Human Resource Evaluation

1. Designed and Created By: Malik Muhammad Mehran
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2. Presentation on
Human Resource
Evaluation
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Designed and Created By: Malik Muhammad Mehran

3. Group Members:
TanveerKashmiri
MuhammadKamran
MalikMuhammadMehran
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Designed and Created By: Malik Muhammad Mehran

4. Presenter:
MalikMuhammadMehran
M.PhilScholar,Section“F”
NCBA&E,MultanCampus
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Designed and Created By: Malik Muhammad Mehran

5. 1. Overview of Evaluation
Evaluation is “a set of planned, information-gathering, and
analytical activities undertaken to provide those responsible
forthemanagementofchangewithasatisfactoryassessmentof
theeffectsand/orprogressofthechangeeffort”.
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Designed and Created By: Malik Muhammad Mehran

6. 1. Overview of Evaluation
From an organizational perspective, organizational
effectiveness is generally viewed as a multidimensional
construct and typically involves multiple criteria, such as
productivity and flexibility. Productivity measures sometimes
tap efficiency, quantity, and quality, while flexibility measures
may also tap the effectiveness with which the organization
dealswithschedulechanges,crashprograms,oremergencies.
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Designed and Created By: Malik Muhammad Mehran

7. 1. Overview of Evaluation
In some instances, adaptability is operationalized separately
and includes measures of problem anticipation, knowledge of
newtechnology,andadaptationtochange.
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8. Need of Evaluation
•DeterminefutureinvestmentsinHR.
•ImproveHRprocesses.
•IdentifyalignmentofHRwithbusinessstrategies.
•Buildintellectualcapitalwithintheorganization.
•Stopdoingwhatisn’teffective.
• Be accountable to stakeholders and ensure employee and
managementaccountability.
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9. Need of Evaluation
• Reflect on and improve the overall climate and health of the
organization.
•Avoidfadsand“flavorsofthemonth”–HRseemsparticularly
vulnerable to fads and evaluation can be a means for it to
determine whether a new intervention is truly a quality
improvement.
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Designed and Created By: Malik Muhammad Mehran

10. Need of Evaluation
• Lead the organization in keeping employees motivated and
productive.
• Improve HR’s image within the organization by showing how
muchitcontributestoorganizationalsuccess.
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Designed and Created By: Malik Muhammad Mehran

11. 1.1 Scope of Evaluation
Evaluation of the function, including composite indexes, the
literature has suffered from a lack of an organizing, theoretical
framework.
Their framework differentiates between outcomes or processes
affected by line management and those under control of the
human resource management function. In order to evaluate
broader human resource performance, a company might
examine turnover, grievance rates, or workers’ compensation
claims, which are largely affected by the actions of the
company’slinemanagers. 11
Designed and Created By: Malik Muhammad Mehran

12. Model of Human Resource Effectiveness
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Designed and Created By: Malik Muhammad Mehran

13. Kirkpatrick’s four levels
The approach suggests there are four levels that need to be
evaluated:
1. Reactions (usually measured by a short survey, though focus
groupsaresometimesused).
2. Learning (usually measured with a written test or a
demonstrationofperformance).
3. Behavior (based on observations of supervisor, a third party,
orself-report).
4.OrganizationalImpact(bottom-linemeasures).
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Designed and Created By: Malik Muhammad Mehran

14. Why HR Evaluation Difficult?
Organizations are not satisfied with how we evaluate work. A
recent study identified that many HR measures are activity-
based rather than performance based (see Figure 1). Even when
the measures used are performance-based, there’s virtually no
way to show that the outcome measures result from something
that HR has done, rather than that they have occurred through
some other function, or from changes in the environment or the
competitive situation. No wonder our efforts at evaluating HR
interventions/activitiesareviewedsuspiciously.
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15. Why HR Evaluation Difficult?
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16. Why HR Evaluation Difficult?
Therewillneverbeaperfectsolutiontothecomplexquestionof
HRevaluation.Nomatterwhatapproachischosen,therewillbe
problems.
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Designed and Created By: Malik Muhammad Mehran

17. Presenter:
TanveerKasmiri
M.PhilScholar,Section“F”
NCBA&E,MultanCampus
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Designed and Created By: Malik Muhammad Mehran

18. 1.2 Strategic Impact
The nature of the process is changing from a reactive focus on
how well a problem is solved or how successful a program has
beento an emphasis on the organizational and employee impact
of human resource policies, programs, and activities. For
example, in contrast to past evaluation practice in which a
company might have examined narrow criteria such as turnover
rates, a more strategic approach would examine whether it is
losinghighperformers.
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Designed and Created By: Malik Muhammad Mehran

19. 1.3 Level of analysis
The level of analysis is level within the organizational structure.
Tsui and Gomez-Mejia have identified three levels of analysis in
humanresourcemanagementevaluation:
• Strategic
• Management
• Operational
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Designed and Created By: Malik Muhammad Mehran

20. 1.4 Criteria
Anne Tsui identified criteria by which the effectiveness of
human resource departments can be assessed. Results of factor
analytic statistical procedures indicate that there are five clear
categories of effectiveness criteria for human resource
departments:
(1) responsiveness
(2) managingcostandnegativeperformance
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21. 1.4 Criteria
(3)proactivityandinnovativeness
(4)traininganddevelopment
(5)affirmativeactionaccomplishments
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Designed and Created By: Malik Muhammad Mehran

22. Presenter:
MuhammadKamran
M.PhilScholar,Section“F”
NCBA&E,MultanCampus
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Designed and Created By: Malik Muhammad Mehran

23. 1.5 Level of constituents
Tsui’s findings is that the level of constituents has a major
impact on the effectiveness criteria they apply. Managers and
nonsupervisory employees tend to place importance on the
department’sabilitytoprovideservicesonmattersofimmediate
or short-term importance. Operating line executives, who have
production responsibilities, also hold similar views. In contrast,
when corporate-level human resource executives evaluate
human resource departments, they tend to place greater
importance on such activities as organizational development
and human resource planning, which have strategic
implications. 23
Designed and Created By: Malik Muhammad Mehran

24. 1.6 Ethical dimensions
The investment perspective of human resources is consistent
with high ethical standards. Employers who invest in their
employees are more likely to treat them ethically because they
have an investment to protect. investment perspective is not
sufficient to ensure ethical behavior. the technological advances
that have done so much to enhance productivity, make jobs less
monotonous, and allow greater flexibility in where work is
performedalsohavebroughtnewethicalchallenges.
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Designed and Created By: Malik Muhammad Mehran