This document discusses various human resource management interventions for organizational development and change, including goal setting, performance appraisal, reward systems, career planning and development, and managing workforce diversity. It provides definitions and overviews of these interventions, with a focus on explaining goal setting using the SMART model, describing different methods of performance appraisal, outlining types of rewards based on performance, and noting the need for career planning and development. The document aims to present key human resources management tools and strategies for improving an organization's functioning and culture.
Performance Management 2.0: Taking Performance Management to the Next Level - Presentation for the HRdergi Performance Management, Compensation and Rewards Conference in Istanbul, Turkey on 12 November.
The presentation explores the impact of neuroscience on the performance management process and includes a discussion about ways to reduce the anxiety about the process and increase the overall effectiveness of manager and employee discussions.
In this file, you can ref useful information about performance management appraisal such as performance management appraisal methods, performance management appraisal tips, performance management appraisal forms, performance management appraisal phrases … If you need more assistant for performance management appraisal, please leave your comment at the end of file.
Performance Management 2.0: Taking Performance Management to the Next Level - Presentation for the HRdergi Performance Management, Compensation and Rewards Conference in Istanbul, Turkey on 12 November.
The presentation explores the impact of neuroscience on the performance management process and includes a discussion about ways to reduce the anxiety about the process and increase the overall effectiveness of manager and employee discussions.
In this file, you can ref useful information about performance management appraisal such as performance management appraisal methods, performance management appraisal tips, performance management appraisal forms, performance management appraisal phrases … If you need more assistant for performance management appraisal, please leave your comment at the end of file.
The most common error on Talent Management in many organizations is the planning, management and operation, development, and compensation are designed to support the fulfillment of the expectations of the human resources that are within the organization in order to carry out the duties and responsibilities that are executed in fulfilling the vision , mission and organizational objectives to achieve sustainable growth.
Performance appraisal and performance managementaidencarter91
In this file, you can ref useful information about performance appraisal and performance management such as performance appraisal and performance management methods, performance appraisal and performance management tips, performance appraisal and performance management forms, performance appraisal and performance management phrases … If you need more assistant for performance appraisal and performance management, please leave your comment at the end of file.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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Know about the latest innovations around performance management. Legal boundaries of performance management.
Story telling, Self monitoring, KPI Dash board etc. know about various tools and techniques.
This ppt is for all those who have interest in Performance management. Let it be employee or employer.
Every employee waits whole year in dreams of getting of good appraisal next year . He should be well prepared for it in advance.
Similarly people how are in HR department or Management should be also very much prepared to face question, and answer the query without any ego or attitude in benefit of organization.
The most common error on Talent Management in many organizations is the planning, management and operation, development, and compensation are designed to support the fulfillment of the expectations of the human resources that are within the organization in order to carry out the duties and responsibilities that are executed in fulfilling the vision , mission and organizational objectives to achieve sustainable growth.
Performance appraisal and performance managementaidencarter91
In this file, you can ref useful information about performance appraisal and performance management such as performance appraisal and performance management methods, performance appraisal and performance management tips, performance appraisal and performance management forms, performance appraisal and performance management phrases … If you need more assistant for performance appraisal and performance management, please leave your comment at the end of file.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Know about the latest innovations around performance management. Legal boundaries of performance management.
Story telling, Self monitoring, KPI Dash board etc. know about various tools and techniques.
This ppt is for all those who have interest in Performance management. Let it be employee or employer.
Every employee waits whole year in dreams of getting of good appraisal next year . He should be well prepared for it in advance.
Similarly people how are in HR department or Management should be also very much prepared to face question, and answer the query without any ego or attitude in benefit of organization.
Do you ever wonder why so few organisations succeed in successfully going live with their new business application? Why so few users truly accept their new application once it has been implemented, even when a lot of time and money has been invested in the development process? In this presentation you can read how to make your own implementations more successful by efficiently tailoring your change management to your end users’ needs.
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
Chapter 9Employee Development and Career Management MGT 484.docxmccormicknadine86
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
Chapter 9Employee Development and Career Management MGT 484TawnaDelatorrejs
Chapter 9
Employee Development and Career Management
MGT 484
Recap:
What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning
(Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process1.
Self-Assessment2.
Reality Check3.
Goal Setting4.
Action Plann ...
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
3. These activities are designed to improve the organization's functioning by helping organization members better manage their team and organization cultures and processes.2
9. Definition of Goal Setting “The moment of enlightenment is when a person’s dreams of possibilities become images of probabilities.”Vic Braden Don’t be afraid of the space between your dreams and reality. If you can dream it, you can make it so.”Belva Davis 5
10.
11. The process of goal setting will help you where you want to go in life.
12. Properly set goals can be incredibly motivating and as you get into the habit of setting and achieving goals ,you will find your self confidence builds fast.6
21. Measurable If you can’t measure it, you can’t manage it Choose a goal with measurable progress, so you can see the change occur. Be specific! Establish criteria for measuring progress toward the attainment of each goal .When you measure your progress, you stay on track, reach your target dates, and experience the exhilaration of achievement that spurs you on to continued effort required to reach your goals. 9
22. Attainable When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop that attitudes, abilities, skills, and financial capacity to reach them. Goals you set which are too far out of your reach, you probably won’t commit to doing 10
23. Realistic Realistic, in this case, means “do-able” not easy. A realistic project may push the skills and knowledge of the people working on it but it shouldn’t break them. Devise a plan or a way of getting there which makes the goal realistic. Be sure to set goals that you can attain with some effort. Set the bar high enough for a satisfying achievement. 11
24.
25. Without a time limit, there’s no urgency to start taking action now.Split it up in to steps if the goal is overwhelming 12
27. Definition of Performance Appraisal Any system of determining how well an individual employee has performed during a period of time, frequently used as a basis for determining merit increases.” “OBSERVE and EVALUATE an employee in relation to PRE-SET performance standards.” 14
28.
29. Appraisal Process Establish job Expectations Objectives of Performance Appraisal Design an Appraisal Programme Appraise Performance Performance Interview Archive Appraisal Data Use appraisal data for appropriate purposes 16
30.
31. Appraisals help in planning for correcting deficiencies and reinforce things done correctly.
34. Methods of Performance Appraisal Traditional Methods:- Straight Ranking Method Man-to-Man Compressive Method Grading Graphic Rating Sales Check Lists. 2. Modern Method:- Assessment Centre Appraisal by Result or MBO Human Assets Accounting Method Behaviorally Anchored Rating Scales (BARS) 18
36. Ranking Employees by the Paired Comparison Method Note: + means “better than.” − means “worse than.” For each chart, add up the number of 1’s in each column to get the highest-ranked employee.
37. Graphic Rating Scale Trait: _____ ____ Outstanding ____ Very Good ____ Good ____ Improvement Needed ____ Unsatisfactory ____ Not Rated 21
41. Definition Of Reward System Rewards based on competency and skills improve flexibility as employees possess a variety of skills to move into different jobs asrequired. Competency-based rewards are the organizational rewards that are not based on status or position,but on skills,competency and abilities of employees. The employees are rewarded for their competencies such as customer service,technicalknowlegde,and creativity. 25
42. Reward Based on Performance The Reward Based on performance can be classified in to 3 Rewards:- Individual Reward Team Reward Organizational Reward 26
43. Types of Rewards Based on Performance 1.Piece Rate 1.Gain Sharing 1.Stock Ownership 2.Commision 2.Bonuses 2. Stock Option 3.Royalities 3. Profit Sharing 4.Bonuses Individual Reward Team Reward Organisation Reward 27
50. To increase the utilisation of managerial talents within an organisation.29
51. Career Development:- Need: the conducting a needs assessment as a training programme. Vision: the needs of the career system must be linked with the interventions Action Plan: an action plan should be formulated in order to achieve the vision Results: Career development program should be integrated with the organizations on going employee training & management development programmes. 30
52. Career Planning & Career Development 1. Unskilled workers Semi-Skilled Skilled Highly-skilled Form 2.Junior Clerk Senior Clerk Assistant Section Officer HOD 3.Supervisor Assistant Manager Deputy Mgr. Man’ger GM 4.Lecturer Senior-Lecturer Reader Professor Head/Dean Pro. Vice Chancellor Vice-Chancellor. 31
54. Definition:- It is basically a technique,used to appraise the performance of employees.in this method the rater is required to distribute his rating in the form of a normal frequency distribution.the purpose is to eliminate the rater’s bias of central tendency.Here also ranking techniques is used .this method is highly simple to understand and easy to apply. 33
55. Secondly,it helps to reduce bias invovled in straight ranking and paired comparisons.but in this method employees are placed in a certain category and not ranked within category. The method is based on the questionable assumption that aal groups of employees have the same distribution of good and poor performance, the rater does not explain why an employee is placed in a particular category. Specific job related performance criteria is not used in ratings.the rater may resent the restriction placed on his freedom of choice. 34
58. Employee Stress And Wellness Definitions:- Stress Occurs at all levels in organizations as a result of many Factors including time pressure, personnel, conflict and sheer quantity of work. 37
59. Stress Related Disease Subjective effects of stress. Behavioral effects of stress. Cognitive effects. Organizational effects. 38