MBA Unit IV Human Resource Management PPT

Employee Training and Performance
Appraisal
3/13/2024
1
Unit: IV
HRM SEM II UNIT IV
HUMAN RESOURCE MANAGEMENT
MBA II semester

Human Resource Management is centered around developing a
strategic approach to find, train, recruit and retain the right
professionals, for the right job, and at the right time, such that they
become future leaders to further the organizational goals, keeping in
mind the company’s most important asset – IT’S PEOPLE. Human
resource learners will learn about the development of a strategic
technique to recruit, train, and develop the workers, which are the
essential asset for an organization. As such, learners should be ready to
master the key traits that a good hiring manager should possess.
3/13/2024 HRM SEM II UNIT IV 2
Brief Introduction about the Subject

https://www.youtube.com/watch?v=5_btNIdvEfo
https://www.youtube.com/watch?v=Lx83q3mW0oo
https://www.youtube.com/watch?v=uXuj-Kj6_wE
Subject Videos

• Orientation of Employees
• Training, Training and Development Process
• Analyzing training needs, Training methods and management development.
• Basic concept of Performance management: definition and importance
Comparing performance appraisal and performance management
• Type, process and method of performance appraisal, Problems and solutions,
Appraisal interview.
• Basics of career management, Roles in career planning and development,
managing promotions and transfers, Enhancing diversity through career
management.
3/13/2024 4
Unit Content
HRM SEM II UNIT IV

1.The nature and importance of training and development and identify
the various inputs that go into the training program.
2.To discuss the methods of training.
3.To understand the concept of Performance Appraisal ,its process and
methods of Performance Appraisal.
4. To understand the concept of Career planning and Development in
HRM.
Objective of the unit

• Knowledge of HRP
• Job Analysis
• Placement and Orientation
Prerequisite

• Orientation is a systematic and planned introduction of employees to
their jobs, their co-workers and the organization.
• It is also called as Induction.
• Orientation is designed to provide a new employee with the
information he/she needs to function comfortably and effectively in
the organization.
Orientation-CO4

• To reduce start up costs (associated with job learning)
• To reduce anxiety
• To reduce employee turnover
• To save time for supervisor & colleagues
• To Develop Realistic Job Expectations and Job Satisfaction
• To make the new employees “feel at home” in the new environment
• Expedite proficiency
• Enhance adjustment to work group and norms
• Encourage positive attitude
Purpose of Orientation-CO4

• Orientation checklist, employee handbook and orientation program.
• Communicate pride in the company by giving each new employee
an item with the company logo on it.
• Encourage communication, and a sense of importance, by inviting
new employees to have coffee or lunch with the company owner or
a senior manager.
• Encourage new employees to sample the product and or service that
the company sells
• Reduce the stress of starting a new job by pairing new employees
with a buddy (a more senior or experienced team member) that can
help coach them through the first few weeks on the job.
Orientation Program-CO4

• Terms and conditions of service including wages, working hours,
overtime, holidays etc.
• Suggestion schemes.
• Benefits and services for employees.
• Opportunities for training, promotions, transfers etc.
• Location of department and employee facilities.
• Rules, regulations and daily work routines.
• Grievance procedures.
• Safety measures.
• Standing orders and disciplinary procedures.
Effective Orientation Program-CO4

Orientation Process-CO4

Training & Development CO4

• Education is concerned with enhancing general knowledge
and motivating him to understand the total environment.
Education is imparted in schools, colleges and universities.
• Training is concerned with increase in knowledge, skill and
abilities of the employees in doing a particular job. It has a
narrow aim limited to increase in knowledge and skill.
• Education, on the other hand, has broader aim in sight and its
purpose is to develop the individual.
EDUCATION & TRAINING CO4

• Training refers to the instructions provided to increase the
knowledge and skill for the current job.
• Development on the other hand has broader scope and aims at
developing an individual in all respects.
• Training aims at achieving immediate gains for the organization
while development aims at achieving long term needs of the
organization.

• Training is a short-term reactive process meant for operatives
and process while development is designed continuous pro-
active process meant for executives. In training employees' aim
is to develop additional skills and in development, it is to
develop a total personality.
• In training, the initiative is taken by the management with the
objective of meeting the present need of an employee. In
development, initiative is taken by the individual with the
objective to meet the future need of an employee.

• Training is concerned with increasing the knowledge and skills of
employees for doing specific jobs, and development involves the
growth of employees in all aspects.
• “Training is the act of increasing the knowledge and skills of an
employee for doing a particular job.” — Edwin B. Flippo
• Training of employees takes place after orientation takes place.
Training is the process of enhancing the skills, capabilities and
knowledge of employees for doing a particular job.
• Training process moulds the thinking of employees and leads to
quality performance of employees. It is continuous and never ending
in nature.
Meaning of Training-CO4

 To improve job performance by enhancing employees’ knowledge and
skill.
 To impart skill how to operate the new machinery and equipment’s.
 To reduce the wastages and accidents.
 To build a second line for more responsible positions at a later stage.
Objectives of Training-CO4

• Improves morale of employees
• Less supervision
• Fewer accidents
• Chances of promotion
• Increased productivity
• Employee empowerment
• Reduced Absenteeism
• Reduced Employee Turnover
• More Employee engagement
Importance of Training-CO4

Training and Development Differences-CO4

 Training Needs Analysis has another name and it is Learning Needs
Analysis (LNA).
 Training Need Analysis is the process of identifying the gap between
employee training and needs of training.
 The TNA is often the first step taken to initiate change.
 This is mainly because a needs analysis specifically defines the gap
between the current and the desired individual and organizational
performances.
 Training needs analysis is the first stage in the training process and
involves a procedure to determine.
Training Needs Analysis-CO4

 A Training Needs Analysis (TNA) is used to assess an organization’s
training needs.
 The root of the TNA is the gap analysis.
 This is an assessment of the gap between the knowledge, skills and
attitudes that the people in the organization currently possess and the
knowledge, skills and attitudes that they require to meet the
organization’s objectives.
 It helps to outline the desired skills and abilities to be developed in
order to improve the performance of the organization
Training Needs Analysis-CO4

Training Needs Anlysis-CO4

Levels of Training Needs Analysis-CO4

Specimen Training Needs Analysis-CO4

• The ADDIE model is a five-step process to developing learning and training
activities.
• Originally developed in 1975 by Florida State University for the U.S. Army,
This model was originally created as a very detailed process, however,
these days most instructional designers will only be familiar with its five
main stages:
• Analysis
• Design
• Development
• Implementation
• Evaluation
ADDIE model-CO4

ADDIE model-CO4

Five Step Training Process-CO4

 Analysis: Identify the performance Gap from a training standpoint,
identifying the performance gap and desired outcomes.
 Design: Identify the learning including defining specific learning
objectives and instructional strategies, structuring content and
assessments.
 Development: Develop a performance solution-This phase may
involve integration of technology and related testing.
 Implementation: Deliver the performanc development course
curriculum, learning outcomes and the learning space.
 Evaluation: Evaluate the results relative to the performance
objectives.
Process of Training-CO4

Sample Form Evaluation of Training-CO4

Methods of Training-CO4

ON THE JOB TRAINING
Focuses on learning while an individual is actually engaged in work.
 •COACHING
 •UNDER STUDY
 •JOB ROTATION
 •APPRENTICESHIP

OFF THE JOB TRAINNG
Concerned with imparting training to employees outside the actual
work place.
 • DISCUSSION METHOD
 •FIELD TRIP
 •LECTURE METHOD
 •E-LEARNING

Management development is the overall concept that describes the many
ways in which organizations help employees develop their personal and
organizational skills, either as managers in a management job or with an
eventual management job in mind.
In the opinion of Molander, “Management development is a conscious
and systematic process to control the development of managerial
resources in the organisation for the achievement of goals and
strategies.”
Concept of Management Development-CO4

1. It is an organised process of learning rather than a haphazard or trial
and error approach.
2. It is a long term process as managerial skills cannot be developed
overnight.
3. It is an ongoing exercise rather than a “one-shot” affair. It continues
throughout an executive’s entire professional career because there is no
end to learning.
4. Management development aims at preparing managers for better
performance and helping them to realise their full potential.
5. Executive development is guided self-development.
Management Development – Characteristics
and Purpose-CO4

1. Coaching
2. Job Rotation
3. Understudy
4. Multiple Management
5. Project Assignments
6. Committee Assignment
7. The Case Study
8. Incident Method
Management Development – Characteristics
and Purpose-CO4

 A career may be defined as ‘ a sequence of jobs that constitute what a
person does for a living’.
 Career planning is the process of enhancing an employee’s future value
.
Career Planning-CO4

• It is an ongoing process.
• It helps individuals develop skills required to fulfill different career
roles.
• It strengthens work-related activities in the organization.
• It defines life, career, abilities, and interests of the employees.
• It can also give professional directions, as they relate to career goals.
Features of Career Planning-CO4

• https://www.google.com/url?sa=i&url=https%3A%2F%2Fwww.gladtutor.com%2Fca
reer-planning-and-development-in-hrm%2F&psig=AOvVaw3sWp-
WkMJQkjP7oqXMo-
av&ust=1620913965797000&source=images&cd=vfe&ved=0CAkQjhxqFwoTCNDrjL
GlxPACFQAAAAAdAAAAABAD
• (Short Video on Career planning)
Features of Career Planning-CO4

 Attract and retain talent by offering careers, not jobs.
 Use human resources effectively and achieve greater productivity.
 Reduce employee turnover.
 Improve employee morale and motivation.
 Meet the immediate and future human resource needs of the
organization on a timely basis
Objectives of Career Planning-CO4

Career Stages-CO4

Roles in Career Development-CO4
Individual
• 1) Accept responsibility for your own career
2) Assess your interests, skills, and values
3) Seek out career information and resources.
4) Establish goals and career plans.
5) Utilize development opportunities
6) Talk with your manager about your career
7) Follow through on realistic career plans.
Manager
• 1) Provide timely and accurate performance feedback
2) Provide development assignments and support.
3) Participate in career development discussions with subordinates.
4) Support employee development plans.

Roles in Career Development-CO4
Employer
• 1) Communicate mission, policies and procedures
2) Provide training and development opportunities including workshops.
3) Provide career information and career programs
4) Offer a variety of career paths.
5) Provide career oriented performance feedback.
6) Provide mentoring opportunities to support growth and self direction.
7) Provide employees with individual development plans.
8) Provide academic learning assistance programs.
•

 Employees are performing well when they are productive.
Productivity implies both concern for effectiveness and efficiency,
effectiveness refers to goal accomplishment.
 Process of assessing employee performance by way of comparing
present performance with already established standards which have
been already communicated to employees.
 Appraisals are judgments of the characteristics, traits and
performance of others. On the basis of these judgments we assess the
worth or value of others and identify what is good or bad.
Performance Appraisal-CO4

Dale S. Beach, "Performance appraisal is systematic evaluation of the
individual with respect to his or her performance on the job and his or
her potential for development".
Edwin B. Flippo, “Performance appraisal is a systematic, periodic and
so far as humanly possible, an impartial rating of an employee’s
excellence in matters pertaining to his present job and to his
potentialities for a better job.”
Definition of Performance Appraisal

Process of Performance Appraisal-CO4

Methods of Performance Appraisal-CO4

 Management by Objective (MBO)-The employee targets to
perform better as the employee and the employer both are aware
of their goals and deliverables towards the organization.
 360-Degree Feedback Method-This method of performance
appraisal is very useful for startups as it involves collecting
feedback from each and every individual who interacts with the
employee during the course of work.
 Assessment Centered Method
This method of evaluation is basically used by the organization for
evaluating managers who are subsequently going to deal with their
juniors

 Behaviourally Anchored Rating Scale Method-This method has
been recognized as the most effective performance appraisal
methods and gives the most precise result.
 Critical Incident Method-maintains a log of such incidents which
are critical or displays the ineffective behavior of the employee .
 Cost accounting method of performance appraisal is the process
of evaluating monetary benefits yield to the organization from
the job performance of an employee.
 Grading Method-In this method, certain categories of worth are
established in advance and carefully defined. There can be three
categories established for employees: outstanding, satisfactory
and unsatisfactory.

• First Impression (primacy effect): Raters form an overall
impression about the ratee on the basis of some particluar
characteristics of the ratee identified by them. The identified qualities
and features may not provide adequate base for appraisal.
• Halo Effect: The individual’s performance is completely appraised
on the basis of a perceived positive quality, feature or trait.
Errors or Barriers in Performance Errors-CO4

• Horn Effect: The individual’s performance is completely appraised on
the basis of a negative quality or feature perceived.
• Excessive Stiffness or Lenience: Depending upon the raters own
standards, values and physical and mental makeup at the time of
appraisal, ratees may be rated very strictly or leniently
• Central Tendency: Appraisers rate all employees as average
performers. That is, it is an attitude to rate people as neither high nor low
and follow the middle path. For example, a professor, with a view to
play it safe, might give a class grade near the equal to B, regardless of
the differences in individual performances.

• Personal Biases: The way a supervisor feels about each of the
individuals working under him - whether he likes or dislikes them
• Spillover Effect: The present performance is evaluated much on
the basis of past performance. “The person who was a good
performer in distant past is assured to be okay at present also”.
• Recency Effect: Rating is influenced by the most recent
behaviour ignoring the commonly demonstrated behaviours
during the entire appraisal period.

Comparison Between Performance Appraisal and
Performance Management

 An appraisal interview is an honest conversation between a manager and a
subordinate, where the parties analyze a previous time period and set goals
for the next.
 An appraisal interview is a great opportunity to discuss cooperation and
establish clear development objectives for the employee, ensuring better
work results and improving the business results of the company.
 An appraisal interview gives the employee the chance to shield
himself/herself from poor evaluation by the manager. It also gives the
manager an opportunity to spell out his/her reviews. It helps the employees
to determine whether there is a need for training if they lack in any
particular skill and who will be promoted, demoted, retained or fired.
Appraisal interview-CO4

Example of Appraisal Interview-CO4

Sample Format of Appraisal Interview-CO4

• Promotion is defined as the movement of an employee from one position
to another position of a higher pay grade or salary. But when promotion
does not result in change in pay, it is called ‘dry promotion’. Promotion
is a method of internal mobility.
• Transfer is defined as the movement of an employee from one position
to another position at the same pay grade level or similar salary.
Transfers may be either company initiated or employee initiated. In fact,
a transfer is a change in job assignment. It may involve a promotion,
demotion or no change at all in status and responsibility.
Managing Transfers and Promotions-CO4

• It provides an opportunity to the present employees to move into jobs
that provide greater personal satisfaction and prestige.
• It offers opportunities to management to provide recognition and
incentives to the better employees, to correct initial mistakes in
appointments and to ‘freeze’ inefficient personnel.
• It generates within an organization beneficial pressures on work
performance and desired behaviour of all its members.
• Promotion fulfils the long cherished desires in the lives of employees
Benefits of Promotion -CO4

Types of Promotions-CO4

(1) To satisfy the needs of an organisation arising out of a change
(2) To meet the request of an employee
(3) To utilize properly the services of an employee who is not
performing satisfactorily where he is placed
(4) To suit the age and health of an employee
(5) To train the employee for later advancement and promotion
(6) To supply creative opportunities to deserving employees
(7) To correct erroneous placement
(8) To adjust the workforce of one plant or department with that of
another when one is closed down.
Objectives of Transfer-CO4

Types of Transfer-CO4

• Production Transfer: Excess workers are laid off, except if they are
transferred to another factory or plant, where there is a shortage of
labour.
• Replacement Transfer: This form of transfer also helps in preventing
lay-off of senior employees by replacing a junior employee.
• Versatility Transfer: To make the employees competent and
versatile, these transfers are initiated.
• Shift Transfer: In general, industrial establishments operates on
rotational shifts, and the workers usually request a transfer to the
shift of their choice.
• Remedial Transfer: When the initial placement of an employee is
faulty, or the worker is not comfortable with the superior or with the
coworkers, or there are some health issues
Types of Transfer-CO4

• In case of production and replacement transfers operations in different
departments must be sufficiently similar.
• Jobs to which transfers are contemplated should be clearly indicated
with the help of job description and job analysis.
• Responsibility for initiating and approving transfer decisions should be
clearly defined and properly located.
• The area or unit within which transfers are to be made should be
decided.
• It should be made clear if the seniority to the credit of the employee
prior to his transfer will remain to his credit even after transfer.
Elements of a Sound Transfer Policy-CO4

 Sources of bias and discrimination in promotion decisions
 Having few people of minority employed in the hiring department
 The “old-boy network” of informal friendships
 A lack of women mentors
 A lack of high-visibility assignments and developmental experiences
(glass ceiling)
 A lack of company role models for members of the same racial or
ethnic group
 Inflexible organizations and career tracks
Enhancing Diversity through Career
Management -CO4

 Enhancing Women’s and Minorities’ Prospects
 Eliminate institutional barriers
 Improve networking and mentoring
 Eliminate the glass ceiling
 Institute flexible schedules and career tracks
 Commitment-oriented career development efforts
 Career development programs
 Career workshops that use vocational guidance tools (including a
computerized skills assessment program and other career gap
analysis tools) to help employees identify career-related skills and
the development needs they possess.
 Career-oriented appraisals
Enhancing Diversity through Career
Management -CO4

References
• Gary Dessler& Biju Varkkey, Human Resource Management,
Pearson
• Edwin B. Flippo, Personnel Management, Tata McGraw Hill
• V.S.P. Rao, Human Resource Management, Excel
• RS Dwivedi, HRD in Indian Companies, Mc Millan
• C.B. Memoria, Personnel Management, Himalaya

MBA Unit IV Human Resource Management PPT

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