledge, skills, attributes, and other characteristics (KSAOs). Field-based job analysis involves individual interviews or observations of incumbents in the field. Representativeness of Employee Participants Employee participants should be selected in a random manner yet still be representative. A future-orientated approach to job analysis is important, supplementing traditional job analysis with group discussion to identify how existing KSAOs change in the future. Description of KSAO’s Understanding Knowledge, Skill, Ability, and Other Characteristics Knowledge: Collection of related facts and information acquired through formal education or training. Acquired through specific experiences. Skill: Behaviour capability or observed behaviour. Cultivated, innate ability or aptitude to perform an act. Ability: Stability or invariance resulting from learning. Abilities are behavioural attributes acquired through a lengthy learning process. Ability predicts future behaviour and proficiency level on a skill. Other Characteristics: Personality variables, interests, training, and experience. 5.2 Products of Job Analysis info Job Description: Job description is a summary of tasks and requirements from a job analysis. It includes characteristics like procedures, methods, and performance standards. Job analysis determines work activities and requirements, while job descriptions are the result. Job descriptions form the basis for various HR activities like planning, employee selection, performance evaluation, reward and remuneration, training, and work design. They are useful in recruitment, selection, training, development, and performance appraisal. Job Description Updates and Content Job Crafting Job crafting refers to the informal changes employees make in their jobs over time. It involves adding or removing tasks to fit the job's requirements. In a study of sales representatives, 75% engaged in job crafting in just one year. Job Title A clear statement describing the nature of the job. Aids in employee selection and recruitment. Can affect perceptions of the job's status and worth. Location The department, establishment, or the name of the organization. The job title of the supervisor to whom the member of staff reports. The job titles of the members of staff who report directly into the job-holder. Main Purpose of the Job A short and unambiguous summary statement indicating the overall objective and purpose of the job. Responsibilities/Duties/Work Activities Tasks and activities required, such as maintaining records or answering queries. Work Performance Outlines standards of performance and other issues such as geographical mobility. Job Competencies Contains knowledge, skills, abilities, and other characteristics (KSAOs) necessary for success on the job. Work Conditions Lists major contractual agreements relating to the job. Job Context Describes the environment in which the employee works. Provides information for applicants with disabilities. Tools and Equipment Used Lists all the tools and equipment used to perform the work activities. Other Matters Information such as career path or mobility opportunities. Any other duties that may be assigned by the organization. 5.3 Job Specifications and Competency Frameworks Job specifications provide information about human characteristics needed for a job, including physical and personal traits, work experience, and education. They usually provide the minimum acceptable qualifications for an employee to perform a given job. Job specifications are determined by determining the types of KSAOs needed to perform tasks identified in the job analysis. Traditional job or person specifications are being replaced by competency frameworks, which focus on the behaviours of job applicants. These frameworks can reduce subjectivity in recruitment and selection and personal inferences about personal qualities.  Job descriptions and specifications often exist alongside competency-based approaches, setting a framework for subsequent human resource practices. Competencies can be related to specific performance outcomes, rather than vague processes. These approaches avoid using criteria that are easy to measure but may not relate closely to job effectiveness. 5.4 Job Evaluation Overview Formal assessment and comparison of job value to an organization. Aims to determine appropriate compensation or reward and remuneration. Wages should align with the KSAOs required. Other variables like potential worker supply, job perceived value, and job history can influence compensation ratings. Additional info Job analysis and description are crucial for determining employee pay. Job evaluation compares job content in terms of effort, responsibility, and skills. Companies can price key benchmark jobs based on salary surveys and compensation policies. Comparable worth in job evaluation refers to employees performing jobs of comparable worth to the organization. This concept has practical, philosophical, social, emotional, and legal implications. Internal and external controls, such as job evaluations, can ensure comparability. Job evaluation techniques can calibrate pay levels within an organization, ensuring internal comparability. 5.4 Performance Criteria Job analysis aids in defining performance criteria for evaluating job success. Identifying specific job elements aids in developing assessment methods. Performance assessment and evaluation systems are an extension of job analysis. Identifying critical performance components allows for the development of a system to evaluate individual worker's performance against organizational standards. 5.5 South African Employment Equity Act 55 of 1998: Fair Discrimination and Job Descriptions  The Act prohibits unfair discrimination against employees or discrimination in any employment practice, unless it's for affirmative action or based on inherent job requirements. Inherent requirements are minimum requirements essential to job success and often exclude certain individuals. Examples include requiring a driver's license and own transport for certain jobs, such as firefighting. Employers must clearly state the inherent requirements of a job in job descriptions. Job analysis is the process of creating a job description and specification, describing what should be done and the minimum requirements. Managers should continuously revise job descriptions to ensure they accurately reflect the inherent job requirements. The Job Analysis Process: 1. Job Analysis Step 1: Identifying Tasks performed Identify major job dimensions and tasks. Determine tools and equipment used for tasks. Understand task conditions. Gather existing information. Interview SMEs for job knowledge. Observe incumbents and perform unfamiliar tasks. 2. Writing tasks statement Identifying tasks and developing a task inventory. Include action and object in task statements. Include where, how, why, and when tasks are done. Bogus tasks, tasks not part of a job, should be included in the task inventory. Carelessness can lead to removal of irrelevant tasks from job analysis. Pine (1995) found that 45% of corrections officers performed at least one of the bogus tasks. 3. Task Analysis Step 3: Rating Task Statements Task analysis conducted after writing task statements, typically involving 200 tasks. SMEs rate each task based on frequency and importance.  Tasks are not included in job description if average frequency rating is 0.5 or below. Tasks with an average rating of 0.5 or less on frequency or importance scales, or an average combined rating of less than 2 are excluded. Tasks 1 and 2 from the final task inventory are included in the job description. 4. Identifying Essential KSAOs Task analysis completes identification of KSAOs. SMEs brainstorm KSAOs needed for each task. KSAOs are rated by another group of SMEs. KSAOs can also be identified using structured methods like the Fleishman Job Analysis Survey (F-JAS), critical incident technique (CIT), and the Personality-Related Position Requirements Form (PPRF). 5. Step 5: Selecting tests to measure KSAOs Identifying important KSAOs. Determining best methods for hiring. Options include interviews, ability tests, personality tests, assessment centres. Details on method selection and selection are provided. Job Data Collection and Analysis Types of Job Data Work activities: Time taken, error analysis, time taken, and error analysis. Work performance: Time taken, error analysis, social context, and physical working conditions. Job context: Social context and physical working conditions. Machines, tools, equipment, and work aids used. Job-related tangibles and intangibles: Materials processed, services rendered, and personnel requirements. Types of Information Sources Job incumbents, supervisors, and professional job analysts were traditionally the most important sources of job information. A broader range of information agents are required as job boundaries become less clear-cut. Devices such as videotapes and electronic information provided by cameras, tape recorders, and computers can also be used as a source of job information. Disadvantages of Incumbent Ratings Takes up valuable time of large numbers of incumbents. Incumbents are not always motivated to rate their jobs conscientiously. Rating instructions and the survey format are not always well understood. There is no empirical evidence that incumbents are most qualified to ensure valid job information. Validity and Reliability of Job Analysis Data Variability in incumbent ratings that may be unrelated to job content. Two broad categories of inaccuracy exist: social (conformity pressures and social desirability) and cognitive (information overload and extraneous information). These sources of inaccuracy affect the reliability (the consistency or stability of a job analysis method or technique) and validity (accuracy) of job analysis data. Inter-rater reliability refers to consistency across raters, often expressed in intra-class correlations and by means of pair-wise correlations. Validity in Job Analysis Sanchez and Levine (2000) question the meaning of accuracy in terms of the correspondence between job analysis data and the 'true' job characteristics. Harvey and Wilson (2000) argue that it is possible to assess jobs correctly and accurately if the analyst uses the 'right' combination of the work or job descriptors and rating scales. 6.Defining fairness Defining Fairness in Personnel Decision-Making Understanding Fairness Fairness has no single meaning and statistical definition. Each definition has different implications for personnel decisions. Fairness is the total of all variables influencing the final personnel decision. Fairness in Selection Process Fairness is not the result of the selection instrument or predictor, nor the property of the selection procedure used. Fairness is defined as fair discrimination or bias when minority group members have lower probabilities of being selected for a job. Principles of Fairness Objectivity. Consistency in the treatment of all applicants. Procedural fairness in the selection process. Freedom of selection procedures from manipulation. Selection process must be developed and conducted by professionals. Maintaining data confidentiality. Final decisions based on candidate’s data and decision made by multiple individuals. Protection of candidate’s right to privacy. Personal information may only pertain to job characteristics. Selection procedures where faking may occur should be considered unfair. Understanding 'Fairness' and 'Bias' in Test Interpretation 'Bias' refers to the impact of psychometric properties on test results. 'Fairness' pertains to the interpretation and application of test results. Fairness is a function of personnel decisions in the social context. An example: Differences in caring scores between genders could be evidence of bias. Fairness is associated with value judgements in decisions based on test scores. A test may be unbiased and valid, but results used unfairly can lead to discrimination and unfair labour. Adverse Impact in South African Personnel Decisions Adverse impact refers to the potential negative impact of assessment results on personnel decisions for previously disadvantaged groups. It arises when significant differences in average test performances exist between different cultural or gender groups. Without validation evidence, it's likely that the group with lower average performance was indirectly discriminated against. The term 'adverse impact' is defined by the '80%' rule, which states that adverse impact occurs if the selection ratio for any group of applicants is less than 80% of the selection ratio for another group.  Positive validation evidence generally justifies the use of a test and rules out unfair discrimination. The greater the degree of adverse impact, the higher the validity of the test should be to justify it. Alternative tests with the same validity or accuracy of prediction, but less adverse impact, are often used to overcome the adverse impact problems associated with ability tests. 9.5 Developing a performance appraisal Phase 1: Purpose of Performance Appraisal Process Determining the purpose of performance appraisal process. Identifying whether appraisals are used for personnel decisions like salary increases, incentives, promotions, demotions, and dismissals. Assessing if performance appraisal aids employee development and career progression planning. Identifying performance dimensions to be assessed in performance appraisal. Using performance appraisal information for personnel decisions like salary increases, incentives, promotions, demotions, and dismissals. Comparing performance ratings among employees for decision-making. Example: Tumi receiving a higher salary due to better performance rating than Paul. Phase 2: Determining Performance Criteria and Dimensions Performance criteria are measures of job performance derived from a detailed job analysis. Objective and subjective performance criteria are used by managers and personnel psychologists. Objective criteria measure easily quantifiable aspects of job performance, such as customer attraction or sales value. Subjective criteria are judgements or ratings made by knowledgeable individuals, often used when objective criteria are unavailable or difficult to assess. Objective criteria are less prone to bias and distortion than subjective performance ratings. The relationship between subjective and objective performance criteria is sometimes misunderstood. A meta-analytical study concluded that objective and subjective measures should not be combined as outcome criteria in assessing performance appraisal results.  Multidimensional models allow managers and personnel psychologists to understand complex behavioural phenomena in performance appraisals. Phase 3: Determining Performance Assessment Involvement Managers and personnel psychologists should consider the organisational culture when assessing performance. Factors such as trust, social power, relationships between individuals and work groups, group dynamics, and communication practices can influence the reliability and validity of performance ratings. Performance appraisals contribute to and are affected by an organisation's culture. Appraisal often involves at least two parties, with one party having more power. This influence can be expressed through pay increases, visibility, office size, promotions, transfers, or terminations of employment. Common workplace politics include unfair performance evaluations and bypassed promotions. Managers often review ratings with superiors before giving feedback, leading to 'locked in' perceptions of performance. Supervisors' personal bias and punishment motives negatively predict job satisfaction and turnover intentions. Raters' self-efficacy in conducting performance appraisals can negatively predict political considerations in a performance appraisal. Raters with high self-efficacy are more confident in handling negative appraisals, giving lower ratings. Phase 4: Choosing Appropriate Appraisal Methods Clarification of organizational goals, performance definition, and rating system. Selection of suitable appraisal methods. Phase 5: Obtaining Senior Management Buy-in Performance appraisal system should not be owned by HRM department. Senior management should enthusiastically endorse the system to prevent it from being seen as a formality. Recognizing the strategic importance of performance appraisal. Phase 6: Involving Employees Employees must trust the performance appraisal system. The system should elicit shared perceptions of expected behaviours.  Employee involvement in the system design helps understand its purpose and effectiveness. Phase 7: Designing a Performance Appraisal System Dismissal: The appraisal system must adhere to fair employment legislation and the Code of Good Practice. It includes an appraisal policy, appraisal instrument, procedure document, record-keeping, and an appeals procedure for dissatisfied employees. Requirements for an Effective Appraisal System: Relevance: The system should have clear links between performance standards and the organization's goals. Sensitivity: The system should distinguish effective from ineffective performers. Reliability: Appraisals should agree closely, with supervisors' ratings being more reliable than peers. Acceptability: The system should have the support of those who will use it. Practicality: The appraisal instruments should be easy for managers and employees to understand and use. Phase 9: Implementing the System/Conducting Performance Appraisals Finalizing and approving the system design for use by managers. Discussing the appraisal interviewing process. Phase 10: Evaluating and Adapting the System Importance of an appraisal system in identifying and rewarding work performance. Frequent review of performance appraisal systems to ensure they accurately assess work performance dimensions. 10.Performance appraisal and legislation Code of Good Practice: Dismissal Employers are entitled to expect employees to meet acceptable performance standards. Performance standards must be relevant and reasonable. Employers must inform employees about these standards. Employees expect fair treatment and should be aware of non-compliance. Employers must provide feedback, evaluation, training, or guidance on meeting performance standards. Employees should have a reasonable time to improve.  Dismissal for poor performance is justified if the employee has been counselled, offered assistance, given a time to improve, and has not improved. Probationary Employees and Fair Employment Practices: Probation is a process to assess an employee's suitability for a job. It should be reasonable and include evaluation, instruction, training, guidance, or counselling if performance is poor. Employers can dismiss or extend probationary periods after an employee's representations are considered. The Labour Relations Act amendments allow for dismissal reasons to be 'less compelling' than after the probationary period. The Code under Schedule 8 of the Labour Relations Act 66 of 1995 imposes obligations on employers before dismissing probationers for poor performance. The Employment Equity Act 55 of 1998 emphasizes the importance of performance management in enhancing the value of the workplace and fostering development. Employers should ensure managers understand and implement performance management systems and provide necessary coaching, mentoring, and support. Performance appraisals should be reviewed to identify significant variations across designated groups and take action to remove them. Perceived Fairness in Performance Appraisals Employee acceptance and satisfaction with performance appraisals are strongly related to the process. Steps to improve fairness include providing due process and allowing employees to contribute to the evaluation process. Appraisal process includes collecting performance information, evaluating performance using an appraisal form, and providing feedback. Organizations consider employees' perceptions of fairness in procedural, interpersonal, and outcome dimensions. Procedural fairness includes employee participation, consistency, job-related appraisals, and a formal channel for employee challenge. Interpersonal fairness involves keeping employees informed, offering timely feedback, and fostering respectful treatment and trust. Performance Management System and Poor Performance Management Performance management should focus on a holistic approach, encompassing recognition, reward, training, motivation, morale, a positive performance culture, career progression, and enhanced performance.  Many organizations neglect the active management of employees performing below the required standards or not achieving set goals. The poor performance management procedure aims to convert 'weak lion cubs' into 'strong lion cubs', aiming to improve their performance standards to the required levels. Poor performance is considered a form of incapacity and should be addressed before dismissal. The procedure should comply with paragraphs 8 and 9 of Schedule 8 to the LRA and ensure uniform, consistent handling of poor performance. The process, referred to as 'performance counselling', aims to correct poor performance through performance improvement steps. The process includes covering the employee's expected performance standards, their knowledge and understanding of the required performance standards, their actual performance, the reasons for the 'gap' between expected and actual performance, an action plan to address the causes of poor performance, a reasonable period to meet the required performance standards, and ongoing meetings to revisit the required performance and evaluate the employee's performance progress. If the employee meets the standards, a maintenance program should be designed, agreed to, and implemented, with an emphasis on 'what worked'. If the employee does not meet the standards despite ongoing counselling and assistance, an incapacity: poor work performance enquiry must be held. Mcq questions: 1. Performance appraisal information can be used for the following purposes in the organisation: a. demotion and dismissal b. promotion and salary increase c. to compare employee work behaviour d. to change employee work behaviour Answer: All of the above The following are categories of performance dimensions: a. computer skills b. a valid driver’s licence c. a BCom degree d. writing reports Answer: B and C Angelique is a receptionist in a busy law practice. At the end of the month, she is paid a bonus for the number of calls she refers successfully every day. This is an example of the ____________________ appraisal method. a. objective b. rating c. goal-based d. Comparative Answer: A