The document discusses performance appraisal and reward systems. It explains that a complete reward program includes base pay, performance rewards, and profit sharing to satisfy employees. Money is an important reward that represents status both when received and spent. Performance appraisal plays a key role in reward systems by evaluating employee performance and providing feedback to improve it. Effective appraisal involves mutual goal setting, measurable standards, and feedback from multiple observers.
this presentation is all about rewarding employees to keep them motivated and boost their performance. the detailed description is in presentation itself so no need to describe below. hope you will enjoy my presentation. this presentation is for academic course showcase not for practical hr reference as i have talked about theotrical aspects only.
This document discusses different types of reward systems used by organizations. It defines a reward system as any process that encourages, reinforces or compensates employees. The main types of rewards discussed are time rates, payment by results, individual/group performance pay, skill-competency based pay, and cafeteria/flexible benefit systems. For each type, the advantages and disadvantages are outlined. The overall purpose of a reward system is to attract, motivate and retain employees.
Fringe benefits are extra benefits provided to employees in addition to normal compensation like wages or salary. They include things like health insurance, retirement benefits, paid time off, and recreational activities. Major IT companies in India like Infosys, Wipro, and IBM offer fringe benefits to attract and retain top talent. These benefits include health programs, food and transportation subsidies, stock purchase plans, childcare assistance, and extensive on-site amenities like gyms, pools, and entertainment facilities. Fringe benefits help improve employee welfare, motivation, and work-life balance.
This document discusses reward systems and employee motivation. It defines rewards as benefits received by employees for job performance. There are intrinsic rewards like a sense of achievement, and extrinsic rewards provided by managers like recognition and bonuses. An effective reward system aligns rewards with organizational goals to motivate employees. It should involve employees and set transparent standards. Recognizing accomplishments, offering varied rewards, and changing rewards frequently can help consider different employees. The conclusion emphasizes the importance of a comprehensive reward system that provides both intrinsic and extrinsic factors to create long-lasting employee engagement.
This document discusses organizational reward systems and compensation. It defines intrinsic and extrinsic rewards and outlines factors that influence employee preferences. An effective reward system relates rewards to performance and impacts job satisfaction. Compensation includes base pay, incentives, and benefits. Government legislation regulates compensation, and equity theory holds that fair pay maintains a balance between employee inputs and outputs. The human resources manager ensures the system is fair and clearly communicated.
Social systems and organizational cultureDevons Somera
The document discusses several key concepts relating to social systems:
1. A social system includes all the relationships and interactions between people within an organization or group. Any change within the system can impact other parts of the system, as all parts are interdependent.
2. Social systems strive for a dynamic state of equilibrium where the interdependent parts are in a working balance, despite constant change.
3. Organizations engage in exchanges with their external environment, receiving inputs and providing outputs to adjacent social systems, making them open systems that interact with their surroundings.
The document discusses intrinsic and extrinsic rewards and their role in employee motivation and reward systems. It defines intrinsic rewards as internal motivations like a sense of accomplishment, competence, and growth. Extrinsic rewards are external motivations like pay and bonuses. The document emphasizes that intrinsic rewards are especially important in knowledge work and are more powerful motivators than financial rewards alone. It provides tips for managers to support employee intrinsic motivation through meaningful work, autonomy, development opportunities, and feedback. The conclusion stresses that effective reward systems aim to align employee and organization goals to motivate performance.
this presentation is all about rewarding employees to keep them motivated and boost their performance. the detailed description is in presentation itself so no need to describe below. hope you will enjoy my presentation. this presentation is for academic course showcase not for practical hr reference as i have talked about theotrical aspects only.
This document discusses different types of reward systems used by organizations. It defines a reward system as any process that encourages, reinforces or compensates employees. The main types of rewards discussed are time rates, payment by results, individual/group performance pay, skill-competency based pay, and cafeteria/flexible benefit systems. For each type, the advantages and disadvantages are outlined. The overall purpose of a reward system is to attract, motivate and retain employees.
Fringe benefits are extra benefits provided to employees in addition to normal compensation like wages or salary. They include things like health insurance, retirement benefits, paid time off, and recreational activities. Major IT companies in India like Infosys, Wipro, and IBM offer fringe benefits to attract and retain top talent. These benefits include health programs, food and transportation subsidies, stock purchase plans, childcare assistance, and extensive on-site amenities like gyms, pools, and entertainment facilities. Fringe benefits help improve employee welfare, motivation, and work-life balance.
This document discusses reward systems and employee motivation. It defines rewards as benefits received by employees for job performance. There are intrinsic rewards like a sense of achievement, and extrinsic rewards provided by managers like recognition and bonuses. An effective reward system aligns rewards with organizational goals to motivate employees. It should involve employees and set transparent standards. Recognizing accomplishments, offering varied rewards, and changing rewards frequently can help consider different employees. The conclusion emphasizes the importance of a comprehensive reward system that provides both intrinsic and extrinsic factors to create long-lasting employee engagement.
This document discusses organizational reward systems and compensation. It defines intrinsic and extrinsic rewards and outlines factors that influence employee preferences. An effective reward system relates rewards to performance and impacts job satisfaction. Compensation includes base pay, incentives, and benefits. Government legislation regulates compensation, and equity theory holds that fair pay maintains a balance between employee inputs and outputs. The human resources manager ensures the system is fair and clearly communicated.
Social systems and organizational cultureDevons Somera
The document discusses several key concepts relating to social systems:
1. A social system includes all the relationships and interactions between people within an organization or group. Any change within the system can impact other parts of the system, as all parts are interdependent.
2. Social systems strive for a dynamic state of equilibrium where the interdependent parts are in a working balance, despite constant change.
3. Organizations engage in exchanges with their external environment, receiving inputs and providing outputs to adjacent social systems, making them open systems that interact with their surroundings.
The document discusses intrinsic and extrinsic rewards and their role in employee motivation and reward systems. It defines intrinsic rewards as internal motivations like a sense of accomplishment, competence, and growth. Extrinsic rewards are external motivations like pay and bonuses. The document emphasizes that intrinsic rewards are especially important in knowledge work and are more powerful motivators than financial rewards alone. It provides tips for managers to support employee intrinsic motivation through meaningful work, autonomy, development opportunities, and feedback. The conclusion stresses that effective reward systems aim to align employee and organization goals to motivate performance.
Employee retention and separation are important aspects of managing human resources. Retention involves keeping valuable employees through engagement, compensation and benefits. Separation can occur voluntarily through resignation or involuntarily through termination or layoffs due to poor performance or lack of work. Organizations aim to retain productive workers through training, career development, and ensuring compensation is competitive. Proper procedures and support such as exit interviews and outplacement assistance help make separations efficient and fair for both parties.
Bonus - compensation management - Manu Melwin Joymanumelwin
Bonus pay is compensation over and above the amount of pay specified as a base salary or hourly rate of pay. The base amount of compensation is specified in the employee offer letter, in the employee personnel file, or in a contract.
This document discusses various types of employee compensation including base compensation (wages and salaries), supplementary compensation (fringe benefits), and incentive compensation. It describes individual and group incentive plans and different wage payment systems like time wage, piece wage, and balanced systems. Key aspects of compensation management in India are outlined such as wage structures, minimum wage policies, and components of pay. Factors influencing wages and objectives of national wage policy are also summarized.
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements or judgments directed at objects, people or events. Attitudes have three components - cognitive, affective, and behavioral. Job satisfaction is described as a collection of positive or negative feelings about one's job. High job satisfaction corresponds to positive job attitudes. Factors influencing job satisfaction include pay, promotion opportunities, the work itself, supervision and coworkers. Regular attitude surveys are used to measure employee attitudes. The effects of job satisfaction include higher productivity, fewer absences, lower turnover, and increased customer satisfaction.
Walton’s model of third party peace making team work group OD interventions ...manumelwin
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
This document discusses performance appraisal and reward systems. It provides learning objectives about understanding the role of money as a motivator and examines behavioral considerations in performance evaluations. It describes characteristics of effective feedback programs and the process of attribution. It discusses linking pay to performance through profit sharing, gain sharing and skill-based programs. The document provides an overview of different components of a complete reward program and discusses economic incentive systems for motivating employees.
This document discusses different approaches to paying employees based on their skills and competencies rather than just their job. It outlines skill-based pay, where pay is tied to the skills and qualifications an individual possesses. It also discusses competency-based pay, where pay is determined by an employee's competencies such as knowledge, skills, behaviors, and traits. The document notes some advantages of these approaches, such as increased flexibility and motivation for employees to gain new skills. However, it also notes challenges such as ensuring training and assessment processes are fair and that productivity increases are not guaranteed.
The document discusses various types of termination of employment and the conditions around each. It begins by stating that work is meant for humans, not the other way around, and that workers acquire rights to their jobs after years of service. It then discusses the three broad types of termination: by the employer, by the employee, and automatic termination. Under employer termination it discusses disciplinary termination, termination due to ill health, and retrenchment. It provides details on the processes and conditions around notice periods, compensation, and more for each type of termination.
This document discusses human resource management and compensation administration. It defines compensation as financial and non-financial rewards provided to employees in exchange for their services, including wages, salaries, paid time off, insurance, and retirement benefits. It outlines the purposes of compensation as attracting capable employees, motivating performance, and reducing employee turnover. It also describes the role of human resource managers in developing compensation programs and policies to attract, retain, and motivate diverse workforces.
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
This document discusses wages and salary administration. It covers developing a pay system through job evaluation and market surveys, establishing pay structures, and administering individual pay adjustments while monitoring the system. It also discusses factors affecting compensation levels and the purpose of wages. Principles of compensation administration and different types of compensation like direct, indirect, and total compensation are defined.
The action research model focuses on planned organizational change as a cyclical process with several main steps:
1) Entry and problem identification where a client senses problems that could be addressed with an OD practitioner.
2) Contracting where the practitioner and client assess each other and their expectations and resources for change.
3) Diagnosis where the practitioner gathers data to determine the underlying causes of problems.
4) Feedback of diagnostic findings to the client to identify organizational strengths and weaknesses.
5) Joint planning of actions for change based on the diagnosis and resources. Evaluation of results then feeds back into the process to guide further action.
This document provides information about compensation and benefits management in 3 paragraphs:
1) It begins with a quote emphasizing the importance of retaining talented employees. It then provides a brief history of compensation, explaining salary, wages, and the meaning of compensation.
2) The next section defines total compensation and lists its main components such as basic pay, allowances, benefits, rewards, and incentives. It also discusses the purposes of compensation including attracting talent and motivating employees.
3) The final section provides details on the pay scale structure of the Indian Army, including ranks, pay bands, grade pay, military service pay, and various applicable allowances for roles like field area, high altitude, flying, and
The document discusses empowerment and participation in organizations. Empowerment provides autonomy and control to employees through sharing information and job factors. It helps remove powerlessness while enhancing self-efficacy. There are five approaches to empowerment: helping employees achieve mastery, allowing more control, providing role models, using social reinforcement, and giving emotional support. Participation involves mental and emotional involvement to encourage contributing to goals and sharing responsibility. It improves motivation by helping employees understand goals. Prerequisites for effective participation include adequate time, benefits outweighing costs, relevance, abilities, and communication without threats. Benefits of participation include improved motivation and organizational effectiveness.
This document discusses performance appraisals. It defines performance appraisals as the systematic evaluation of employee performance and abilities for growth. The objectives of appraisals are to determine compensation, identify strengths/weaknesses, provide feedback, and review training programs. Advantages include promoting employees, determining compensation, developing employees, validating selection processes, motivating employees, and improving communication. The document outlines the performance appraisal process and various methods used, such as rating scales, checklists, forced choice, and behavioral anchored rating scales. It also discusses future-oriented methods like management by objectives and 360-degree feedback. The document notes common problems with appraisals and how to appraise manager performance.
This document discusses supplementary employee benefits and services. It begins by introducing the topic and defining compensation as an exchange between employees and employers. It then categorizes compensation as either direct, such as basic pay, or indirect, which includes benefits and services apart from salary. The document proceeds to explain the purpose of benefits and services in attracting, motivating, and retaining employees. It provides examples of common types of benefits like insurance, retirement plans, and time off. It also defines services as intangible commodities provided to employees at low or no cost. In closing, it distinguishes benefits, which have monetary value, from services, which are more difficult to assign a direct dollar amount.
This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
The Porter and Lawler model of motivation posits that an individual's motivation depends on (1) the effort they put in, (2) their ability and traits, (3) their perception of the task, (4) their performance on the task, and (5) the rewards they receive. According to this model, motivation is maximized when individuals believe their efforts will lead to good performance and rewards, the rewards are attractive to them, and their abilities and understanding of the task allow for good performance. The model helps managers understand what motivates employees and how to influence their behavior to achieve organizational goals.
This document discusses performance appraisal and provides details about:
1. It defines performance appraisal as a systematic evaluation of employees by supervisors and discusses why appraisals are conducted.
2. It describes different methods of performance appraisal used in companies like behaviorally anchored rating scales, human resource accounting, management by objectives, 360 degree feedback, and the rating scale method used by BMW.
3. It provides an overview of BMW, including that it is a German automaker known for luxury vehicles and motorcycles, and discusses BMW's operations in India including its assembly plant in Chennai.
The document provides information about 360-degree feedback and its implementation. It discusses that 360-degree feedback involves collecting performance evaluations on an individual from their supervisor, peers, customers, direct reports, and themselves. It then lists several recommendations for implementing a 360-degree feedback system, including carefully selecting raters, ensuring confidentiality, providing feedback reports that compare self-ratings to others' ratings, and following up with training and coaching. The document emphasizes that 360-degree feedback can provide a broader perspective on performance and facilitate greater self-development for employees.
Employee retention and separation are important aspects of managing human resources. Retention involves keeping valuable employees through engagement, compensation and benefits. Separation can occur voluntarily through resignation or involuntarily through termination or layoffs due to poor performance or lack of work. Organizations aim to retain productive workers through training, career development, and ensuring compensation is competitive. Proper procedures and support such as exit interviews and outplacement assistance help make separations efficient and fair for both parties.
Bonus - compensation management - Manu Melwin Joymanumelwin
Bonus pay is compensation over and above the amount of pay specified as a base salary or hourly rate of pay. The base amount of compensation is specified in the employee offer letter, in the employee personnel file, or in a contract.
This document discusses various types of employee compensation including base compensation (wages and salaries), supplementary compensation (fringe benefits), and incentive compensation. It describes individual and group incentive plans and different wage payment systems like time wage, piece wage, and balanced systems. Key aspects of compensation management in India are outlined such as wage structures, minimum wage policies, and components of pay. Factors influencing wages and objectives of national wage policy are also summarized.
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements or judgments directed at objects, people or events. Attitudes have three components - cognitive, affective, and behavioral. Job satisfaction is described as a collection of positive or negative feelings about one's job. High job satisfaction corresponds to positive job attitudes. Factors influencing job satisfaction include pay, promotion opportunities, the work itself, supervision and coworkers. Regular attitude surveys are used to measure employee attitudes. The effects of job satisfaction include higher productivity, fewer absences, lower turnover, and increased customer satisfaction.
Walton’s model of third party peace making team work group OD interventions ...manumelwin
Intermediaries (or "third parties") are people, organizations, or nations who enter a conflict to try to help the parties de-escalate or resolve it.
Walton has presented a statement of theory and practice for third-party peace making interventions that is important in its own right and important for its role in organization development.
This document discusses performance appraisal and reward systems. It provides learning objectives about understanding the role of money as a motivator and examines behavioral considerations in performance evaluations. It describes characteristics of effective feedback programs and the process of attribution. It discusses linking pay to performance through profit sharing, gain sharing and skill-based programs. The document provides an overview of different components of a complete reward program and discusses economic incentive systems for motivating employees.
This document discusses different approaches to paying employees based on their skills and competencies rather than just their job. It outlines skill-based pay, where pay is tied to the skills and qualifications an individual possesses. It also discusses competency-based pay, where pay is determined by an employee's competencies such as knowledge, skills, behaviors, and traits. The document notes some advantages of these approaches, such as increased flexibility and motivation for employees to gain new skills. However, it also notes challenges such as ensuring training and assessment processes are fair and that productivity increases are not guaranteed.
The document discusses various types of termination of employment and the conditions around each. It begins by stating that work is meant for humans, not the other way around, and that workers acquire rights to their jobs after years of service. It then discusses the three broad types of termination: by the employer, by the employee, and automatic termination. Under employer termination it discusses disciplinary termination, termination due to ill health, and retrenchment. It provides details on the processes and conditions around notice periods, compensation, and more for each type of termination.
This document discusses human resource management and compensation administration. It defines compensation as financial and non-financial rewards provided to employees in exchange for their services, including wages, salaries, paid time off, insurance, and retirement benefits. It outlines the purposes of compensation as attracting capable employees, motivating performance, and reducing employee turnover. It also describes the role of human resource managers in developing compensation programs and policies to attract, retain, and motivate diverse workforces.
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
This document discusses wages and salary administration. It covers developing a pay system through job evaluation and market surveys, establishing pay structures, and administering individual pay adjustments while monitoring the system. It also discusses factors affecting compensation levels and the purpose of wages. Principles of compensation administration and different types of compensation like direct, indirect, and total compensation are defined.
The action research model focuses on planned organizational change as a cyclical process with several main steps:
1) Entry and problem identification where a client senses problems that could be addressed with an OD practitioner.
2) Contracting where the practitioner and client assess each other and their expectations and resources for change.
3) Diagnosis where the practitioner gathers data to determine the underlying causes of problems.
4) Feedback of diagnostic findings to the client to identify organizational strengths and weaknesses.
5) Joint planning of actions for change based on the diagnosis and resources. Evaluation of results then feeds back into the process to guide further action.
This document provides information about compensation and benefits management in 3 paragraphs:
1) It begins with a quote emphasizing the importance of retaining talented employees. It then provides a brief history of compensation, explaining salary, wages, and the meaning of compensation.
2) The next section defines total compensation and lists its main components such as basic pay, allowances, benefits, rewards, and incentives. It also discusses the purposes of compensation including attracting talent and motivating employees.
3) The final section provides details on the pay scale structure of the Indian Army, including ranks, pay bands, grade pay, military service pay, and various applicable allowances for roles like field area, high altitude, flying, and
The document discusses empowerment and participation in organizations. Empowerment provides autonomy and control to employees through sharing information and job factors. It helps remove powerlessness while enhancing self-efficacy. There are five approaches to empowerment: helping employees achieve mastery, allowing more control, providing role models, using social reinforcement, and giving emotional support. Participation involves mental and emotional involvement to encourage contributing to goals and sharing responsibility. It improves motivation by helping employees understand goals. Prerequisites for effective participation include adequate time, benefits outweighing costs, relevance, abilities, and communication without threats. Benefits of participation include improved motivation and organizational effectiveness.
This document discusses performance appraisals. It defines performance appraisals as the systematic evaluation of employee performance and abilities for growth. The objectives of appraisals are to determine compensation, identify strengths/weaknesses, provide feedback, and review training programs. Advantages include promoting employees, determining compensation, developing employees, validating selection processes, motivating employees, and improving communication. The document outlines the performance appraisal process and various methods used, such as rating scales, checklists, forced choice, and behavioral anchored rating scales. It also discusses future-oriented methods like management by objectives and 360-degree feedback. The document notes common problems with appraisals and how to appraise manager performance.
This document discusses supplementary employee benefits and services. It begins by introducing the topic and defining compensation as an exchange between employees and employers. It then categorizes compensation as either direct, such as basic pay, or indirect, which includes benefits and services apart from salary. The document proceeds to explain the purpose of benefits and services in attracting, motivating, and retaining employees. It provides examples of common types of benefits like insurance, retirement plans, and time off. It also defines services as intangible commodities provided to employees at low or no cost. In closing, it distinguishes benefits, which have monetary value, from services, which are more difficult to assign a direct dollar amount.
This document discusses factors that influence job satisfaction. It identifies organizational factors like occupational level, job content, leadership style, pay/promotions, working conditions, respect from coworkers, and workload/stress levels. It also notes personal factors such as personality-job fit, finding fulfillment in one's work, and accurate role perception can impact satisfaction. Job satisfaction is determined by how content employees feel with their job or aspects of their job. Both individual and workplace characteristics shape an employee's attitudes and satisfaction.
The Porter and Lawler model of motivation posits that an individual's motivation depends on (1) the effort they put in, (2) their ability and traits, (3) their perception of the task, (4) their performance on the task, and (5) the rewards they receive. According to this model, motivation is maximized when individuals believe their efforts will lead to good performance and rewards, the rewards are attractive to them, and their abilities and understanding of the task allow for good performance. The model helps managers understand what motivates employees and how to influence their behavior to achieve organizational goals.
This document discusses performance appraisal and provides details about:
1. It defines performance appraisal as a systematic evaluation of employees by supervisors and discusses why appraisals are conducted.
2. It describes different methods of performance appraisal used in companies like behaviorally anchored rating scales, human resource accounting, management by objectives, 360 degree feedback, and the rating scale method used by BMW.
3. It provides an overview of BMW, including that it is a German automaker known for luxury vehicles and motorcycles, and discusses BMW's operations in India including its assembly plant in Chennai.
The document provides information about 360-degree feedback and its implementation. It discusses that 360-degree feedback involves collecting performance evaluations on an individual from their supervisor, peers, customers, direct reports, and themselves. It then lists several recommendations for implementing a 360-degree feedback system, including carefully selecting raters, ensuring confidentiality, providing feedback reports that compare self-ratings to others' ratings, and following up with training and coaching. The document emphasizes that 360-degree feedback can provide a broader perspective on performance and facilitate greater self-development for employees.
Effective performance appraisal programs are based on two key principles: (1) the appraisal process must operate as a system, and (2) individual managers play a pivotal role and need the right tools and support. Performance appraisals serve several important functions for employees, supervisors, and organizations, including providing feedback for improvement or recognition, determining training needs, and informing compensation and promotion decisions. However, performance appraisal programs are often flawed due to a lack of preparation, training, and consistency among managers and departments. To be effective, performance appraisals must be standardized, reliable, and developed with employee input.
This document provides an overview of performance appraisal systems. It discusses the objectives of performance appraisal, which include providing a basis for promotion/transfer/termination decisions, enhancing employee effectiveness, aiding in training and development programs, and improving communication. It also outlines the steps to developing a performance appraisal system, such as determining the overall approach, deciding who will be covered, setting up a project team, and defining the performance management processes and documentation. The key purposes of performance appraisal are identified as remedial, maintenance, and development.
In this file, you can ref useful information about performance appraisal theory such as performance appraisal theory rates, small performance appraisal theory, performance appraisal theory calculator … If you need more assistant for performance appraisal theory, please leave your comment at the end of file.
Review of literature on performance appraisal systemelenavogel8
In this file, you can ref useful information about review of literature on performance appraisal system such as review of literature on performance appraisal system methods
Performance Appraisal and Human Resource developmentGovinda Rokka
This presentation gives idea about the concept of performance appraisal and its techniques adopted in organization, staff grievances for effective human resource development
Performance appraisal is an evaluation about the employee's job performance and contribution towards organizational goals. Modern HR has developed various techniques and systems to asses the performance appraisal methods. Performance Appraisal has become one of the important subject in the modern businesses and organization.
performance appraisal and management.pptxRidaZaman1
Performance appraisal is a process that involves evaluating an employee's job performance and contributions. It helps companies identify any workplace problems and make decisions regarding promotions, transfers, and terminations. It also provides employees with feedback on their capabilities and opportunities for development. Effective performance appraisal systems have clear objectives, well-defined evaluation criteria, accurate and reliable results, and post-appraisal interviews. They also focus on work performance, provide continuous feedback, and match the company's goals.
The document discusses performance appraisal, which is a method for evaluating an employee's performance in areas such as quality, quantity, cost and time. It outlines several aims of performance appraisal including providing feedback to employees, identifying training needs, and forming the basis for personnel decisions. The document also discusses different performance appraisal methods such as management by objectives and 360 degree feedback, which involves collecting feedback from subordinates, peers and managers. It notes debates around performance appraisal and both benefits and challenges to implementing 360 degree feedback in organizations.
In this file, you can ref useful information about method of performance appraisal such as method of performance appraisal methods, method of performance appraisal tips, method of performance appraisal forms, method of performance appraisal phrases … If you need more assistant for method of performance appraisal, please leave your comment at the end of file.
This document discusses goals and goal setting theory in organizations. It covers:
1. The two main purposes of goals - to provide a framework for managing motivation and as an effective control device for management.
2. Key aspects of goal setting theory including goal difficulty, specificity, acceptance, and commitment and how these attributes shape performance.
3. Management by Objectives (MBO) as a collaborative goal setting process where goals cascade down the organization.
4. Research has found goal difficulty and specificity are closely associated with performance, though other elements like acceptance and commitment have been less studied.
This document discusses motivation in the workplace. It defines motivation and explains that it is necessary for job performance. Several theories of motivation are described, including content theories like Maslow's hierarchy of needs and process theories like expectancy theory. The document then outlines four methods for motivating employees: job design, organizational behavior modification, recognition and pride, and financial incentives. Job design approaches like job enrichment and the job characteristics model are explained. Different types of financial incentives are also defined, such as time rates, payment by results, and profit-related pay.
The document discusses performance appraisals and their use and effectiveness. It describes how performance appraisals are used widely by organizations to assess employee performance and development needs. However, there is ongoing debate around their effectiveness. Traditional performance appraisal approaches that focus only on individual performance are becoming outdated in modern organizational cultures. Effective performance appraisal systems should assess both individual and organizational performance in a collaborative manner.
The document discusses performance appraisal applications, providing information on various performance appraisal methods, forms, phrases, and tips. It explains equity theory and its application to performance appraisals to motivate employees. The document also outlines several common performance appraisal methods including ranking, rating scales, checklists, critical incidents, essays, and behaviorally anchored rating scales.
The sample material covers the followings topics.
Introduction
Overview of performance appraisal
Necessity of Performance Appraisal
Pitfalls of Performance Appraisal System
Practice of Self-evaluation
Traditional Methods of Performance Appraisal
Modern Methods of Performance Appraisal
Factors affecting performance appraisal
Responsibility of the Appraiser
Get complete details on: http://www.vskills.in/certification/Human-Resources/Certified-Performance-Appraisal-Manager
6 practical performance appraisal methods for the modern workforceJawaidHameed2
This document discusses 6 practical performance appraisal methods for modern workforces:
1. Management by Objectives (MBO) which involves managers and employees jointly setting objectives and measuring progress periodically.
2. 360-degree feedback which evaluates employees using feedback from managers, peers, customers, and reports to eliminate bias.
3. Assessment center method which assesses existing and future performance through simulations like role-plays and exercises.
4. Behaviorally anchored rating scales (BARS) which compare employee performance to behavioral examples anchored to numerical ratings.
5. Benchmarking which compares performance metrics to competitors or industry standards.
6. Future-focused methods which emphasize competencies needed for future roles rather
The document discusses performance appraisal, which is defined as the process of evaluating an employee's job performance and productivity in relation to pre-established criteria and organizational objectives. It outlines various methods of performance appraisal including essays, checklists, and management by objectives. It also discusses the objectives, principles, advantages, and obstacles of effective performance appraisal in the workplace.
Drugs alter normal bodily functions by changing emotions and thoughts when absorbed into the body. Drug abuse is an intense desire to obtain drugs that results in physical harm and behavior problems over the long term. Substance abusers use substances in a way that damages themselves or society, while substance abuse counselors have training to help with addiction issues across different aspects. Substance abuse is a major problem impacting many in society as the most prevalent mental disorder and continuing health issue, with approximately 6-25% of the US population struggling with addiction or abuse of various legal and illegal substances.
This document discusses what makes a good manager. It states that employees merely doing their jobs are only working at half their potential. A truly productive department has employees thinking of better and more efficient work methods. To get innovation, managers must encourage new ideas from employees. Offering incentives can motivate employees, but the most potent motivation is knowing management listens to ideas. When considering new ideas, managers should be open-minded and listen fully before rejecting ideas based on past experience. A good manager is receptive to new thinking.
This document discusses cultural competence in multicultural counseling. It begins by outlining the process of cultural adjustment one experiences when visiting a foreign culture, including initial crisis, recovery, and reentry shock. It then discusses common emotions like guilt, anger, and fear that arise and how multicultural counseling can help people understand their own cultural identities and the perspectives of culturally diverse clients. Guidelines are provided for clinical practice, such as becoming aware of one's own biases and the oppression faced by minority groups. Characteristics of culturally skilled counselors are outlined, including having beliefs that appreciate diversity, knowledge of different cultural perspectives, and counseling skills adapted for different cultures.
Counseling is a helping profession that provides a unique and needed service to clients. Counselors receive specialized training and licensure to help clients by establishing trust, actively listening without bias, and helping clients gain a deeper understanding of their issues. The fundamental basis of counseling is understanding client characteristics and needs as well as the societal environment that shapes them. As professionals, counselors must commit to ongoing training, research, and adhering to legal and ethical guidelines to advance the profession and best serve clients.
Employment counseling involves helping people deal with employment-related challenges through exploring options in different fields. An employment counselor aims to appropriately place clients in jobs and counsels them on personal problems to develop skills for employment. Core competencies for counselors include counseling, assessment, group counseling, understanding employment information, computer skills, placement skills, and managing workload and professional development while considering ethical and legal issues.
This document contains information about an online counseling course titled "Community Counseling". The course objectives are to provide elementary counseling skills and competencies for different types of counseling and to systematically assess counseling needs and develop counseling programs. The course is divided into 6 units that cover topics like the definition of counseling, qualities of effective counselors, types of counseling including marriage counseling, counseling special populations, and community development and management. The course assessment involves attendance, continuous assessments, mid-term and end-term exams. Relevant textbooks and references are also provided. The document encourages learners to gear up and explore their counseling abilities to build futuristic solutions. The next class will cover the meaning and objectives of counseling.
Counseling involves a supportive relationship between a counselor and client to help the client address problems and facilitate healthy changes. The counselor provides empathy, respect and a framework for the client to explore emotions, behaviors and thinking patterns. Counseling aims to help clients understand themselves, make informed choices, and resolve issues through meaningful discussion in a non-directive way. It differs from guidance in focusing more on helping clients make changes, and from psychotherapy in viewing clients as capable of self-direction rather than mentally ill.
This document provides an overview of organizational behavior concepts including:
- Defining organizational behavior as the study of how individuals and groups act within organizations.
- Organizational behavior can be examined at the individual, group, and organizational levels.
- Challenges for organizational behavior include a changing social/cultural environment, evolving globalization, advancing information technology, and shifting employment relationships.
This document discusses readdressing the curriculum of teacher education programs to better support inclusion at the elementary level. It recommends:
1. Making knowledge of inclusive education, different types of disabilities, and strategies for teaching diverse learners compulsory in the theoretical component.
2. Increasing the duration and focus of practice teaching, with requirements to visit inclusive schools and teach lessons to students with disabilities.
3. Providing prospective teachers experience in simulated and actual inclusive classrooms to prepare them for real-world scenarios through community work and functional communication skill training.
Counseling aims to help clients understand themselves and make voluntary changes. The main objectives of counseling are to provide support to help clients achieve desired changes or make suitable choices. Specifically, counseling seeks to give students information to succeed, understand student problems, build understanding between students and teachers, help students solve difficulties, help students know themselves better, and inspire students toward attainment. The goals of counseling are to help individuals overcome immediate problems and equip them to handle future issues. Counseling goals can be immediate, long-term, or process-oriented. Common long-term goals include helping clients become self-actualized, self-realized, and fully functioning people through achieving immediate and process-oriented goals.
2. In this presentation theIn this presentation the
relationship betweenrelationship between
economic reward systemseconomic reward systems
andand organizational behaviororganizational behavior
will be discussed.will be discussed.
3. The chapter focusesThe chapter focuses;;
1.1. First on how incentives areFirst on how incentives are
combined with other parts ofcombined with other parts of
wage administration to build awage administration to build a
complete reward system thatcomplete reward system that
encourages motivation.encourages motivation.
4. 2.2. Then on, money as a meansThen on, money as a means
of rewarding employees,of rewarding employees,
motivational models applied tomotivational models applied to
pay, cost-reward comparisons,pay, cost-reward comparisons,
and behavioral considerations inand behavioral considerations in
performance appraisal.performance appraisal.
5. 3.3.Finally,Finally, onon incentive pay, anincentive pay, an
approach in which each worker’sapproach in which each worker’s
pay varies in relation to employeepay varies in relation to employee
or organizational performance.or organizational performance.
6. 1. A COMPLETE PROGRAM1. A COMPLETE PROGRAM
This program has three incentiveThis program has three incentive
foundationfoundationss;;
1. Base pay1. Base pay
2. Performance Reward2. Performance Rewardss
3. Profit Sharing3. Profit Sharing
* Each can contribute something to* Each can contribute something to
the employee’s economic satisfaction.the employee’s economic satisfaction.
7. 2.2. Money As a Means of RewardingMoney As a Means of Rewarding
EmployeesEmployees
Money is important to employees forMoney is important to employees for
a number of reasons.a number of reasons.
8. Certainly ,money is valuableCertainly ,money is valuable
because of the goods and servicesbecause of the goods and services
that it will purchase. All of us havethat it will purchase. All of us have
seen its importance as a statusseen its importance as a status
symbol for those who have it andsymbol for those who have it and
can thus save it, spend itcan thus save it, spend it
conspicuously, or give it awayconspicuously, or give it away
generously.generously.
9. Money has status value when it is beingMoney has status value when it is being
received and when it is being spent. Itreceived and when it is being spent. It
represents to employees what theirrepresents to employees what their
employer thinks of them. It is also anemployer thinks of them. It is also an
indication of one employee’s statusindication of one employee’s status
relative to that of other employees. Itrelative to that of other employees. It
has about as many values as it hashas about as many values as it has
possessors.possessors. (e.g. P135)(e.g. P135)
10. Application of the MotivationalApplication of the Motivational
ModelsModels
A useful way to think about money as aA useful way to think about money as a
reward is to apply it to some of thereward is to apply it to some of the
motivational models. Such as;motivational models. Such as;
DrivesDrives
NeedsNeeds
ExpectancyExpectancy
11. Additional Considerations in theAdditional Considerations in the
Use of MoneyUse of Money
Extrinsic and Intrinsic RewardsExtrinsic and Intrinsic Rewards::
Money is essentially an extrinsicMoney is essentially an extrinsic
reward rather than an intrinsic one, soreward rather than an intrinsic one, so
it is easily administered in behaviorit is easily administered in behavior
modification programs.modification programs.
12. However, it also has all the limitations
of extrinsic benefits. No matter how
closely management attaches pay to
performance, pay is still something that
originates outside the job and is useful
only away from the job. Therefore, it
tends to be less immediately satisfying
than intrinsic job rewards.
13. For example; the personal
satisfaction of a job well done is
a powerful motivator for many
people.
14. Organizational Behavior andOrganizational Behavior and
performance Appraisalperformance Appraisal
Organizations require consistent levelsOrganizations require consistent levels
of high performance from theirof high performance from their
employees in order to survive in aemployees in order to survive in a
highly competitive environment. Manyhighly competitive environment. Many
firms use some form of results-orientedfirms use some form of results-oriented
planning control systems.planning control systems.
15. 1. Objective Settings1. Objective Settings
2. Action Planning2. Action Planning
3. Periodic Reviews3. Periodic Reviews
4. Annual Evaluation4. Annual Evaluation
Managements by objectives (MBO) is aManagements by objectives (MBO) is a
cyclical process that often consists of fourcyclical process that often consists of four
steps as a way to attain desired performance.steps as a way to attain desired performance.
16. Performance appraisalPerformance appraisal plays a key roleplays a key role
in reward systems. It is the process of evaluatingin reward systems. It is the process of evaluating
the performance of employees, sharing thatthe performance of employees, sharing that
information with them, and searching for ways toinformation with them, and searching for ways to
improve their performance.improve their performance. Appraisal isAppraisal is
necessary in order to;necessary in order to;
1. allocate resources in a dynamic environment,1. allocate resources in a dynamic environment,
2. motivate and reward employees,2. motivate and reward employees,
3. give employees feedback about their work,3. give employees feedback about their work,
4. maintain fair relationship within groups,4. maintain fair relationship within groups,
5. coach and develop employees,5. coach and develop employees,
6. comply with regulations6. comply with regulations
17. Appraisal PhilosophyAppraisal Philosophy
The hallmarks of modern appraisalThe hallmarks of modern appraisal
philosophy are as follows;philosophy are as follows;
1.1. Performance Orientation,Performance Orientation,
2. Focus on Goals or Objectives2. Focus on Goals or Objectives
3. Mutual Goal Setting between3. Mutual Goal Setting between
Supervisor and EmployeeSupervisor and Employee
4. Clarification of Behavioral4. Clarification of Behavioral
ExpectationsExpectations
5. Extensive feedback Systems5. Extensive feedback Systems
18. Suggested Approaches for theSuggested Approaches for the
Appraisal InterviewAppraisal Interview
** Is knowledgeable about theIs knowledgeable about the
employee’s job,employee’s job,
* Has previously set* Has previously set
measurable performancemeasurable performance
standardsstandards
* Has gathered specific* Has gathered specific
evidence frequently aboutevidence frequently about
performanceperformance
** Seeks and uses inputs fromSeeks and uses inputs from
other observers in theother observers in the
organizationorganization
** Provides support,Provides support,
acceptance, and praise foracceptance, and praise for
talks well donetalks well done
* Listens actively to the* Listens actively to the
employee’s input andemployee’s input and
reactionsreactions
Appraisal interviews are most likely to be
successful when the appraiser;
19. ** Shares responsibility for outcomes andShares responsibility for outcomes and
offers future assistanceoffers future assistance
* Allows participation in the discussion* Allows participation in the discussion
* Sharply limits the amount of criticism to a* Sharply limits the amount of criticism to a
few major itemsfew major items
20. 360- Degree Feedback Programs360- Degree Feedback Programs
All appraisal systems build on theAll appraisal systems build on the
assumption that employees needassumption that employees need
feedback about their performance.feedback about their performance.
Feedback helps them know what to doFeedback helps them know what to do
and how well they are meeting their goals.and how well they are meeting their goals.
It shows that others are interested in whatIt shows that others are interested in what
they are doing. Assuming thatthey are doing. Assuming that
performance is satisfactory, feedbackperformance is satisfactory, feedback
enhances an employee’s self-image andenhances an employee’s self-image and
feeling of competence.feeling of competence.
21. In general, feedback shouldIn general, feedback should
focus onfocus on;;
** Specific jobSpecific job
behaviorsbehaviors
* Rely on objective* Rely on objective
data, rather thandata, rather than
subjective opinionssubjective opinions
and influencesand influences
** Be well-timed byBe well-timed by
being given soonbeing given soon
after a criticalafter a critical
event,event,
• * Be checked for* Be checked for
understanding byunderstanding by
the receiverthe receiver
22. 360- degree feedback360- degree feedback is theis the
process of systematically gatheringprocess of systematically gathering
data on a person’s skills, abilities, anddata on a person’s skills, abilities, and
behaviors from a variety of sources-behaviors from a variety of sources-
the manager, peers, subordinates,the manager, peers, subordinates,
and even customers or clients.and even customers or clients.
23. The 360-degree feedback systemThe 360-degree feedback system
works best if individuals matchworks best if individuals match
the data gathered with their ownthe data gathered with their own
self-assessments, for thisself-assessments, for this
approach encourages can dapproach encourages can doo
confrontation of one’s need forconfrontation of one’s need for
change.change.
24. However, 360-degree feedbackHowever, 360-degree feedback
programs can be time-consuming,programs can be time-consuming,
intimidating to the recipients, andintimidating to the recipients, and
expensive.expensive.
25. Appraisal ProblemsAppraisal Problems
• ConfrontationalConfrontational (because each party is trying to(because each party is trying to
convince the other that her/his view is more accurate)convince the other that her/his view is more accurate)
• EmotionalEmotional
• JudgmentalJudgmental (because the manager must evaluate(because the manager must evaluate
the employee’s behavior and results and this aspectthe employee’s behavior and results and this aspect
places the employee in a clearly subordinate position)places the employee in a clearly subordinate position)
CComplexomplex
Several behavioral problems inherent in theSeveral behavioral problems inherent in the
processprocess.. It can be;It can be;
26. Managerial EffectsManagerial Effects
Managerial Effects Conducting performanceManagerial Effects Conducting performance
appraisals also has substantial impact on theappraisals also has substantial impact on the
appraiser. On the positive side, a formalappraiser. On the positive side, a formal
appraisal system encourages managers to doappraisal system encourages managers to do
more analytical and constructive thinking aboutmore analytical and constructive thinking about
their employees.their employees.
The requirement of a face-to-face interviewThe requirement of a face-to-face interview
encourages managers to be more specific aboutencourages managers to be more specific about
identifying each employee’s abilities,identifying each employee’s abilities, interests,interests,
and motivation. Managers often begin toand motivation. Managers often begin to
perceive that each employee is truly differentperceive that each employee is truly different
and must be treated that way.and must be treated that way.
27. Realistically, however, managers sometimesRealistically, however, managers sometimes
avoid giving appraisals because they do notavoid giving appraisals because they do not
want to disrupt an existing smooth relationshipwant to disrupt an existing smooth relationship
with an employee by providing negativewith an employee by providing negative
feedback.feedback.
It is particularly difficult to deal with low-It is particularly difficult to deal with low-
performing employees, who may require moreperforming employees, who may require more
frequent monitoring and reviews.frequent monitoring and reviews.
In other cases , managers simply do not see anyIn other cases , managers simply do not see any
organizational rewards coming to them from theorganizational rewards coming to them from the
appraisal process. Where there is no extrinsic orappraisal process. Where there is no extrinsic or
intrinsic incentive to perform the task, managersintrinsic incentive to perform the task, managers
may neglect it entirelymay neglect it entirely (i.e. P 147)(i.e. P 147)
28. Incentives Linking Pay withIncentives Linking Pay with
PerformancePerformance
Incentive MeasureIncentive Measure
Amount of outputAmount of output
Quality of outputQuality of output
Success in reachingSuccess in reaching
goalsgoals
ExampleExample
Piece rates; salePiece rates; sale
commissioncommission
Piece rate only for piecesPiece rate only for pieces
meeting the standardmeeting the standard
commission only for salescommission only for sales
that are without badthat are without bad
debts.debts.
Bonus for selling anBonus for selling an
established number ofestablished number of
items during aitems during a
predetermined time spanpredetermined time span
29. Amount of profitAmount of profit
Cost efficiencyCost efficiency
Employee skillsEmployee skills
Profit sharingProfit sharing
Gain sharingGain sharing
Skill-based paySkill-based pay
Incentive Measure Example
30. AdvantagesAdvantages
Incentives provide several potentialIncentives provide several potential
employee advantages. A majoremployee advantages. A major
advantage is that they increaseadvantage is that they increase
employee beliefs (instrumentality) thatemployee beliefs (instrumentality) that
reward will follow high performance.reward will follow high performance.
Incentives also appear favorable fromIncentives also appear favorable from
the point of view equity theory. Thosethe point of view equity theory. Those
who perform better are rewarded more.who perform better are rewarded more.
31. Another advantage from theAnother advantage from the
employee’s point of view is thatemployee’s point of view is that
incentives are comparativelyincentives are comparatively
objective. They can be computedobjective. They can be computed
from the number of pieces, dollars,from the number of pieces, dollars,
or similar objective criteria.or similar objective criteria.
32. DifficultiesDifficulties
Potential equity is offset by other developmentsPotential equity is offset by other developments
that are perceived as inequities. In behaviorthat are perceived as inequities. In behavior
modification terms, certain unfavorablemodification terms, certain unfavorable
consequences exist alongside the favorableconsequences exist alongside the favorable
consequences of more pay, aconsequences of more pay, ass they tend tothey tend to
reduce the potential advantages of incentivereduce the potential advantages of incentive
pay.pay.
When workers make their cost-reward analyses,When workers make their cost-reward analyses,
they find that cost have risen along with rewards.they find that cost have risen along with rewards.
The result may be that the break-even point hasThe result may be that the break-even point has
changed very little, if at all.changed very little, if at all.
33. Wage Incentives
Basically Wage Incentives provide more
pay for more production. It nearly always
increases productivity while decreasing
unit labor costs. Therefore, the main
reason for using this, is clear. Ex: p 150
34. Profit Sharing
Profit Sharing is a system that distributes
to employee some portion of the profits of
business, either immediately or deferred
until a later date. Ex; p- 152
35. Gain Sharing
This is another useful group incentive.
Gain Sharing plan is a program that
establishes a historical base period of
organizational performance, measures
improvements and shares the gains with
employees on some formula basis. Ex: p-153
36. Skill-Based Pay
In contrast to salaries and wage
incentives, Skill-Based Pay rewards
individuals for what they know how to do.
Employees are paid for the range, depth
and types of skills in which they
demonstrate capabilities.