Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Managerial Performance


Published on

Published in: Business, Technology
  • Be the first to comment

Managerial Performance

  1. 1. Appraising & Developing Managerial Performance CREATE BRAND MARKET Copyright 2013-2014 Presentation by: Sachin Bansal Concepts , Methodology, Communication
  2. 2. Appraisal system can be used as instruments of change towards a desired goal. It is a sub system of an HRD System. Required Capabilities : 1. Technical Capability including methods, processes, procedures, and techniques. 2. Managerial capabilities including Planning, Organizing, Coordinating, monitoring , controlling , supervising etc 3. Human capabilities to deal with other people. 4. Conceptual Capabilities including Vision and directing Key components for change in appraisal system are Performance Areas, Self Appraisal, Performance Analysis, Performance Rating and Counseling Concepts of Performance Appraisal for Development Copyright 2013-2014 Presentation by: Sachin Bansal Performance Appraisal for Development Concepts
  3. 3. A systemic outlining of the activities the manager is expected to undertake during a specified period. Planning Individual Performance : Task analysis and / Activity analysis, Key Performance Areas, Key Result Areas, Task and target identification, Activity Plans / Action Plans, Goal setting exercises Key Performance Areas : are important or critical categories of functions to be performed by any role incumbent, over a period of time. It may be used for assessment of performance of any employee. Performance Targets : for each KPA may be identified, which may be quantitative or qualitative Performance Planning Performance Planning Systemic outlining Copyright 2013-2014 Presentation by: Sachin Bansal
  4. 4. Performance appraisal’s are function of 1. Rater’s motivation to appraise accurately 2. Job relevance of the rating standard s used by the rater 3. Rater’s ability to evaluate ratee job behavior. Behaviorally Anchored Rating Scales (BARS) : Raters are given a set of vertical graphic scales and instructed to record the behavior in the Format sequence Observation-inference-scaling-recording and summary rating To reduce rater’s biases : Arrange Rater Training , Rater’s Participation in scale construction , Statistical control of rating Errors. Feldman (1981) describes cognitive processes that influence Appraisal including cognitive complexity Performance Ratings Performance Ratings Appraise accurately Copyright 2013-2014 Presentation by: Sachin Bansal
  5. 5.  Methodology for Performance Analysis : 1.The appraisee to periodically reflect how well he is progressing in his work in relation to KPA’s and other dimensions 2. Employee may note success and failure experiences ,with factors that are helping him do well and the factors that are causing failures 3. The appraisee may rate himself on a rating scale, keeping in view his efforts 4. To list details of all factors that helped and that have prevented better performance 5. To classify Facilitating and hindering factors and pass performance analysis. to his reporting officer for his comments ,review 6.To use PA for counselling and identification of development needs  Facilitating Factors :Core Competencies of the Individual, Reporting Officer, Organization & it’s system, subordinates, and Environmental factors, facilitating or inhibiting. Performance Analysis Performance Analysis Methodology Copyright 2013-2014 Presentation by: Sachin Bansal
  6. 6. Counseling is given by one who is senior to the other person- in competence , or in knowledge, or in psychological expertise or in the hierarchical position in the organization .Three main processes are Communication: It includes Listening,, Asking Questions and responding, Feedback Influencing : involves Increasing Autonomy of the person ,Positive Reinforcement, Identification of the employee with his manager Helping : It involves manager’s concern and empathy, mutuality of relationship based on trust ,Identifying development needs of the employee Sequential Process of Performance Counseling : Three phases are Rapport building : Attending counselee, Listening to feelings concerns Exploration of employees weaknesses and to identify his problems Action Planning to guide their employee and contribute to their development. It's phases are Searching, Decision making, Supporting Performance Counselling Performance Counselling Communication Copyright 2013-2014 Presentation by: Sachin Bansal
  7. 7. Reward Mechanism :Salary increase, Annual performance awards, promotion to higher positions, change of jobs involving higher responsibilities and status, sponsorship to conferences and tours to foreign countries, appreciation letters and certificates, transfers, advanced training and development opportunities, announcements in news letters ,Journals Performance Rewards :for healthy competition , desirable behavior common problems encountered in reward management : Quantification of performance,comparison of performance with different type of jobs, Differentiating between the contributions of abilities and high performance, and giving weightages to them. Demoralization among employees who are not rewarded but consider themselves worthy,Isolating individual’s contribution from team, subjectivity in performance assessment Use of Performance Appraisal Data Use of Performance Appraisal Data Reward Mechanism Copyright 2013-2014 Presentation by: Sachin Bansal
  8. 8. Prepare employees for new system.Establish emotional and motivational Readiness. Strategic Considerations in Introducing New Appraisal System : 1. 1.Introduce change in the system step by step all through the Organization 2. 2. Introduce change level by level in managerial hierarchy 3. 3.Introduce change department by department or area by Area 4. 4. Combination of the above Union Responses to Performance Appraisals :Officer’s Association can pressurise the top management to have a HRD outlook and change the appraisal system to encourage employee development. Personnel / HRD Department’s response to new system: 1. conceptual clarity and commitment. 2. anticipate employee resistance and be prepared to break this resistance through persistent efforts 3. help line managers in effective implementation 4. bear criticism during transition time 5. be open to suggestions and changes when needed Implementing P.A. system Implementing P.A. system Strategic Considerations Copyright 2013-2014 Presentation by: Sachin Bansal
  9. 9. Managerial and Behavioral dimensions being used for PA: 1. Planning ability, 2. Organizing ability, 3. Supervision, 4. Leadership and dynamism, 5. Initiative,Resourcefulness, 6. Creativity and imaginativeness, 7. Development of subordinates, 8. Analytical abilities, 9. Public relations, , 10. Self confidence , 11. Decision making, 12. Coopration, 13. Flexibility, 14. Problem solving, 15. Risk taking, 16. Conflict Management, 17. Integrity, 18. Communication skills, 19. Empathy etc. Appraisal Practices Appraisal Practices Managerial and Behavioral Copyright 2013-2014 Presentation by: Sachin Bansal
  10. 10. Few negative stances and replies are 1. 1. “OC should change first and we are not ready for open system” The new system should be taken as an opportunity to initiate new culture and strengthen existing culture rather than to wait. 2. 2. “There should be more commitment from Top Management ”Managers should ask question that how can I use this system for my own learning and growth 3. 3. Where new PA system are introduced as apart of integrated HRD plan ,Promotion decisions are taken on the basis of potential appraisal and rewards are de linked. 4. 4.”KPA’s in new PA System is another way of making us work hard”- The purpose of KPA’s is to bring more role clarity and understanding .Performance improves after the individual acquires more capability. KPA’s are flexible and if some urgent and unplanned tasks come up the appraisee can change KPA’s. 5. “No body admits his weaknesses, hence open system may fail”-Managers should encourage their subordinates to speak of their strengths and slowly once climate of trust and emotional acceptance is built up , the appraisee are likely to come to the point of talking of their weaknesses. Implementing P.A. system, Managerial Response Implementing P.A. system Managerial Response Copyright 2013-2014 Presentation by: Sachin Bansal
  11. 11. Reputation to overall gains Copyright 2013-2014 Presentation by: Sachin Bansal Strategically connected with clients, engaging and involving them: •How to get closer to customers? •To build brand awareness and enhance loyalty? •To position new products and services for the effective market penetration? •To fulfill what customers really desire? Specialties Brand Strategy, business entry & planning, product development, internet marketing, trade distribution, public private partnerships, sustainable tourism management and investment promotion. Crafting, Operationalizing and Implementing Growth Strategies to maximize opportunities in emerging geographies; experience as my strong resource and capability Sachin Bansal Enhancing business profitability
  12. 12. SACHIN BANSAL- Chief Explorer INDIA : +91 97111 90192 DELHI LONDON MELBOURNE NEW YORK ITALY Enhancing business profitability…. Copyright 2013-2014 Presentation by: Sachin Bansal