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.

1. ORGANISATIONDEVELOPMENT AND CHANGEHUMAN RESOURCES MANGEMENT INTERVENTIONPRESENTED BY:- 1.Kawaljit Singh2.Sudhir Basoya3.Rupinder Singh4.Neha Jain5.Suraj Kumar1

2. WHAT IS OD INTERVENTIONThe term OD intervention refers to the planned activities clients and consultants participate in during the course of an organizational development program.

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

4. Intervention Overview Human Process Interventions

5. Techno structural Interventions

6. Human Resources Management Interventions

7. Strategic Interventions3

8. GOAL SETTING=(compensation + Benefits)*Performance Mangement4

9. Definition of Goal Setting“The moment of enlightenment is when a person’s dreams of possibilitiesbecome images of probabilities.”Vic BradenDon’t be afraid of the space between your dreams and reality. If you can dream it, you can make it so.”Belva Davis5

10. WHAT IS GOAL SETTING ?Goal setting is a process for thinking about your ideal future and for motivating yourself to turn this vision of the future into reality.

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

13. SMART GOALA useful way of making goals more powerful isto use the SMART mnemonic. SMART usuallystands for:S = Specific

14. M = Measurable

15. A = Attainable

16. R = Realistic

17. T = Timely7

18. Be SpecificGoals should be straightforward and emphasize what you want to happen. Specific is the What, Why, and How of the SMART model.WHAT are you going to do? Use action words such as direct, organize, coordinate, lead, develop, plan, build etc.

19. WHY is this important to do at this time? What do you want to ultimately accomplish?

20. HOW are you going to do it?8

21. MeasurableIf you can’t measure it, you can’t manage itChoose 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. AttainableWhen 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 doing10

23. RealisticRealistic, 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. Time TargetedSet a time target on all goals. This keeps you focused and hold you accountableIf you don’t set a time, the commitment is too vague.

25. Without a time limit, there’s no urgency to start taking action now.Split it up in to steps if the goal is overwhelming12

26. PERFORMANCEAPPRAISAL13

27. Definition of Performance AppraisalAny 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. Comparing Performance Appraisal and Performance ManagementPerformance appraisalEvaluating an employee’s current and/or past performance relative to his or her performance standards.Performance managementThe process employers use to make sure employees are working toward organizational goals.15

29. Appraisal ProcessEstablish job Expectations Objectives of Performance AppraisalDesign an Appraisal ProgrammeAppraise PerformancePerformance InterviewArchiveAppraisal DataUse appraisal data for appropriate purposes16

30. An Introduction to AppraisingPerformanceWhy appraise performance?Appraisals play an integral role in the employer’s performance management process.

31. Appraisals help in planning for correcting deficiencies and reinforce things done correctly.

32. Appraisals, in identifying employee strengths and weaknesses, are useful for career planning

33. Appraisals affect the employer’s salary raise decisions.17

34. Methods of Performance AppraisalTraditional Methods:-Straight Ranking MethodMan-to-Man Compressive MethodGradingGraphic Rating SalesCheck Lists.2. Modern Method:-Assessment CentreAppraisal by Result or MBOHuman Assets Accounting MethodBehaviorally Anchored Rating Scales (BARS)18

35. Performance Appraisal Ranking Scale

36. Ranking Employees by the Paired Comparison MethodNote: + 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 ScaleTrait: _____ ____ Outstanding ____ Very Good ____ Good ____ Improvement Needed ____ Unsatisfactory ____ Not Rated 21

38. Alternation Ranking ScaleTrait: ____________Highest-ranking employee1. _________________ 4. ____________2. _________________ 5. ____________3. _________________ 6. ____________Lowest-ranking employee22

39. A Graphic Rating Scale with Unclear Standards

40. REWARD SYSTEM24

41. Definition Of Reward SystemRewards 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