Human Resource Development and  Management            ME 212 - SUMMER 2012       ALVIN PEREZ ABALOS   Master in Management...
Performance Appraisal System: The concept     Performance    appraisal is a    management tool which    is helpful in mot...
Objectives of Performance AppraisalEmployees would like to know from a performanceappraisal system: concrete and tangible...
Objectives of Performance AppraisalTherefore an employee         their work satisfaction;would desire that theappraisal s...
Objectives of Performance AppraisalFrom the point of view of        measuring the efficiencythe organization,            ...
Objectives of Performance Appraisal    providing compensation       maintaining    packages to employees;        organiz...
Objectives of Performance Appraisal                   Performance appraisal should also                   aim at the mutua...
Uses of an Appraisal SystemA properly designed performance appraisal system can: help each employee understand more about...
Characteristics of an Appraisal SystemSome of the importantconsiderations indesigning a performanceappraisal system are: ...
Characteristics of an Appraisal System    Reliable and                      Practical and simple    consistent Appraisal...
Characteristics of an Appraisal System     Regular and routine            Participatory and    While an appraisal       ...
Characteristics of an Appraisal System    Rewards both positive          Feedback should be    and negative - should be ...
Characteristics of an Appraisal System     Feedback must be           Relevance and    noticeable The staff        respo...
Characteristics of an Appraisal System  CommitmentResponsibility for the appraisal system should be located at a senior l...
Approaches in Performance Appraisal     Trait approach This    is the conventional    approach. The manager    or supervi...
Approaches in Performance Appraisal    Intuitive approach         Self-appraisal    In this approach, a         approach...
Approaches in Performance Appraisal    Group approach The             Behavioral method    employee is evaluated by     ...
Approaches in Performance Appraisal                        Appraisal based on                       achieved results In  ...
Human Resource Development and  Management            ME 212 - SUMMER 2012       ALVIN PEREZ ABALOS   Master in Management...
DefinitionEmployee Separation is one of the very important andcrucial function / process of HR Department. This process,if...
Overview:     An employee works for an employer and gets paid for    his work and nothing else. The relation of an employ...
Overview:     Generally, an employee separation describes any    event that separates the employer and the employee.    S...
Types of Separation: ResignationResignation – This is the   So, an employee resigns for:most common way of          2)Bett...
Types of Separation: Resignation2) Higher position / level   3) Challenging role                                          ...
Types of Separation: Resignation4) To move from an         5) For foreign orunknown or lowly branded   international assig...
The Process of SeparationResignationOnce an employee gives his resignation to thedepartment head or the management, it is ...
The Process of Separation1.   If the root cause is an issue with the reporting     manager of an individual; or some confl...
The Process of Separation1.   If an employee has given his resignation because he     is getting a better compensation pac...
The Process of SeparationAfter the meeting give your feedback to the departmenthead and advise him on whether to accept th...
The Process of SeparationResponsibility of the Department Head: Now, thedepartment head needs to plan the process of hando...
The Process of Separation     It is a proven fact that once an employee decides to    leave the organization and gives hi...
Responsibility of the HR DepartmentHR, on the date of acceptance of resignation letter, shouldinstruct the IT department t...
Types of Separation: TerminationTermination – Usually,       1)   Non-Performancethis process is perceivednegatively by em...
Types of Separation: Termination2) Indiscipline in theworkplace can bedisruptive to productivityand profit, so it must bei...
Types of Separation: Termination                 3) Misconduct                 Dishonest or bad                 management...
Types of Separation: Termination4) Insubordinationdefined as a continuing orconstant intentionalrefusal to obey an implied...
Types of Separation: Termination                 5) Theft & etc.                 The act of stealing;                 spec...
The Process of Separation TerminationCan be challenged in the court of law. Hence, care must be taken to document all the...
The Process of SeparationIn case of non-             Parties involved in theperformance, the required   termination proces...
The Process of Separation    Once the decision is taken to terminate the contract    of employment, the company should se...
Types of Separation: AbscondingAbsconding - This is one of the most unethical,unexpected and unprofessional way to termina...
Types of Separation: AbscondingEmployees can abscond in      1)   If there is a work-either or all of the below         pr...
Types of Separation: Absconding1)   Then, when priorities      1)   If he has got some     are different. Employee        ...
Types of Separation: Absconding1)   Lastly, it is a personality     issue. Employees that     abscond have different     p...
The Process of Separation Ifthe employee did not come to the office and nor did  he informed about his whereabouts, try t...
The Process of Separationof his disappearance and send every subsequent noticeafter every three days. If there is no respo...
Referencesinstein, W. O., & LeMere-Labonte, J. 1989. Performance appraisal: dilemma ordesire? Sam Advanced Management Jour...
Thank you!!!               2–48
Upcoming SlideShare
Loading in …5
×

ME 212 Human Resource Development & Management

1,251 views

Published on

Performance Evaluation and Separation
Pangasinan State University
Urdaneta City
Philippines

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,251
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
53
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

ME 212 Human Resource Development & Management

  1. 1. Human Resource Development and Management ME 212 - SUMMER 2012 ALVIN PEREZ ABALOS Master in Management EngineeringModule 13 Performance Evaluation Pangasinan State University – Urdaneta City
  2. 2. Performance Appraisal System: The concept Performance appraisal is a management tool which is helpful in motivating and effectively utilizing human resources. Assessment of human potential is difficult, no matter how well designed and appropriate the performance planning and appraisal system is. 2–2
  3. 3. Objectives of Performance AppraisalEmployees would like to know from a performanceappraisal system: concrete and tangible particulars about their work; assessment of their performance.This would include how they: did; could do better in future; could obtain a larger share of rewards; and could achieve their life goals through their position. 2–3
  4. 4. Objectives of Performance AppraisalTherefore an employee  their work satisfaction;would desire that theappraisal system shouldaim at: their personaldevelopment;  their involvement in the organization 2–4
  5. 5. Objectives of Performance AppraisalFrom the point of view of  measuring the efficiencythe organization, with which humanperformance appraisal resources are being usedserves the purpose of: and improved; providing informationabout human resources andtheir development; 2–5
  6. 6. Objectives of Performance Appraisal providing compensation  maintaining packages to employees; organizational control. 2–6
  7. 7. Objectives of Performance Appraisal Performance appraisal should also aim at the mutual goals of the employees and the organization. This is essential because employees can develop only when the organizations interests are fulfilled. The organizations main resources are its employees, and their interest cannot be neglected. Mutual goals simultaneously provide for growth and development of the organization as well as of the human resources. They increase harmony and enhance effectiveness of human resources in the organization. 2–7
  8. 8. Uses of an Appraisal SystemA properly designed performance appraisal system can: help each employee understand more about theirrole and become clear about their functions; be instrumental in helping employees to betterunderstand their strengths and weaknesses withrespect to their role and functions in the organization; help in identifying the developmental needs ofemployees, given their role and function;increase mutuality between employees and theirsupervisors so that every employee feels happy to workwith their supervisor and thereby contributes theirmaximum to the organization; 2–8
  9. 9. Characteristics of an Appraisal SystemSome of the importantconsiderations indesigning a performanceappraisal system are: Goal The jobdescription and theperformance goals shouldbe structured, mutuallydecided and accepted byboth management andemployees. 2–9
  10. 10. Characteristics of an Appraisal System Reliable and  Practical and simple consistent Appraisal format The appraisal should include both format should be practical, objective and subjective simple and aim at fulfilling ratings to produce reliable its basic functions. Long & and consistent complicated formats are measurement of time consuming & do not performance. elicit much useful information. 2–10
  11. 11. Characteristics of an Appraisal System Regular and routine  Participatory and While an appraisal open An effective system is expected to be appraisal system should formal in a structured necessarily involve the manner, informal employees participation, contacts and interactions usually through an can also be used for appraisal interview with providing feedback to the supervisor, for employees. feedback and future planning. During this interview, past performance should be discussed frankly and future goals established. 2–11
  12. 12. Characteristics of an Appraisal System Rewards both positive  Feedback should be and negative - should be timely Unless feedback part of the performance is timely, it loses its appraisal system. utility and may have only Otherwise, the process limited influence on lacks impact. performance. 2–12
  13. 13. Characteristics of an Appraisal System Feedback must be  Relevance and noticeable The staff responsiveness member being appraised Planning and appraisal of must be made aware of performance and the information used in consequent rewards or the appraisal process. An punishments should be open appraisal process oriented towards the creates credibility. objectives of the programmed in which the employee has been assigned a role. 2–13
  14. 14. Characteristics of an Appraisal System CommitmentResponsibility for the appraisal system should be located at a senior level in the organization so as to ensure commitment and involvement throughout the management hierarchy. 2–14
  15. 15. Approaches in Performance Appraisal Trait approach This is the conventional approach. The manager or supervisor evaluates the employee on the basis of observable dimensions of personality, such as integrity, honesty, dependability, punctuality, etc. 2–15
  16. 16. Approaches in Performance Appraisal Intuitive approach  Self-appraisal In this approach, a approach Employees supervisor or manager evaluate their own judges the employee performance using a based on their common format. perception of the employees behavior. 2–16
  17. 17. Approaches in Performance Appraisal Group approach The  Behavioral method employee is evaluated by This method focuses on a group of persons. observed behavior and observable critical incidents. 2–17
  18. 18. Approaches in Performance Appraisal  Appraisal based on achieved results In this type of approach, appraisal is based on concrete, measurable, work achievements judged against fixed targets or goals set mutually by the subject and the assessor. 2–18
  19. 19. Human Resource Development and Management ME 212 - SUMMER 2012 ALVIN PEREZ ABALOS Master in Management EngineeringModule 14 Personnel Separation Pangasinan State University – Urdaneta City
  20. 20. DefinitionEmployee Separation is one of the very important andcrucial function / process of HR Department. This process,if not handled in an efficient manner, can lead to variouslegal complications.Let’s understand the term employee. According tovarious definitions an employee can be defined as:1. a worker who is hired to perform a job(wordnet.princeton.edu/Perl/webwn)2. An individual who provides labor to a company oranother person (en.wiktionary.org/wiki/Employees)3. An individual who provides services for compensation toan employer and whose duties are under the control ofthe employer.(www.aspa.org/resources/res_news_glossary.htm) 2–20
  21. 21. Overview: An employee works for an employer and gets paid for his work and nothing else. The relation of an employer and employee has a beginning; they stay together for a while and then they separate. Beginning of the relation is called as recruitment process or talent acquisition that passes through selection phase and followed by induction. Staying together in the relation comprises the various phases such has performance management; career management; professional growth; development and etc. And the final stage of the relation is the separation. 2–21
  22. 22. Overview: Generally, an employee separation describes any event that separates the employer and the employee. Some human resources practitioners refer to "separation" as the process of informing the employee of the termination, completing paperwork for continuation of benefits and retrieving company property from the employee. Other HR practitioners distinguish between separation and termination based on why the employee is no longer employed. 2–22
  23. 23. Types of Separation: ResignationResignation – This is the So, an employee resigns for:most common way of 2)Better compensation andseparation. Employee benefitsleaves his job andemployment with hisemployer to pursue betteropportunities. 2–23
  24. 24. Types of Separation: Resignation2) Higher position / level 3) Challenging role 2–24
  25. 25. Types of Separation: Resignation4) To move from an 5) For foreign orunknown or lowly branded international assignmentscompany to a highlybranded and reputedcompany 2–25
  26. 26. The Process of SeparationResignationOnce an employee gives his resignation to thedepartment head or the management, it is importantfor HR to schedule the first meeting with him.Preferably the meeting should be scheduled within 24hours or else it will give an impression that “no onereally cares”. Being a neutral department, the meetingshould be administrated by HR Manager (EmployeeRelations Manager) or anyone senior to him tounderstand the root cause of separation. 2–26
  27. 27. The Process of Separation1. If the root cause is an issue with the reporting manager of an individual; or some conflict with a team-member or some other human issue, try to address the same with the concerned person.3. If the reason for resignation is better opportunity or a higher position, explain to him the Performance Management System and Career Management System of the company. If possible, show him his performance records. Do not make any commitment that you might not be able to fulfill, such as, “we will give you a promotion in this appraisal” or “will send you overseas for an assignment” and etc and etc. 2–27
  28. 28. The Process of Separation1. If an employee has given his resignation because he is getting a better compensation package, explain to him the grading system and compensation package of your company and also share with him the minimum possible increase that he might get in his next appraisal but do not give any hike immediately. You might be required to repeat this exercise after another couple of months. So, don’t show any blood to the lion. 2–28
  29. 29. The Process of SeparationAfter the meeting give your feedback to the departmenthead and advise him on whether to accept theresignation or not.Once the resignation is accepted, issue the “letter ofacceptance of resignation” to the concerned employeeand inform the IT, Payroll and Finance Department. 2–29
  30. 30. The Process of SeparationResponsibility of the Department Head: Now, thedepartment head needs to plan the process of handoverof duties, projects and assignments to other member(s)in the team.2.Let the departing employee complete all the tasks andassignments he has in hand.3.Do not assign any new project or assignment to thisemployee.4.If there is nothing to complete and proper hand-overis done, then relieve the employee as soon as possible. 2–30
  31. 31. The Process of Separation It is a proven fact that once an employee decides to leave the organization and gives his resignation, they show less commitment, sincerity and dedication in their work. Hence, it is important to relieve them as soon as possible rather than them coming to the office and wasting the time of people who are dedicated to their work and resources of the company. 2–31
  32. 32. Responsibility of the HR DepartmentHR, on the date of acceptance of resignation letter, shouldinstruct the IT department to keep track on all theoutgoing emails from the system of separating employee.All IT permissions and rights should be withdrawn fromthat employee and he should not be allowed to send anyemail to any other email ID except the office email ID’s.He should not be allowed to copy or edit or delete any filefrom his system.HR should ask the concerned employee to obtain no-dueletter from all the concerned departments.HR should calculate all the amount payable to thatemployee and the payment should be made on the lastworking day of the employee. On his last day, thecompany should also give him the relieving letter. 2–32
  33. 33. Types of Separation: TerminationTermination – Usually, 1) Non-Performancethis process is perceivednegatively by employees.In termination, anemployer uses his right toterminate the contract ofan employment.There can be manyreasons for an employerto terminate the contractof employment but someof the common reasonsare: 2–33
  34. 34. Types of Separation: Termination2) Indiscipline in theworkplace can bedisruptive to productivityand profit, so it must beidentified and addressedimmediately. Examplesinclude not calling toreport an absence aheadof time, using profanelanguage, behavingunprofessionally withcustomers or blatantlydefying orders fromemployers. 2–34
  35. 35. Types of Separation: Termination 3) Misconduct Dishonest or bad management, especially by persons entrusted or engaged to act on anothers behalf. 2–35
  36. 36. Types of Separation: Termination4) Insubordinationdefined as a continuing orconstant intentionalrefusal to obey an impliedor direct order that isreasonable in nature andissued by someone inauthority 2–36
  37. 37. Types of Separation: Termination 5) Theft & etc. The act of stealing; specifically the felonious taking and removing of personal property, with an intent to deprive the rightful owner of the same 2–37
  38. 38. The Process of Separation TerminationCan be challenged in the court of law. Hence, care must be taken to document all the incidents that have led to the termination of an employee. In case of disciplinary action, the company should take care that the proper procedure is followed. Warnings (oral and written) were issued to the employee and the whole incident is properly documented. 2–38
  39. 39. The Process of SeparationIn case of non- Parties involved in theperformance, the required termination processdocuments must include: include:a. Tasks given 1) The Reporting Managerb. Expected performance 2) The Department Headlevel 3) The HR and / orc. Evaluation criteria 4) Any other seniord. Actual performance member of thee. Shortfall departmentf. Action required 2–39
  40. 40. The Process of Separation Once the decision is taken to terminate the contract of employment, the company should seize all the belongings of that employee – such as computer, drawer, access cards, laptop, ID Cards, files and etc. Employee should be given the letter of termination clearly specifying the reasons of termination. Based on the severity of the case, the company might decide to pay the employee for the notice period. For example, in case of non-performance he must be paid for the notice period but in case of any disciplinary action, theft or misconduct, he should not be. The entire amount due to him must be recovered. 2–40
  41. 41. Types of Separation: AbscondingAbsconding - This is one of the most unethical,unexpected and unprofessional way to terminate thecontract of an employment. In this, on one fine day anemployee decides not to go to work. He does not careto hand-over his stuff. In case an employee decides toabscond (or run-away), it becomes very important tounderstand his motives and intentions. 2–41
  42. 42. Types of Separation: AbscondingEmployees can abscond in 1) If there is a work-either or all of the below pressure and stressmentioned circumstances / and the individual issituations: not able to cope-up with it (as it happens in call-centers, and3)After stealing the other high-stressconfidential information or industries).documents or databasefrom the company. 2) If the employee has committed any crime4)If the intentions of an outside the office andindividual is to commit a after working hourscrime. 2–42
  43. 43. Types of Separation: Absconding1) Then, when priorities 1) If he has got some are different. Employee exceptionally good has asked for leave opportunity that due to some urgency requires him to join at his home (or might immediately and he be he is trying to feels that the process escape from his work of separation in his responsibilities) and at company is a bit too the same time his complicated. He team also needs him in assumes few things the office and his and do not really try to leaves are not face the challenge. approved. 2–43
  44. 44. Types of Separation: Absconding1) Lastly, it is a personality issue. Employees that abscond have different personalities. They are low in confidence. They are too weak to face the reality and challenges of life. They feel that running away from the problem is as good as solving the problem. They are cowards to take the problems head- on. 2–44
  45. 45. The Process of Separation Ifthe employee did not come to the office and nor did he informed about his whereabouts, try to contact him on his mobile phone. If he is not answering his calls or his mobile phone is not working then try to call him on his residence number. Even if that is not working then speak to his friends in the office to assess the situation. In case you are not able to get any information about the employee then assume that he has absconded. As per the employment laws in various countries, send him three official notices starting from the second day. 2–45
  46. 46. The Process of Separationof his disappearance and send every subsequent noticeafter every three days. If there is no response from hisside then strike-off his name from your payroll.On the first day of his disappearance, confiscate hisworkplace, his computer, drawer etc. Take the help ofSystems and Networking department to analyze all theemails that has been sent from his computer and towhom. Stop his salary immediately.Seek legal help to recover your costs and /or any otheritems or products that has been issued to him, such asaccess cards, ID Cards, Laptop, Corporate Credit-card,House, Car etc, as applicable 2–46
  47. 47. Referencesinstein, W. O., & LeMere-Labonte, J. 1989. Performance appraisal: dilemma ordesire? Sam Advanced Management Journal, 54 (2): 26-30.onga, M. L. 1983. Management of Performance Appraisal. Bombay: HimalayaPublishing House.berg, W. 1972. Make performance appraisal relevant. Harvard BusinessReview, January-February 1972: 61-67.atten, T. H., Jr. 1982. A Managers Guide to Performance Appraisal. London: FreePress.ao, T. V. 1985. Performance Appraisal Theory and Practice. New Delhi: VikasPublishing House.raig, S. E., Beatty, R. W., & Baird, L. S. 1986. Creating a performance management 2–47
  48. 48. Thank you!!! 2–48

×