Performance appraisal and performance management are related but distinct processes used in human resource management. Performance appraisal involves evaluating an employee's past performance against standards, while performance management is the ongoing process of setting goals, monitoring performance, providing feedback and coaching to help employees meet goals. There are various methods used for performance appraisal, including rating scales, rankings, behavioral observations and management by objectives. Both processes aim to improve employee performance and development.
This document discusses performance appraisals and management. It defines performance appraisal as the assessment of an employee's effectiveness, usually done regularly through a structured interaction between the employee and supervisor. Performance management aims to align employee work with organizational goals by integrating performance appraisal with other HR systems like linking pay to performance. The document outlines different methods for evaluating employee performance, including individual methods like rating scales, forced choice evaluations, essays, and checklists and multiple rater methods like 360-degree feedback. Effective appraisal systems are job-related, have clear performance expectations and standards, use trained evaluators, and promote continuous communication.
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
Change management and organization cultureSeta Wicaksana
Organization culture reflects shared values, assumptions, and norms that unite employees. It affects how employees feel and act. Cultures must evolve to survive changing conditions like economic crises, laws, technology. Culture changes when organizations solve problems. Culture can facilitate or inhibit change, which is needed when culture hinders goals. Environmental and internal forces stimulate change. Top leaders set the tone for culture and change by involving stakeholders, building on shared values, and teaching new members. Change targets include individuals, groups, the organization, and the environment. Successful change agents establish urgency, form supporter coalitions, create and communicate a vision, empower others, plan short-term wins, consolidate improvements, and institutionalize new approaches.
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
Organizational commitment refers to an employee's psychological attachment to an organization. There are three types of organizational commitment: affective commitment which involves an emotional attachment to the organization; continuance commitment which is based on the costs associated with leaving the organization; and normative commitment which involves a feeling of obligation to the organization. Factors like job characteristics, leadership, relationships, and work environment can influence an employee's level of organizational commitment. Higher organizational commitment is generally associated with positive outcomes for both employees and organizations.
The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and the job characteristics model. It also covers intrinsic and extrinsic motivation, job satisfaction, and factors that influence counterproductive work behaviors. Key topics include what motivates individual performance, the relationship between job satisfaction and organizational outcomes, and balancing work and family responsibilities.
There are three main views of conflict: the traditional view sees it as something to avoid; the human relations view sees it as natural and inevitable; the interactionist view sees some conflict as necessary for group performance. Conflict arises from differences and incompatibilities between parties and can be task-related, relationship-related, or process-related. Negotiation is the process of resolving conflict where parties determine how to allocate scarce resources through bargaining strategies like distributive or integrative bargaining. Personality traits, moods, emotions, and gender can influence negotiation effectiveness. Third parties can take on roles like mediator, arbitrator, conciliator, or consultant to help facilitate conflict resolution.
This document discusses performance appraisals and management. It defines performance appraisal as the assessment of an employee's effectiveness, usually done regularly through a structured interaction between the employee and supervisor. Performance management aims to align employee work with organizational goals by integrating performance appraisal with other HR systems like linking pay to performance. The document outlines different methods for evaluating employee performance, including individual methods like rating scales, forced choice evaluations, essays, and checklists and multiple rater methods like 360-degree feedback. Effective appraisal systems are job-related, have clear performance expectations and standards, use trained evaluators, and promote continuous communication.
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
Change management and organization cultureSeta Wicaksana
Organization culture reflects shared values, assumptions, and norms that unite employees. It affects how employees feel and act. Cultures must evolve to survive changing conditions like economic crises, laws, technology. Culture changes when organizations solve problems. Culture can facilitate or inhibit change, which is needed when culture hinders goals. Environmental and internal forces stimulate change. Top leaders set the tone for culture and change by involving stakeholders, building on shared values, and teaching new members. Change targets include individuals, groups, the organization, and the environment. Successful change agents establish urgency, form supporter coalitions, create and communicate a vision, empower others, plan short-term wins, consolidate improvements, and institutionalize new approaches.
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
Organizational commitment refers to an employee's psychological attachment to an organization. There are three types of organizational commitment: affective commitment which involves an emotional attachment to the organization; continuance commitment which is based on the costs associated with leaving the organization; and normative commitment which involves a feeling of obligation to the organization. Factors like job characteristics, leadership, relationships, and work environment can influence an employee's level of organizational commitment. Higher organizational commitment is generally associated with positive outcomes for both employees and organizations.
The document discusses various theories of motivation including Maslow's hierarchy of needs, Herzberg's two-factor theory, and the job characteristics model. It also covers intrinsic and extrinsic motivation, job satisfaction, and factors that influence counterproductive work behaviors. Key topics include what motivates individual performance, the relationship between job satisfaction and organizational outcomes, and balancing work and family responsibilities.
There are three main views of conflict: the traditional view sees it as something to avoid; the human relations view sees it as natural and inevitable; the interactionist view sees some conflict as necessary for group performance. Conflict arises from differences and incompatibilities between parties and can be task-related, relationship-related, or process-related. Negotiation is the process of resolving conflict where parties determine how to allocate scarce resources through bargaining strategies like distributive or integrative bargaining. Personality traits, moods, emotions, and gender can influence negotiation effectiveness. Third parties can take on roles like mediator, arbitrator, conciliator, or consultant to help facilitate conflict resolution.
OD interventions are planned sets of actions used by organizational development consultants to address organizational problems and enable opportunities. There are four main reasons for interventions: to fix problems, seize opportunities, align misaligned parts of the organization, or support a new vision. Successful interventions are based on valid employee information, provide employee choice, and gain personal commitment. Interventions can target human processes, techno-structural changes, human resource management, or strategy. Common interventions include team building, process consultation, surveys, and structural changes.
conflict management in organization with case studyKrishna Jadhav
This document discusses conflict management in organizations. It introduces different types of conflict management, including avoiding, accommodating, collaborating, compromising, and competing. It then presents a case study about conflict between a product manager and district sales manager at a food products company that led to declining sales. The key issues were a perceived loss of control by the sales manager due to interference from the product manager and structural communication problems. Suggested solutions included open discussion between the parties, clarifying roles and responsibilities, and altering reporting structures and interactions.
Performance Management and Performance Appraisalsminnoo
This document discusses performance management and performance appraisals. It defines performance as successfully accomplishing tasks through skills, knowledge and motivation. Performance management is establishing shared goals and developing employees to achieve organizational objectives. Key aspects of performance management include identifying, measuring, evaluating, improving and rewarding employee performance. Performance appraisals systematically evaluate employee performance against standards and provide feedback. They are used to provide rewards, training, determine potential and review performance. The document outlines the performance appraisal process and various appraisal techniques. It also discusses challenges in performance appraisals such as biases and ineffective practices.
1. What is performance appraisal.
2. Developing and instituting performance appraisal system( steps explained in detail).
3. Rewarding performance.
4. Linking rewards to organizational objectives.
This document discusses career planning and strategy. It notes that career planning helps identify individual strengths and weaknesses, and helps utilize strengths while overcoming weaknesses to take advantage of career opportunities. Career strategy is conceptually similar to organizational strategy. Career planning helps determine professional direction and make choices by considering factors like one's personality and skills. It involves setting goals and integrating long and short-term aims while accounting for environmental uncertainties.
This document discusses organizational theory and development, defining it as using social and procedural methodologies to identify and guide corporate needs in order to define an organization's identity and enhance its ability to change and improve effectiveness. It outlines classical, humanistic, and open systems theories, emphasizing a hybrid approach. It also discusses participative management styles, elements of organizational change management, and the importance of defining organizational goals through a mission and vision. The conclusion advocates for a team-based structure allowing employee input to optimize performance and dedication through lateral communication, a strong theory, committed management, and a clear mission and vision.
managing conflict in organization;A case study on Maruti Suzuki Ltd.Chaitrali Gijare
The document discusses conflict management and provides a case study on Maruti Suzuki Ltd. It outlines the 5 stages of conflict management: potential opposition, cognition and personalization, intention, behavior, and outcomes. It then analyzes the 2012 conflict at Maruti Suzuki's Manesar plant in India that resulted in the death of a senior HR executive and property damage. Possible causes of the labor unrest included wage disparities, lack of trust between workers and HR, poor communication between management and workers, and dissatisfaction among both permanent and contracted employees. The conclusion stresses the importance of HR increasing involvement at the floor level with workers to improve communication and prevent such conflicts.
The document provides guidance on decision making and negotiation. It discusses defining the problem, gathering facts, brainstorming options, weighing pros and cons, selecting an option, and implementing it. It also discusses cooperative vs adversarial negotiation styles, preparing for negotiation by considering goals, trades, costs/values, and alternatives, and how the relationship history may impact negotiations. The overall document provides a framework for making decisions and strategies for successful negotiations.
The document discusses conflict from several perspectives:
1) It defines conflict as a struggle between opposing parties and views on an issue. It also defines conflict management.
2) It examines different views on conflict, from traditional views that see it as entirely harmful, to modern views that see some conflict as constructive when resolved productively.
3) It outlines a five-stage model of conflict: potential issues, perception and emotions, intentions, behaviors, and outcomes. It also discusses levels of conflict from individual to organizational.
4) It analyzes causes of conflict including communication issues, competing goals, and interpersonal tensions, as well as styles for managing conflict such as competing, collaborating, and comprom
This document discusses motivation in organizations. It begins by introducing the topic of motivation and some challenges in motivating individuals. It then provides an overview of several motivation theories and techniques commonly used in organizations. These include setting goals and targets, performance-related pay, rewards schemes, and recognition. However, the document notes that motivating individuals can be difficult due to differences in human nature and psychology. Effective motivation relies on understanding individuals' diverse needs and motivating through vision and shared purpose, rather than manipulation. Projecting one's own motivations onto others is an common mistake. As managers and supervisors, practical motivation tools include showing respect, recognition, listening, making work interesting, and providing opportunities for satisfaction.
This document discusses negotiation and the importance of planning for a successful negotiation. It describes where negotiations commonly take place, such as between spouses, managers and employees. There are different negotiating styles that can be used, from win-lose to compromise. Proper planning is necessary and involves determining objectives, priorities, establishing a settlement range, and anticipating the other side's issues. Effective negotiation requires preparation to have a strong understanding of the issues and to negotiate from a position of strength.
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
This document discusses job evaluation, which is defined as the systematic process of defining the relative worth of jobs within an organization to establish internal pay structures. It describes the key features, objectives, processes, and methods of job evaluation. The common methods discussed are ranking, grading, and point rating. The point rating method divides jobs into factors that are assigned point values which are later converted to monetary values.
The document discusses several theories of motivation from early and contemporary perspectives. It describes Maslow's hierarchy of needs theory which proposes that lower-level needs must be satisfied before higher-level needs can motivate. Herzberg's two-factor theory distinguishes between motivators like achievement that drive job satisfaction and hygiene factors like salary that prevent dissatisfaction. Contemporary theories discussed include goal-setting theory, reinforcement theory, and expectancy theory which proposes that effort, performance, and rewards are linked.
This document discusses employee commitment as a key factor for organizational excellence. It defines employee commitment as the psychological attachment employees feel towards their workplace. Highly committed employees are more satisfied, loyal and less likely to be absent. The document outlines factors that contribute to organizational excellence like customer focus, efficient operations and human resource management. It suggests that strong relationships between managers and subordinates, recognition of employees, clear communication of organizational goals, and succession planning can help build commitment and support the goals of an organization. When organizations care for their employees and foster an ethical culture, employees will be more loyal and committed in turn.
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
This document discusses job satisfaction, including its definition as one's attitude and enjoyment of their work. Factors that affect job satisfaction are work conditions, compensation, relationships, and stress levels. A lack of job satisfaction can harm productivity, quality of work, and employee retention. Maintaining job satisfaction benefits both employees and employers. Ways to increase job satisfaction include flexible work, training, meaningful work, promotions, and good supervisor-employee relationships based on respect.
This document discusses transportation problems and three methods to solve them: the North West Corner Method, Least Cost Method, and Vogel Approximation Method. The objective of transportation problems is to minimize the cost of distributing products from sources to destinations while satisfying supply and demand constraints. The document provides examples to illustrate how each method works step-by-step to arrive at a basic feasible solution.
This document discusses various methods used for investment appraisal to assess whether investment projects are worthwhile. It describes payback period, accounting rate of return, internal rate of return, profitability index, and net present value. Net present value discounts future cash flows to account for the time value of money and allows comparison of projects. Internal rate of return identifies the discount rate that results in a net present value of zero. Investment appraisal helps firms evaluate projects and potential returns to determine which investments to make.
Performance appraisal refers to evaluating an employee's personality, performance, and potential. It has several objectives, including providing a basis for promotion/transfer/termination decisions, enhancing employee effectiveness, identifying training needs, aiding in career planning, improving communication, and developing relationships. The process involves establishing performance standards, communicating them, measuring actual performance, comparing to standards, and providing feedback. It benefits both employees and organizations by improving performance, motivation, and development opportunities. Multiple methods can be used, including essays, checklists, ratings scales, and management by objectives.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives, different appraisal methods like forced ranking and MBO, potential errors in appraisals and how to reduce errors through rater training and objective evaluation criteria.
OD interventions are planned sets of actions used by organizational development consultants to address organizational problems and enable opportunities. There are four main reasons for interventions: to fix problems, seize opportunities, align misaligned parts of the organization, or support a new vision. Successful interventions are based on valid employee information, provide employee choice, and gain personal commitment. Interventions can target human processes, techno-structural changes, human resource management, or strategy. Common interventions include team building, process consultation, surveys, and structural changes.
conflict management in organization with case studyKrishna Jadhav
This document discusses conflict management in organizations. It introduces different types of conflict management, including avoiding, accommodating, collaborating, compromising, and competing. It then presents a case study about conflict between a product manager and district sales manager at a food products company that led to declining sales. The key issues were a perceived loss of control by the sales manager due to interference from the product manager and structural communication problems. Suggested solutions included open discussion between the parties, clarifying roles and responsibilities, and altering reporting structures and interactions.
Performance Management and Performance Appraisalsminnoo
This document discusses performance management and performance appraisals. It defines performance as successfully accomplishing tasks through skills, knowledge and motivation. Performance management is establishing shared goals and developing employees to achieve organizational objectives. Key aspects of performance management include identifying, measuring, evaluating, improving and rewarding employee performance. Performance appraisals systematically evaluate employee performance against standards and provide feedback. They are used to provide rewards, training, determine potential and review performance. The document outlines the performance appraisal process and various appraisal techniques. It also discusses challenges in performance appraisals such as biases and ineffective practices.
1. What is performance appraisal.
2. Developing and instituting performance appraisal system( steps explained in detail).
3. Rewarding performance.
4. Linking rewards to organizational objectives.
This document discusses career planning and strategy. It notes that career planning helps identify individual strengths and weaknesses, and helps utilize strengths while overcoming weaknesses to take advantage of career opportunities. Career strategy is conceptually similar to organizational strategy. Career planning helps determine professional direction and make choices by considering factors like one's personality and skills. It involves setting goals and integrating long and short-term aims while accounting for environmental uncertainties.
This document discusses organizational theory and development, defining it as using social and procedural methodologies to identify and guide corporate needs in order to define an organization's identity and enhance its ability to change and improve effectiveness. It outlines classical, humanistic, and open systems theories, emphasizing a hybrid approach. It also discusses participative management styles, elements of organizational change management, and the importance of defining organizational goals through a mission and vision. The conclusion advocates for a team-based structure allowing employee input to optimize performance and dedication through lateral communication, a strong theory, committed management, and a clear mission and vision.
managing conflict in organization;A case study on Maruti Suzuki Ltd.Chaitrali Gijare
The document discusses conflict management and provides a case study on Maruti Suzuki Ltd. It outlines the 5 stages of conflict management: potential opposition, cognition and personalization, intention, behavior, and outcomes. It then analyzes the 2012 conflict at Maruti Suzuki's Manesar plant in India that resulted in the death of a senior HR executive and property damage. Possible causes of the labor unrest included wage disparities, lack of trust between workers and HR, poor communication between management and workers, and dissatisfaction among both permanent and contracted employees. The conclusion stresses the importance of HR increasing involvement at the floor level with workers to improve communication and prevent such conflicts.
The document provides guidance on decision making and negotiation. It discusses defining the problem, gathering facts, brainstorming options, weighing pros and cons, selecting an option, and implementing it. It also discusses cooperative vs adversarial negotiation styles, preparing for negotiation by considering goals, trades, costs/values, and alternatives, and how the relationship history may impact negotiations. The overall document provides a framework for making decisions and strategies for successful negotiations.
The document discusses conflict from several perspectives:
1) It defines conflict as a struggle between opposing parties and views on an issue. It also defines conflict management.
2) It examines different views on conflict, from traditional views that see it as entirely harmful, to modern views that see some conflict as constructive when resolved productively.
3) It outlines a five-stage model of conflict: potential issues, perception and emotions, intentions, behaviors, and outcomes. It also discusses levels of conflict from individual to organizational.
4) It analyzes causes of conflict including communication issues, competing goals, and interpersonal tensions, as well as styles for managing conflict such as competing, collaborating, and comprom
This document discusses motivation in organizations. It begins by introducing the topic of motivation and some challenges in motivating individuals. It then provides an overview of several motivation theories and techniques commonly used in organizations. These include setting goals and targets, performance-related pay, rewards schemes, and recognition. However, the document notes that motivating individuals can be difficult due to differences in human nature and psychology. Effective motivation relies on understanding individuals' diverse needs and motivating through vision and shared purpose, rather than manipulation. Projecting one's own motivations onto others is an common mistake. As managers and supervisors, practical motivation tools include showing respect, recognition, listening, making work interesting, and providing opportunities for satisfaction.
This document discusses negotiation and the importance of planning for a successful negotiation. It describes where negotiations commonly take place, such as between spouses, managers and employees. There are different negotiating styles that can be used, from win-lose to compromise. Proper planning is necessary and involves determining objectives, priorities, establishing a settlement range, and anticipating the other side's issues. Effective negotiation requires preparation to have a strong understanding of the issues and to negotiate from a position of strength.
The document discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that reflect how one feels about something. There are three main components of attitudes: cognitive, affective, and behavioral. It also discusses the major job attitudes of job satisfaction, job involvement, organizational commitment, and perceived organizational support. Finally, it discusses the importance of attitudes for workplace diversity and how attitude surveys are used to measure employee attitudes.
This document discusses job evaluation, which is defined as the systematic process of defining the relative worth of jobs within an organization to establish internal pay structures. It describes the key features, objectives, processes, and methods of job evaluation. The common methods discussed are ranking, grading, and point rating. The point rating method divides jobs into factors that are assigned point values which are later converted to monetary values.
The document discusses several theories of motivation from early and contemporary perspectives. It describes Maslow's hierarchy of needs theory which proposes that lower-level needs must be satisfied before higher-level needs can motivate. Herzberg's two-factor theory distinguishes between motivators like achievement that drive job satisfaction and hygiene factors like salary that prevent dissatisfaction. Contemporary theories discussed include goal-setting theory, reinforcement theory, and expectancy theory which proposes that effort, performance, and rewards are linked.
This document discusses employee commitment as a key factor for organizational excellence. It defines employee commitment as the psychological attachment employees feel towards their workplace. Highly committed employees are more satisfied, loyal and less likely to be absent. The document outlines factors that contribute to organizational excellence like customer focus, efficient operations and human resource management. It suggests that strong relationships between managers and subordinates, recognition of employees, clear communication of organizational goals, and succession planning can help build commitment and support the goals of an organization. When organizations care for their employees and foster an ethical culture, employees will be more loyal and committed in turn.
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
This document discusses job satisfaction, including its definition as one's attitude and enjoyment of their work. Factors that affect job satisfaction are work conditions, compensation, relationships, and stress levels. A lack of job satisfaction can harm productivity, quality of work, and employee retention. Maintaining job satisfaction benefits both employees and employers. Ways to increase job satisfaction include flexible work, training, meaningful work, promotions, and good supervisor-employee relationships based on respect.
This document discusses transportation problems and three methods to solve them: the North West Corner Method, Least Cost Method, and Vogel Approximation Method. The objective of transportation problems is to minimize the cost of distributing products from sources to destinations while satisfying supply and demand constraints. The document provides examples to illustrate how each method works step-by-step to arrive at a basic feasible solution.
This document discusses various methods used for investment appraisal to assess whether investment projects are worthwhile. It describes payback period, accounting rate of return, internal rate of return, profitability index, and net present value. Net present value discounts future cash flows to account for the time value of money and allows comparison of projects. Internal rate of return identifies the discount rate that results in a net present value of zero. Investment appraisal helps firms evaluate projects and potential returns to determine which investments to make.
Performance appraisal refers to evaluating an employee's personality, performance, and potential. It has several objectives, including providing a basis for promotion/transfer/termination decisions, enhancing employee effectiveness, identifying training needs, aiding in career planning, improving communication, and developing relationships. The process involves establishing performance standards, communicating them, measuring actual performance, comparing to standards, and providing feedback. It benefits both employees and organizations by improving performance, motivation, and development opportunities. Multiple methods can be used, including essays, checklists, ratings scales, and management by objectives.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives, different appraisal methods like forced ranking and MBO, potential errors in appraisals and how to reduce errors through rater training and objective evaluation criteria.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives. It also describes different appraisal methods like forced ranking, management by objectives and essay evaluations. Common errors like halo effects and ways to reduce errors through rater training are also outlined.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives, different appraisal methods like forced ranking and MBO, potential errors in appraisals and reducing errors through rater training and objective data.
The document discusses performance appraisals, which are systematic assessments of an employee's job performance and strengths/weaknesses. Performance appraisals have multiple purposes, including determining promotions, pay raises, training needs, and legal compliance. They involve establishing job expectations, designing an appraisal program, assessing performance through methods like rankings, checklists, and management by objectives, conducting performance reviews, and using the data for HR decisions. The goal is to provide feedback to employees and information to organizations about employee performance.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Performance appraisal refers to evaluating an employee's personality, performance, and potential. It involves setting goals, collecting performance data, conducting appraisal interviews, and providing feedback to help employees improve. There are various traditional and modern methods used for performance appraisals in organizations. The goals are to review and improve employee performance as well as assist with human resource decisions. However, performance appraisals also have some limitations and risks if not implemented properly.
This document discusses the importance of performance management and development systems for organizations. It outlines key objectives of performance management like human resource planning, personnel decisions, and employee feedback and development. Effective systems separate evaluation from development, specify job-related criteria, use multiple ratings, and provide ongoing feedback. New approaches include team and 360-degree appraisals and competency-based systems. Technology now allows for computer monitoring and online evaluations. Strategic performance management aligns systems with organizational lifecycles, strategies, and competitive environments.
This document discusses performance appraisals, including their definition, purpose, advantages, methods, and potential biases. Performance appraisals are used to evaluate employees, provide feedback, determine training needs, and make decisions about compensation, promotion, and retention. They have advantages like employee development, motivation, and communication. Common methods include critical incident reports, weighted checklists, rating scales, management by objectives, and 360 degree feedback. Potential biases can come from first impressions, halo effects, central tendency ratings, and personal biases of the evaluator.
The document discusses performance appraisal, including its definition, objectives, purpose, methods, and process. Performance appraisal rates employees' performance and evaluates their contribution to organizational goals. It is used to improve performance, plan human resources activities like promotions, identify training needs, and make salary and bonus decisions. The key methods discussed are graphic rating scales, essays, forced distribution, behavioral observation scales, and 360 degree/multi-rater feedback. The performance appraisal process involves setting standards, measuring performance, providing feedback, and making HR decisions.
The document discusses performance appraisals, which are formal evaluations of how employees perform their duties. Performance appraisals should be conducted in writing at least annually and include feedback shared with the employee. They are used for decisions around salary, promotion, training, and termination. Both traditional and modern methods are described, including confidential reports, essays, rankings, checklists, and 360-degree feedback. The goals of performance appraisals are determining training needs, providing feedback, and improving employee performance and development. Limitations include bias if the supervisor knows the employee well and the difficulty appraising some employee qualities.
Performance appraisal is a systematic evaluation of an employee's job performance by their supervisor to measure merit, compare performance to others, and determine an employee's worth. Several traditional methods for performance appraisal are described, including rating scales, essays, rankings, and checklists. The document also discusses sources of error in performance appraisals and modern alternative methods like management by objectives and customer feedback.
Performance appraisal methods can be categorized as traditional or modern. Traditional methods include graphic rating scales, forced choice descriptions, forced distribution, checklists, and critical incidents. These methods have advantages like low cost and ease of use but also have disadvantages like rater bias. Modern methods include management by objectives (appraising results), behaviorally anchored rating scales, and 360 degree feedback. The 360 degree feedback involves collecting performance data from supervisors, peers, customers, and the individual to evaluate interpersonal skills and customer satisfaction. Overall, performance appraisal aims to provide feedback to employees on their strengths and weaknesses to help them improve and support organizational goals.
This document provides an overview of performance appraisal methods used to evaluate employees. It discusses several common methods including 360 degree feedback, rating scales, critical incidents, essay method, work standards, ranking, forced distribution, result-based systems, and behaviorally anchored rating scales. Each method is defined in one to two sentences. The document aims to inform the reader about different performance appraisal techniques used by organizations.
This document discusses performance appraisal, including definitions, purposes, objectives, methods, and advantages/disadvantages. Performance appraisal is defined as the systematic evaluation of an employee's job performance and potential. Its main purposes are to review performance, identify training needs, and assist with decisions on promotions, transfers, etc. Common methods include confidential reports, rating scales, checklists, and 360-degree feedback. Advantages include improving performance and career development, while disadvantages include potential for bias and subjective evaluations.
In this file, you can ref useful information about purpose of performance appraisal such as purpose of performance appraisal methods, purpose of performance appraisal tips, purpose of performance appraisal forms, purpose of performance appraisal phrases … If you need more assistant for purpose of performance appraisal, please leave your comment at the end of file.
Review existing knowledge
define existing problems
Provide solutions to problems
Construct or create new procedures or systems
Explain new phenomenon
Generate new knowledge
…or a combination of any of the above!
This document discusses performance appraisal and evaluation methods. It provides an introduction to performance appraisal, outlines its importance for providing feedback, identifying training needs, and informing personnel decisions. It then contrasts performance appraisal with performance management and lists different appraisal methods including essay, checklist, rating scale, and objective-based approaches. The document also discusses traditional versus modern appraisal methods and how appraisals can be used to evaluate employees and improve organizational effectiveness.
In this file, you can ref useful information about purposes of performance appraisal such as purposes of performance appraisal methods, purposes of performance appraisal tips, purposes of performance appraisal forms, purposes of performance appraisal phrases … If you need more assistant for purposes of performance appraisal, please leave your comment at the end of file.
Similar to performance appraisals and management (20)
3. Performance aPPraisal and
Performance management
Performance appraisal
Evaluating an employee’s current and/or past
performance relative to his or her performance
standards.
Performance management
The process employers use to make sure employees
are working toward organizational goals.
4. difference between Pm and Pa
Processes used to identify,
encourage,
measure,evaluate,
improve, and reward
employee performance.
The process of evaluating how
well employees perform their
jobs and then communicating
that information to the
employees.
6. definitions
According to Newstrom, “It is the process of evaluating
the performance of employees, sharing that information with
them and searching for ways to improve their performance’’.
meaning
Performance appraisal is the step where the management
finds out how effective it has been at hiring and placing
employees.
A “Performance appraisal” is a process of evaluating an
employee’s performance of a job in terms of its requirements.
7. wHY tHe Performance aPPraising
Appraisals play an integral role in the employer’s
performance management process.
Appraisals help in planning for correcting deficiencies
and reinforce things done correctly.
Appraisals, in identifying employee strengths and
weaknesses, are useful for career planning
Appraisals affect the employer’s salary raise decisions.
9. continuous imProvement
A management philosophy that requires employers to
continuously set and relentlessly meet ever-higher
quality, cost, delivery, and availability goals by:
Eradicating the seven wastes:
overproduction, defective products, and
unnecessary downtime, transportation, processing
costs, motion, and inventory.
Requiring each employee to continuously improve
his or her own personal performance, from one
appraisal period to the next.
10. Performance aPPraisal roles
Supervisors
Usually do the actual appraising.
Must be familiar with basic appraisal techniques.
Must understand and avoid problems that can
cripple appraisals.
Must know how to conduct appraisals fairly.
11. Performance aPPraisal roles (cont’d)
HR department
Serves a policy-making and advisory role.
Provides advice and assistance regarding the
appraisal tool to use.
Prepares forms and procedures and insists that all
departments use them.
Responsible for training supervisors to improve their
appraisal skills.
Responsible for monitoring the system to ensure that
appraisal formats and criteria comply with EEO laws
and are up to date.
12. stePs in aPPraising
Performance
1.Defining the job
Making sure that you and your subordinate agree on
his or her duties and job standards.
2.Appraising performance
Comparing your subordinate’s actual performance
to the standards that have been set; this usually
involves some type of rating form.
3.Providing feedback
Discussing the subordinate’s performance and
progress, and making plans for any development
required.
13. designing the aPPraisal
tool
What to measure?
Work output (quality and quantity)
Personal competencies
Goal (objective) achievement
How to measure?
Graphic rating scales
Alternation ranking method
MBO
15. Performance aPPraisal
methods
Graphic rating scale
A scale that lists a number of traits and a
range of performance for each that is used to
identify the score that best describes an
employee’s level of performance for each
trait.
17. comParative methods
Ranking
A listing of all employees from highest to lowest in
performance.
Drawbacks
Does not show size of differences in
performance between employees
Implies that lowest-ranked employees are
unsatisfactory performers.
Becomes difficult process if the group to be
ranked is large.
18. Forced-Choice Method
A trait approach to performance appraisal that requires the rater
to choose from statements designed to distinguish between
successful and unsuccessful performance.
Similar to grading on a curve; predetermined percentages of
rates are placed in various performance categories.
Example:
15% high performers
20% high-average performers
30% average performers
20% low-average performers
15% low p
19. Behavioral /oBjective methods
Behavioral Rating Approach
Assesses employees’ behaviors instead of other
characteristics
Consists of a series of scales created by:
Identifying important job dimensions
Creating statements describing a range of desired and
undesirable behaviors (anchors)
Type of behavioral scale
Behaviorally anchored rating scales (BARS)
BARS is an appraisal tool that anchors numerical rating
scale with specific examples of good or poor
performance.
20. Behavioral /oBjective methods
Management by Objectives
Specifying the performance goals that an individual and
his or her manager agree that employee will try to attain
within an appropriate length of time.
Key MBO Ideas
Employee involvement creates higher levels of
commitment and performance.
Encourages employees to work effectively toward
achieving desired results.
Performance measures should be measurable and should
define results.
21. Narrative methods
Critical Incident
Manager keeps a written record of highly favorable
and unfavorable employee actions.
Drawbacks
Variations in how managers define a “critical
incident”
Time involved in documenting employee actions
Most employee actions are not observed and may
become different if observed
22. Narrative methods(coNtd..)
Essay
Manager writes a short essay describing an employee’s
performance.
Drawback
Depends on the managers’ writing skills and their
ability to express themselves.
23. 360 Feed Back system
A system of collecting performance information from
multiple parties.
Multiple parties include one’s subordinates peers, supervisors
and customers
It is also used to design promotion and reward.
25. poteNtial ratiNg scale
appraisal proBlems
Unclear standards
An appraisal that is too open to interpretation.
Halo effect
Occurs when a supervisor’s rating of a subordinate on one
trait biases the rating of that person on other traits.
For example, supervisors often rate unfriendly employees
lower than the others, on all traits.
Central tendency
A tendency to rate all employees the same way, such as
rating them all average.
26. poteNtial ratiNg scale appraisal
proBlems (coNt’d)
Strictness/leniency
The problem that occurs when a supervisor has a
tendency to rate all subordinates either high or low.
Bias
The tendency to allow individual differences such as
age, race, and sex to affect the appraisal ratings
employees receive.
27. how to avoid appraisal
proBlems
Learn and understand the potential problems, and the
solutions for each.
Use the right appraisal tool. Each tool has its own pros and
cons.
Train supervisors to reduce rating errors such as halo,
leniency, and central tendency.
Have raters compile positive and negative critical incidents as
they occur.
28. Who Should do the
ApprAiSing?
The immediate supervisor
Peers
Rating committees
Self-ratings
Subordinates
360-Degree feedback
30. mAin purpoSeS of performAnce
mAnAgement
Individual Rewards (Base and Incentive)
Feedback for Sub-Ordinate (Plus and Minus)
Recognition of Superior Performance
Documentation of Weak Performance
Personnel Decision-Making
Future Goal Commitments (Planned
Achievements)
31. Why performAnce mAnAgement?
Increasing use by employers of performance
management reflects:
The popularity of the total quality management
(TQM) concepts.
The belief that traditional performance appraisals
are often not just useless but counterproductive.
The necessity in today’s globally competitive
industrial environment for every employee’s efforts
to focus on helping the company to achieve its
strategic goals.
32. SourceS of performAnce
mAnAgement
Managers
Have the ability to rate employees
Feedback from MANAGERS is strongly related to
performance
Peers
Co-worker
Expert knowledge of job requirement
Observe employee daily!
Bring a different perspective in the evaluation process -
provide extremely valid assessment of performance
Useful esp. if supervisor does not always observe
employee (e.g. law enforcement)
33. SourceS of performAnce
mAnAgement
Subordinates
Evaluation of managers
UPWARD FEEDBACK
Self
Not often used
Observe own behaviour
Customers
Often the only best person to observe employee performance
BEST source of information
Customer evaluation sheet
Random mail surveys
Telephone survey
34. performAnce mAnAgement:
A four Step proceSS
Step 1: Performance Planning and Communication
Step 2: Coaching/Feedback
Step 3: Performance Review
Step 4: Staff Development
35. the componentS of An effective
performAnce mAnAgement proceSS
Direction sharing
Role clarification
Goal alignment
Developmental goal setting
Ongoing performance monitoring
Ongoing feedback
Coaching and support
Performance assessment (appraisal)
Rewards, recognition, and compensation
Workflow and process control and return
36. objective Setting:
be Sure it’S S.m.A.r.t.
Specific
Measurable
Achievable
Results Oriented
Time bound