This document discusses HRD mechanisms at the organizational level, including HRD departments, training and development programs, and performance appraisal systems. It outlines how HRD processes and climate variables can influence HRD outcomes like increased competence and productivity, and ultimately improve organizational effectiveness through higher productivity, growth, and cost reduction. Traditional performance appraisal methods like rating scales and forced distribution are described alongside modern approaches like MBO and 360-degree feedback. Potential appraisal systems aim to identify high and low performers as well as future leaders.

1. HRD AT ORGANIZATIONAL LEVEL

2. HRD MATRIX
HRD MECHANISM OR HRD ORGANIZATIONAL
HRD PROCESS AND HRD
–SUBSYSTEMS OR HRD OUTCOME VARIABLES EFFECTIVENESS
CLIMATE VARIABLES
INSTRUEMENTS DIMENSIONS
• HRD Department
• ROLE CLARITY • MORE COMPETENT • HIGHER PRODUCTIVITY
• PAS • HIGH WORK
• AWARENESS OF COMMITMENT , • GROWTH AND
COMPENTENCIES • PROBLEM SOLVING DIVERSIFICATION
• PAS REQUIRED FOR JOB SKILLS,
PERFORMANCE • HIGHER SATISFACTION • COST REDUCTION
•T&D AND MOTIVATION,
• OCTAPACE
• JOB ROTATION • BETTER • BETTER IMAGE
• VALUE GENERATION ORGANIZATIONAL
• OD EXERCISE HEALTH
• CLARIFICATION OF
• JOB ENRICHMENT NORMS AND • DECLING
SATANDARDS ORGANIZATIONAL
• JOB ENLARGEMENT POLITICS
• FAIR REWARD SYSTEM
• ASSESMENT CENTRES • GREATER TEAM WORK
• BETTER
COMMUNICATION

3. POTENTIAL APPRAISAL SYSTEM
PROBLEM CHILD
STARS
(High Potential Low
(High –High)
Performance)
PERFORMANCE
VS POTENTIAL
SOLID CITIZENS
PLANNED SEPERATION
(LOW POTENTIAL –HIGH
(Low-Low)
PERFORMANCE )

4. MECHANISM FOR POTENTIAL
APPRAISAL SYSTEM
• RATING BY SUPERVISOR
• PSYCHOLOGICAL TESTS
• GAMES
• PERFORMANCE RECORDS
• CONCEPTUAL EFFECTIVENESS(vision , business orientation,
entrepreneurial orientation)
• OPERATIONAL EFFECTIVENESS(Result Orientation, Individual
Effectiveness ,Risk taking and control)
• INTERPERSONAL EFFECTIVENESS( Network Directedness, Negotiating
power, Personal Influence and behaviour)
• ACHIEVEMENT MOTIVATION( Drive ,Personal ambition)

5. TYPES OF PERFORMANCE APPRAISAL
SYSTEMS
• Graphic Rating Scale
• Critical Incident Method
• Forced Distribution Method
TRADITIONAL • Paired Comparison Method
• Self Appraisal
•MBO
MODERN
•360

6. Graphic Rating Scale
(Traits and Degree of Performance Present in each)
Performance I II III IV V
Factors Does Not Partially Meet Exceeds Job Far
Requirements Meet Requirements Requirements Exceeds
Quality of
Work
Quantity of
Work
Job Knowledge
Dependability
Attitude

7. Forced Distribution
• Forced Choice of Outstanding, Above Average,
Below Average ,Average ,Below Avearge, Poor
• Where
– 10% ---------------------O.S
– 20% ---------------------A.A
– 40% ---------------------B.A
– 20% ---------------------A
– 10% ---------------------P

8. Paired Comparison Scale
(Choosing no. of traits like openess,Creativity,Cooperativeness etc and then
for each trait comparing with others)
Creativity A B C D E
A + - + _
B - + _ _
C - + + +
D + + _ +
E - + + _

9. MBO
Set Organizational Goal
Set Departmental Goal
Discuss Departmental Goal
Define Expected Results
Performance
Review
Feedback to
employees

10. Problems related to MBO
• Poor Planning
• Lack of Training
• Lack of Follow up
• Inflexibility

11. Making MBO Effective
• Top Management
• Educating about MBO
• Active Participation in Goal Setting
• Decentralization of Authority
• Orientation of Executives
• Integration of MBO Programme.

12. 360 Degree Appraisal System
Peers
Superior
Employee Others
Himself
Subordinates