MANAGING HUMAN RESOURCES, HUMAN RESOURCE MANAGEMENT, HRM, PERFORMANCE EVALUATION, CASE STUDY, MAJOR CHARACTERISTICS, ORGANIZATION'S BACKGROUND, ORGANIZATION'S PROFILE, CASE PRESENTATION, MANAGEMENT AND OUTCOME, LIBCORPIO786, BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
This document discusses a framework for assessing the performance of utilities regulators using a logic model approach involving inputs, processes, outputs, and outcomes. It examines the main sectors regulated by Latvia's Public Utilities Commission and recommends considering objectives, inputs like budget and staffing, regulatory processes like consultation, outputs like implementation of best practices, and outcomes such as improved regulation quality. The framework provides components and indicators for evaluating a "quality regulator" at each step.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
This document provides an example of key performance indicators (KPIs) for evaluating a human resources manager. It includes 4 key result areas for an HR department and defines KPIs as measurable indicators used to evaluate performance in each area. Targets and actual results are defined for each KPI, and a formula is provided to calculate scores based on performance and determine an overall final score. The final score is then used to determine bonuses, salary increases, and promotions.
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
This document discusses various aspects of planning in management. It outlines the key managerial functions of planning, organizing, staffing, leading/directing, and controlling. Planning involves determining future actions, including what will be done, how it will be done, and when. Important aspects of planning include providing direction, reducing risks and uncertainties, and establishing standards for control. The document also discusses types of plans like objectives, strategies, programs, budgets, policies, procedures, methods, and rules. It outlines the steps and characteristics of strategy formulation, including determining objectives, SWOT analysis, and consistency with the internal and external environment. Policy formulation and evaluation of strategies are also summarized.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
This document discusses a framework for assessing the performance of utilities regulators using a logic model approach involving inputs, processes, outputs, and outcomes. It examines the main sectors regulated by Latvia's Public Utilities Commission and recommends considering objectives, inputs like budget and staffing, regulatory processes like consultation, outputs like implementation of best practices, and outcomes such as improved regulation quality. The framework provides components and indicators for evaluating a "quality regulator" at each step.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
This document provides an example of key performance indicators (KPIs) for evaluating a human resources manager. It includes 4 key result areas for an HR department and defines KPIs as measurable indicators used to evaluate performance in each area. Targets and actual results are defined for each KPI, and a formula is provided to calculate scores based on performance and determine an overall final score. The final score is then used to determine bonuses, salary increases, and promotions.
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
This document discusses various aspects of planning in management. It outlines the key managerial functions of planning, organizing, staffing, leading/directing, and controlling. Planning involves determining future actions, including what will be done, how it will be done, and when. Important aspects of planning include providing direction, reducing risks and uncertainties, and establishing standards for control. The document also discusses types of plans like objectives, strategies, programs, budgets, policies, procedures, methods, and rules. It outlines the steps and characteristics of strategy formulation, including determining objectives, SWOT analysis, and consistency with the internal and external environment. Policy formulation and evaluation of strategies are also summarized.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
Performance management and its characteristicsANKUSH SAPHIYA
Performance management is a continuous process where managers and employees work together to plan, monitor, and review work objectives and overall contribution. It aims to enable superior work performance, identify skills needed to perform jobs efficiently, and boost performance through motivation and rewards. A successful performance management system is strategic, thorough, practical, meaningful, reliable, valid, inclusive, standardized, acceptable, fair, and ethical. It identifies effective and ineffective performance to determine promotions, pay, and identify poor performers while developing employees' careers. Performance appraisal is the ongoing process of evaluating employee performance, typically once or twice a year, whereas performance management is future-oriented, ongoing, and flexible.
A company’s performance management system either hinders or enhances high performance in an organization. The way in which managers assess individual performance and the role of HR business partners in the year end performance review process says a lot about an organization’s maturity when it comes to creating and sustaining a high performance culture. High performance cultures differentially reward their top performers; but this requires high performance distributions. Arriving at such distributions requires a robust performance rating calibration dialogue among managers. This is where HR business partners can play a major role in both implementing the process but also facilitating the performance calibration meetings to surface the differentiating behaviors and results that distinguishes top performers from everyone else.
Succession planning is important for organizational stability and continuity. Henri Fayol recognized the need for succession planning in the early 20th century. Succession planning identifies potential successors for key positions and develops their skills through training and experience. It helps ensure positions are filled internally by prepared candidates. Effective succession planning requires identifying critical roles, assessing candidates' competencies, providing leadership development, and regularly reviewing the process. Several common pitfalls to avoid include lack of transparency, underestimating internal talent, and failing to offer training opportunities. Succession planning requires commitment from leadership and human resources.
Job analysis is a process used to determine the nature of specific jobs within an organization. It involves observing and studying jobs to report pertinent information. This information is then used for recruitment, selection, job evaluation, designing compensation packages, and assessing training needs. The key steps in job analysis are collecting background information, selecting positions to analyze, gathering data on jobs, creating job descriptions, and developing job specifications. Common methods for collecting job analysis data include personal observation, questionnaires, log records, interviews, and critical incidents reports.
Unit- 1. Performance Management and reward systems in Context Preeti Bhaskar
This document provides an overview of performance management. It begins by defining performance management as identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that performance management involves ongoing feedback to improve performance while appraisal assesses strengths and weaknesses annually. The document outlines contributions and disadvantages of performance management systems, defines reward systems, and describes the roles and ideal characteristics of an effective performance management system.
The document discusses the importance of staffing for organizational success. It states that people are the most important asset for any organization and adequate staffing is essential to achieve organizational objectives. It also emphasizes that an organization can only achieve its goals when it has the right people in the right positions. Overall, the key points made are that staffing is critical for organizational performance, it involves acquiring and retaining a qualified workforce, and ensuring the right people are placed in the right jobs.
Organizational functions include marketing, production, human resources, finance and accounting, and research and development. These functions are performed through departments headed by managers and involve activities like identifying customer needs, manufacturing goods, staff recruitment and training, financial reporting, and developing new actions to help achieve objectives. Organizational functions are the key activities that allow companies to operate and work towards their goals.
The document provides details about establishing a monitoring and evaluation (M&E) system for a water resources development project in Bangladesh. It discusses conducting a readiness assessment, agreeing on objectives and outcomes, selecting indicators and targets, and planning monitoring, data collection, analysis, and reporting. Key steps include establishing the M&E purpose, conducting a baseline study, developing an evaluation framework, and ensuring the necessary conditions and capacities are in place to support effective M&E.
The document discusses various aspects of human resource management including HR planning, recruitment, selection, performance appraisal, organizational change, and conflict management. It describes the key processes in HR such as job analysis, sources of recruitment, the selection process, and performance appraisal techniques. It also examines factors that influence organizational change and ways to manage conflicts within an organization.
This document provides an overview of performance management processes. It defines performance management as an ongoing cycle of communication between supervisors and employees to set work expectations and assess performance. The key steps are planning, managing performance through feedback, conducting performance reviews, and providing performance-based rewards. Challenges include ensuring all employee performance is evaluated honestly and that everyone has good negotiation skills. The document recommends training managers and selecting a performance management model that suits the organization's needs.
The document discusses performance management systems (PMS). It defines key concepts like performance, performance appraisal, and the goals of a PMS. A PMS establishes objectives, monitors and evaluates performance, and facilitates employee development and recognition. It aims to align individual goals with organizational goals and develop employees' abilities to meet or exceed expectations. The document outlines the various components of a PMS and why measuring performance is important for improvement, management, and growth.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
Strategic Approach to Manpower Acquisition: SelectionSharon Raju
Objectives of Strategic Selection
Getting the right candidate for staffing key position
Getting the right candidate for strengthening the existing culture or for creating new one
Skills of selected candidates
Characteristics of Selection Instruments
The document outlines the steps for implementing a Human Resource Information System (HRIS). It discusses 14 steps: 1) inception of idea, 2) feasibility study, 3) selecting a project team, 4) defining requirements, 5) vendor analysis, 6) package contract negotiation, 7) training, 8) tailoring the system, 9) collecting data, 10) testing the system, 11) starting up, 12) running in parallel, 13) maintenance, and 14) evaluation. It also provides details on each step and highlights the importance of properly implementing each step for a successful HRIS system. This is illustrated through a case study of a global logistics company that implemented an HRIS to improve employee leave management across its operations
This presentation provides an overview of resource mobilization and fundraising. It discusses key topics like the types of resources, defining resource mobilization, the resource mobilization process, challenges, and the importance of resource mobilization. The presentation outlines the development and management of a resource mobilization program, including preparing a strategy, identifying stakeholders, developing messages, selecting vehicles, monitoring and evaluation, and ensuring readiness. It also covers funding proposal writing. The overall goal is to help organizations attract resources and broaden donor support through effective resource mobilization.
The document provides an overview of competency mapping. It discusses the key components of competency including knowledge, skills, and attitudes. It classifies competencies into basic competencies and professional competencies. The document outlines different types of organizational competencies such as generic competencies, managerial competencies, and functional/technical competencies. It also discusses competency mapping, its advantages and disadvantages, and provides examples of competency mapping models and their implementation.
Succession planning involves systematically developing a pipeline of internal talent to fill critical leadership roles when vacancies occur. It aims to identify the best candidates for each position and concentrate resources on developing high-potential employees. An effective succession planning process identifies key roles, assesses current and future competencies needed, evaluates talent, identifies competency gaps, and establishes development plans to fill those gaps. This helps ensure leadership continuity, retain top talent, and prepare new leaders for their roles.
Performance appraisals involve establishing standards, measuring employee performance against those standards, providing feedback, and taking corrective actions. There are traditional methods like essay, ranking, and checklists as well as modern methods like 360-degree feedback and management by objectives. An effective performance appraisal process includes setting goals, evaluating performance, discussing evaluations, and identifying areas for improvement.
This document outlines the steps and deliverables for a project aimed at reducing attrition rates. Key deliverables include process maps, measurement plans, and analysis of impacting factors. Analysis identified four statistically significant factors impacting attrition: poor facilities/food quality, hiring overqualified resources, better opportunities elsewhere, and overtime compensation. These factors will be focused on in the improvement phase to develop solutions for reducing attrition rates.
A RESEARCH PAPER ON STUDY OF EMPLOYEE S PERFORMANCE MANAGEMENT SYSTEMAmy Cernava
This document summarizes a research paper on studying an employee performance management system at Larsen and Toubro (L&T). The paper first provides background on performance management and appraisal. It then details the research methodology used, which included collecting primary data through questionnaires and interviews and secondary data from company documents. The findings indicate some employees felt appraisals focused only on salaries and benefits. Some were unaware of appraisal objectives. The paper concludes with recommendations like conducting appraisals more frequently and implementing self-appraisals to improve transparency and training.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
Performance management and its characteristicsANKUSH SAPHIYA
Performance management is a continuous process where managers and employees work together to plan, monitor, and review work objectives and overall contribution. It aims to enable superior work performance, identify skills needed to perform jobs efficiently, and boost performance through motivation and rewards. A successful performance management system is strategic, thorough, practical, meaningful, reliable, valid, inclusive, standardized, acceptable, fair, and ethical. It identifies effective and ineffective performance to determine promotions, pay, and identify poor performers while developing employees' careers. Performance appraisal is the ongoing process of evaluating employee performance, typically once or twice a year, whereas performance management is future-oriented, ongoing, and flexible.
A company’s performance management system either hinders or enhances high performance in an organization. The way in which managers assess individual performance and the role of HR business partners in the year end performance review process says a lot about an organization’s maturity when it comes to creating and sustaining a high performance culture. High performance cultures differentially reward their top performers; but this requires high performance distributions. Arriving at such distributions requires a robust performance rating calibration dialogue among managers. This is where HR business partners can play a major role in both implementing the process but also facilitating the performance calibration meetings to surface the differentiating behaviors and results that distinguishes top performers from everyone else.
Succession planning is important for organizational stability and continuity. Henri Fayol recognized the need for succession planning in the early 20th century. Succession planning identifies potential successors for key positions and develops their skills through training and experience. It helps ensure positions are filled internally by prepared candidates. Effective succession planning requires identifying critical roles, assessing candidates' competencies, providing leadership development, and regularly reviewing the process. Several common pitfalls to avoid include lack of transparency, underestimating internal talent, and failing to offer training opportunities. Succession planning requires commitment from leadership and human resources.
Job analysis is a process used to determine the nature of specific jobs within an organization. It involves observing and studying jobs to report pertinent information. This information is then used for recruitment, selection, job evaluation, designing compensation packages, and assessing training needs. The key steps in job analysis are collecting background information, selecting positions to analyze, gathering data on jobs, creating job descriptions, and developing job specifications. Common methods for collecting job analysis data include personal observation, questionnaires, log records, interviews, and critical incidents reports.
Unit- 1. Performance Management and reward systems in Context Preeti Bhaskar
This document provides an overview of performance management. It begins by defining performance management as identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that performance management involves ongoing feedback to improve performance while appraisal assesses strengths and weaknesses annually. The document outlines contributions and disadvantages of performance management systems, defines reward systems, and describes the roles and ideal characteristics of an effective performance management system.
The document discusses the importance of staffing for organizational success. It states that people are the most important asset for any organization and adequate staffing is essential to achieve organizational objectives. It also emphasizes that an organization can only achieve its goals when it has the right people in the right positions. Overall, the key points made are that staffing is critical for organizational performance, it involves acquiring and retaining a qualified workforce, and ensuring the right people are placed in the right jobs.
Organizational functions include marketing, production, human resources, finance and accounting, and research and development. These functions are performed through departments headed by managers and involve activities like identifying customer needs, manufacturing goods, staff recruitment and training, financial reporting, and developing new actions to help achieve objectives. Organizational functions are the key activities that allow companies to operate and work towards their goals.
The document provides details about establishing a monitoring and evaluation (M&E) system for a water resources development project in Bangladesh. It discusses conducting a readiness assessment, agreeing on objectives and outcomes, selecting indicators and targets, and planning monitoring, data collection, analysis, and reporting. Key steps include establishing the M&E purpose, conducting a baseline study, developing an evaluation framework, and ensuring the necessary conditions and capacities are in place to support effective M&E.
The document discusses various aspects of human resource management including HR planning, recruitment, selection, performance appraisal, organizational change, and conflict management. It describes the key processes in HR such as job analysis, sources of recruitment, the selection process, and performance appraisal techniques. It also examines factors that influence organizational change and ways to manage conflicts within an organization.
This document provides an overview of performance management processes. It defines performance management as an ongoing cycle of communication between supervisors and employees to set work expectations and assess performance. The key steps are planning, managing performance through feedback, conducting performance reviews, and providing performance-based rewards. Challenges include ensuring all employee performance is evaluated honestly and that everyone has good negotiation skills. The document recommends training managers and selecting a performance management model that suits the organization's needs.
The document discusses performance management systems (PMS). It defines key concepts like performance, performance appraisal, and the goals of a PMS. A PMS establishes objectives, monitors and evaluates performance, and facilitates employee development and recognition. It aims to align individual goals with organizational goals and develop employees' abilities to meet or exceed expectations. The document outlines the various components of a PMS and why measuring performance is important for improvement, management, and growth.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
Strategic Approach to Manpower Acquisition: SelectionSharon Raju
Objectives of Strategic Selection
Getting the right candidate for staffing key position
Getting the right candidate for strengthening the existing culture or for creating new one
Skills of selected candidates
Characteristics of Selection Instruments
The document outlines the steps for implementing a Human Resource Information System (HRIS). It discusses 14 steps: 1) inception of idea, 2) feasibility study, 3) selecting a project team, 4) defining requirements, 5) vendor analysis, 6) package contract negotiation, 7) training, 8) tailoring the system, 9) collecting data, 10) testing the system, 11) starting up, 12) running in parallel, 13) maintenance, and 14) evaluation. It also provides details on each step and highlights the importance of properly implementing each step for a successful HRIS system. This is illustrated through a case study of a global logistics company that implemented an HRIS to improve employee leave management across its operations
This presentation provides an overview of resource mobilization and fundraising. It discusses key topics like the types of resources, defining resource mobilization, the resource mobilization process, challenges, and the importance of resource mobilization. The presentation outlines the development and management of a resource mobilization program, including preparing a strategy, identifying stakeholders, developing messages, selecting vehicles, monitoring and evaluation, and ensuring readiness. It also covers funding proposal writing. The overall goal is to help organizations attract resources and broaden donor support through effective resource mobilization.
The document provides an overview of competency mapping. It discusses the key components of competency including knowledge, skills, and attitudes. It classifies competencies into basic competencies and professional competencies. The document outlines different types of organizational competencies such as generic competencies, managerial competencies, and functional/technical competencies. It also discusses competency mapping, its advantages and disadvantages, and provides examples of competency mapping models and their implementation.
Succession planning involves systematically developing a pipeline of internal talent to fill critical leadership roles when vacancies occur. It aims to identify the best candidates for each position and concentrate resources on developing high-potential employees. An effective succession planning process identifies key roles, assesses current and future competencies needed, evaluates talent, identifies competency gaps, and establishes development plans to fill those gaps. This helps ensure leadership continuity, retain top talent, and prepare new leaders for their roles.
Performance appraisals involve establishing standards, measuring employee performance against those standards, providing feedback, and taking corrective actions. There are traditional methods like essay, ranking, and checklists as well as modern methods like 360-degree feedback and management by objectives. An effective performance appraisal process includes setting goals, evaluating performance, discussing evaluations, and identifying areas for improvement.
This document outlines the steps and deliverables for a project aimed at reducing attrition rates. Key deliverables include process maps, measurement plans, and analysis of impacting factors. Analysis identified four statistically significant factors impacting attrition: poor facilities/food quality, hiring overqualified resources, better opportunities elsewhere, and overtime compensation. These factors will be focused on in the improvement phase to develop solutions for reducing attrition rates.
A RESEARCH PAPER ON STUDY OF EMPLOYEE S PERFORMANCE MANAGEMENT SYSTEMAmy Cernava
This document summarizes a research paper on studying an employee performance management system at Larsen and Toubro (L&T). The paper first provides background on performance management and appraisal. It then details the research methodology used, which included collecting primary data through questionnaires and interviews and secondary data from company documents. The findings indicate some employees felt appraisals focused only on salaries and benefits. Some were unaware of appraisal objectives. The paper concludes with recommendations like conducting appraisals more frequently and implementing self-appraisals to improve transparency and training.
This document provides a report on competency mapping and skill gap analysis conducted for TATA Power Delhi Distribution Limited (formerly NDPL). It includes an introduction on the importance of competency mapping for organizations. The objective was to understand the current competency levels of technicians at NDPL and identify gaps between the required competencies for roles and employees' current competencies. The methodology, findings and analysis are provided based on research conducted, including competency mapping, job analysis, and assessing technicians. Conclusions are drawn on training impacts and competency development needs.
- Saksham: A Helping Hand Foundation is a non-profit organization based in Ghaziabad, Uttar Pradesh that aims to help underprivileged children and communities.
- It has departments for human resources, marketing, safety, and finance that work to empower communities through education, poverty alleviation, women's empowerment, and general awareness programs.
- The organization's vision is to give hope for a better future by eliminating the cycle of poverty through its social welfare activities.
Prof. T.V. Rao developed the HRD Matrix model to explain the interrelationships between human resource development instruments, processes, outcomes, and organizational effectiveness. The model includes HRD instruments like performance appraisal and training that lead to processes such as role clarity and development climate among employees. These processes should result in competent, satisfied, and dynamic employees, while the outcomes influence long-term organizational effectiveness along with other factors like the environment.
The document discusses human resource management and related topics. It begins with definitions of key terms like personnel management, human resources, and human resource development. It then covers objectives and functions of human resource management like planning, organizing, directing, controlling, development, and maintenance of personnel. The document also discusses topics like job analysis, its objectives and techniques, job description vs job specification, and the process of job evaluation.
Human Resource Development In Apollo Hospital MysoreAMU
HRD programs at Apollo Hospital in Mysore aim to develop employees from recruitment through their entire careers. The hospital conducts needs analyses to identify gaps between current and desired performance. This includes analyzing organizational goals, employee skills inventories, and the tasks required for each job. Training programs focus on developing the knowledge, skills, and abilities needed to perform tasks effectively. A variety of training activities are used, including competency development, new skill acquisition, career planning, and learning through social and job experiences. The goal is to promote individual growth and provide a competitive advantage through a respectful culture of continuous improvement.
ASK Development is an ISO certified organization that provides human resource management, business process outsourcing, and capacity building services. It functions as an outsourced human resources department for other organizations. The company was established in 2006 and has offices across major Pakistani cities. It offers services including recruitment, HR outsourcing, training, project development, and psychometric testing to corporate, public, and development sectors. ASK aims to maximize human potential through developing attitudes, skills, and knowledge.
This document provides an introduction to a study on performance appraisal at Hindustan Aeronautics Limited (HAL). It discusses HAL's role as an aerospace company in India. It then outlines the objectives and methodology of the study, which includes collecting primary and secondary data on HAL's performance appraisal practices through questionnaires, interviews and documentation review. The study aims to evaluate HAL's performance appraisal system and identify areas for improvement. It discusses limitations and provides an overview of how the report will be structured.
1. The document discusses the eight steps in the staffing process as a critical function of management. This includes human resource planning, recruitment, selection, induction and orientation, training and development, performance appraisal, transfers, and separations.
2. Key aspects of the staffing process are described in more detail, such as the four basic steps of human resource planning, the seven steps of selection, and the purposes and approaches to performance appraisal.
3. Determining training needs, common problems with performance appraisal, and pitfalls to avoid in appraisal are also examined to effectively manage people as the most important organizational resource.
The document summarizes an HR audit presentation. It discusses the objectives, purpose, types, process, and methods of conducting an HR audit. An HR audit systematically assesses an organization's human resources to identify strengths, limitations, and development needs in the context of business goals. The audit process involves planning, testing, and reporting phases. It examines areas like legal compliance, compensation, training, and policies. Methods include interviews, questionnaires, observation, and analyzing secondary data. The goal is to evaluate HR effectiveness and make recommendations to improve how human capital supports organizational objectives.
This document provides an overview of performance review systems and outlines a proposed new performance review system for Halcyon Technologies. It begins with declarations and acknowledgements. It then discusses the objectives and benefits of performance reviews, key concepts, and different review techniques. The proposed new system involves employees completing self-reviews and getting peer feedback, then meeting with their team leader for a review discussion. The goal is to help employees improve and inform compensation decisions like raises.
This document provides an overview of the syllabus for a Business Management course on Human Resource Management. It covers topics such as defining HRM and its relationship to the management process, the importance of HRM to managers, trends influencing HRM, strategic planning and its importance to managers, talent management, job analysis, writing job descriptions and specifications, employment planning and forecasting, and recruiting. Key aspects of each topic are defined and discussed over the 15 page document through headings, subheadings, and paragraphs of text.
This document is a report submitted by a student named Alex Stewart for their CAPE Management of Business course. It summarizes their research on the importance of the Human Resource Management department at the Waterloo Guest House in Black River, Jamaica. The report outlines the aims, methodology, findings and conclusions of the research. It was found that the HRM department plays an important role in community engagement, employee satisfaction and maximizing profits at the guest house.
This document provides an introduction and overview of a study on the performance appraisal system at Delta Paper Mills Limited in Vendra, India. It was submitted by Akshay Gupta to fulfill requirements for a Master's degree. The study aims to analyze Delta Paper Mill's performance appraisal practices and determine if improvements can be made. Primary data will be collected through questionnaires, interviews, and observations of employees. Secondary data will also be gathered and analyzed. The document outlines the objectives, importance, and methodology of the study to evaluate Delta Paper Mill's performance appraisal system.
HRD audit evaluates an organization's human resource development processes and practices. It assesses areas like training and development programs, performance management systems, career planning, and organizational development initiatives. The audit identifies gaps and recommends improvements. HRD audits can fail if top management is not properly briefed on the audit findings and recommendations. Presenting audit results directly to senior leadership and getting their buy-in is important for driving change based on the audit. Lack of follow-up and failure to engage top management can render an HRD audit ineffective.
This document discusses performance appraisals in Commercial Bank of Ethiopia. It begins with background on performance appraisals, noting they provide feedback to employees and inform rewards. Section 1.2 identifies issues with the bank's performance appraisal system, finding it is not used properly to motivate employees. The objectives are to assess the bank's system and recommend improvements. Key questions examine current practices, employee perceptions, criteria used, and problems. The significance is fair appraisals boost productivity while accurate results aid decision-making. The scope is the head office and limitations include difficulty getting employee participation.
This document provides an overview of a project report on performance appraisal in the banking sector. It includes an introduction, literature review, objectives, and research methodology. The report examines performance appraisal methods used in banks and analyzes employee awareness, satisfaction, and the relationship between appraisal systems and organizational success. It also studies how financial, customer satisfaction, and corporate social responsibility indicators relate to bank performance. The research uses surveys and questionnaires to collect data from bank managers and employees on their appraisal processes.
Performance Appraisal Methods of Multinational organizationTanjil Sakhawat
This document provides an overview of performance appraisal methods used by multinational organizations. It begins with an executive summary and introduction discussing what performance appraisals are and how they work. It then describes different types of performance appraisal methods and discusses the strategic importance of performance management in a global context. Key points made include that performance appraisals are used to evaluate employees and justify compensation decisions, and that the approach to performance management may differ depending on whether the employee is from the parent country, host country, or third country. Criticisms of performance appraisals are also presented.
The International Journal of Management Research and Business Strategy is a international online journal in English published. It offers a fast publication schedule of maintaining rigorous peer review.The use of recommended electronic formats for article delivery the process and submitted research review articles and Case Studies are subjected to immediate screening by the editors.
Similar to PERFORMANCE EVALUATION PROCESS (case study) (20)
THE RED CROSS, INTERNATIONAL RED CROSS, RED CRESCENT MOVEMENT, INTERNATIONAL COMMITTEE OF THE RED CROSS (ICRC), INTERNATIONAL FEDERATION OF RED CROSS AND RED CRESCENT SOCIETIES (IFRC), RED CROSS/RED CRESCENT SOCIETIES, PAKISTAN RED CRESCENT SOCIETY (PRCS), BUSINESS ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION AND LEARNING,
The document defines risk management as a 5-step process that includes identifying hazards, assessing vulnerability, assessing risk, analyzing impacts, and transferring assessments to a risk management sheet. It explains each step in detail. Hazard identification involves defining potential hazards and their characteristics. Vulnerability assessment identifies elements at risk and why, combining hazard information with an inventory of exposed property and population. Risk assessment evaluates the likelihood of an event occurring and who and what would be affected. Impact analysis examines social, environmental, economic and political consequences by matching impacts to vulnerabilities. All assessments are then documented on a risk management sheet for action planning.
The document discusses various process improvement techniques. It begins by defining key terms like quality, total quality management, processes, and process models. It then discusses assessing process quality and a model for process analysis. The main part of the document outlines different process improvement techniques, including popular Lean tools like 5S, value stream mapping and Kaizen as well as Six Sigma tools like DMAIC and DMADV. It emphasizes that these tools can help identify inefficiencies, eliminate waste, reduce costs and lead times, and improve process and product quality.
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PERFORMANCE EVALUATION PROCESS (case study)
1. PERFORMANCE EVALUATION ISSUES IN SPARC
(CASE STUDY)
ASSIGNMENT # 2
MANAGING HUMAN RESOURCES
CODE: 5563
HUMA MALIK
2018
DEPARTMENT OF BUSINESS ADMINISTRATION
ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD
3. PERFORMANCE EVALUATION
1
ABSTRACT
This case study was conducted on performance evaluation issues of SPARC (Society for the
Protection of the Rights of the Child) in different offices across Pakistan in 2010. They had
been facing the issues in performance evaluation of teams in different offices that had been
managing the multiple projects. There had been no HR representative in other offices except
head office, and managers were responsible to evaluate the performance of the teams in
respective offices that created issues gradually. Respective team managers were reporting to
the head office for performance of the team and the projects execution. Teams performance
was bound in the hands of managers and teams were burdened, pressurized and had no direct
access to raise issues to HR department for better improvements.
To improve the performance issues, HR representatives were hired for each office across
Pakistan to stream line the performance evaluation with proper facts and figures. With this
approach, performance improved and the reporting procedures were improved. Small issues
were addressed frequently in each office that had great impact of improvement in the
performance of the teams on various projects and their accomplishments. Performance
evaluation process was revised for various positions and HR assistance was provided to every
team in their offices to resolve their issues independently.
4. MANAGING HUMAN RSOURCES
2
INTRODUCTION
A performance evaluation (also referred to as a performance review, performance
appraisal, (career) development discussion, or employee appraisal) is a method by which the
job performance of an employee is documented and evaluated. Performance evaluation are a
part of career development and consist of regular reviews of employee performance
within organizations.
Evaluation is an ongoing process. It is how organization evaluates the progress being made
by assessing or measuring the employee’s actual performance on a regular basis. It is the
important part of the performance management that is purely based on the performance
evaluation of the teams, and team members of the organizations. This process enables the
management to review teams’ work, team member’s work based on the assigned work
responsibilities derived from operational plans or execution plans of the organizations.
Performance evaluation is undertaken to discover how productive the employee is and
whether the employee can continue to perform in future to help achieve the organisation’s
goals.
Purpose of this case study was to highlight performance evaluation issues SPARC faced in
year 2010 in their regional offices. To overcome those issues, SPARC revised their process
and hired HR representative for each regional office to manage the performance of the teams
that were earlier managed by respective managers of the teams in other office in different
cities.
5. PERFORMANCE EVALUATION
3
Based on the type of the project and their KPI’s, team’s performance was evaluated on the
basis of efforts, outcomes and accomplishment of the teams in project execution within time
and budget. Simplified process of evaluation enabled the teams to work more for progress
and rewards. Daily HR related issues were addressed within the respective offices within
time. Teams reporting improved, and teams monitoring was enhanced within certain project
to improve the accomplishment of the projects.
6. MANAGING HUMAN RSOURCES
4
MAJOR CHARACTERS
In this case study, SPARC manager HR/Administration was responsible to manage the
regional offices and teams’ performance based in different regions. The manager had been
facing the issues of performance and the complaints of the team members in the execution of
their work and other system related issues that were needed to be resolved. Manager
HR/Administration evaluated the issues and revised the performance criteria for the teams
and managers to execute the projects in more efficient ways. After the approval from board of
directors, SPARC appointed HR representative in every office to work independently to deal
with the employees/ volunteers issues and to monitor the performance effectively on daily,
weekly and monthly basis reports.
7. PERFORMANCE EVALUATION
5
ORGANIZATION’S BACKGROUND
SPARC (Society for the Protection of the Rights of the Child) was registered in December
1992 as a non-profit organization under the Societies Registration Act in Islamabad. SPARC
aims to introduce policies and/or legislation where it is needed or where none exists. This
involves reforming ineffective or harmful practices and/or laws and ensuring that existing ones
are effectively implemented and enforced. SPARC is working to create awareness about the
plight and needs of children in conflict with the law, about Pakistan's juvenile justice system
and about the international guidelines and agreements concerning juvenile justice. Being
instrumental in introducing the concept of Child Rights and in raising issues that were
previously not part of the national debate, it has been creating awareness about the UNCRC and
lobbying for implementation of its provisions. It has been working on issues such as education
and violence against children, especially corporal punishment, child labor and juvenile justice.
It also draws attention to the needs of and issues affecting the Girl Child, such as early/forced
marriage, harmful traditions, access to education, and discrimination. SPARC has been
addressing grave child rights violations as trafficking, early child marriage and its
repercussions, child sexual abuse, corporal punishment, abduction, suicide and killings and
involvement of children in armed conflict/ child militancy since long. SPARC is also operating
five centers for street children in Peshawar, Rawalpindi, Multan, Islamabad and Hyderabad for
a number of years now where apart from other facilities and vocational training, street children
are also provided non-formal formal education and they are mainstreamed into regular schools.
8. MANAGING HUMAN RSOURCES
6
ORGANIZATION’S PROFILE/ CONTEXT
SPARC is certified by Pakistan Center for Philanthropy (PCP) and under the USAID
Institutional Management Certification Program (IMCP). Being instrumental in introducing the
concept of Child Rights and in raising issues that were previously not part of the national
debate, it has been creating awareness about the UNCRC and lobbying for implementation of
its provisions. It has been working since its formation to promote Child Rights in Pakistan and
has gradually extended its outreach in the country by establishing its offices in Peshawar,
Lahore, Karachi and Hyderabad. Additionally, it currently has project offices in Multan and
Haripur. The registered office is based in Islamabad. SPARC aims to introduce policies and/or
legislation where it is needed or where none exists. This involves reforming ineffective or
harmful practices and/or laws and ensuring that existing ones are effectively implemented and
enforced.
9. PERFORMANCE EVALUATION
7
CASE PRESENTATION
In 2010, SPARC faced different issues in the performance management due to various
projects; lengthy process of evaluation and the evaluation was done by the managers for their
teams. Team managers then reported to the head office for the performance evaluation. There
were no HR representatives to evaluate team performance independently and only respective
manager were reported for the team performance that were biased due to certain reasons. HR
was dependent on respective managers’ team evaluation, and quite often the average score of
team members exceeds the actual performance of the team. Often managers artificially rated
individual employees to save money or to keep employees from becoming visible for
promotion. Some selfishly were given a score just below that required for a pay increase,
while others were given scores just above the point where they would be required to take
disciplinary action. Most of the forms were incredibly long and time-consuming. As a result,
some managers routinely recycled “last year’s” evaluations. HR organized the sessions to
discuss issues and all related information to build the actual opinion based on facts annually
done by head office. The amount of wasted time increased significantly. Work relationships
that affected employees performance include supervisory or management support and co-
worker relations. Many individuals built close relationships with co-workers. Such work-
related friendships do not appear on employee records, but these relationships could be an
important signal that a workplace was positive but had favored impact on performance
evaluation. It was becoming important for the society to bring equality, improved
performance evaluation implementation and strict control on actual performance that had
impacts on the projects execution. SPARC (Society for the Protection of the Rights of the
Child) had head office based in Islamabad and had been managing multiple projects on child
rights, juvenile justice, trainings and other areas with multiple offices in different locations of
10. MANAGING HUMAN RSOURCES
8
Pakistan. Their workforce included the professionals in the specialized disciplines and
volunteers in the fields based on the projects.
11. PERFORMANCE EVALUATION
9
MANAGEMENT AND OUTCOME
To address performance management issues, management decided to take steps to evaluate
the process of performance evaluation done separately by individual HR representative
continuously based in every office of the society. Society hired HR representative for every
office and disengaged the respective managers to evaluate their team independently that
increased the performance of team and projects. All performance evaluation forms were
revised and simplified to better understand all the aspect of every individual team member.
Project managers were provided with revised forms to continually monitor the project
progress with enhanced communication and accountability for project execution. HR had
their monitoring in every office to provide guidelines, trainings, and to have employees
sessions to resolve issues for the smooth performance of the team. Managers were held
accountable for providing accurate feedback on the field projects with facts and figures that
were also recorded by every HR representative. There were no penalty for doing a half-assed
job or making mistakes on them but strict in funds management and utilization. They did
remove a troublesome employee found that the manager had rated the individual the highest
within the department and awarded them employee of the year without any effective result
reports. They practiced high standards and monitored teams deeply with results that push
employees to work effectively and employees were accountable for their work
responsibilities. This approach put pressure on teams specifically in the fields to report
accurate facts and figures. HR counseled employees and corrected misconceptions, which
might result in work alienation. This revised implementation of performance management
also helped employees to internalize the norms more and values of the society. Social
gathering, employees’ interactions with other team members within the society boosted their
13. PERFORMANCE EVALUATION
11
CONCLUSION
Society improved the projects performance, employees’ performance to meet their society
objectives more effectively. Quarterly performance review made employees to put more
efforts as their performance was monitored by HR and team managers had also input the
performance of team members in weekly reports of facts and figures. Improved control over
the performance and simplified evaluation with effectives results measured pushed the team
to work more efficiently. HR helped employees to identify their strengths and weaknesses
regularly on monthly basis. HR informed them of the society’s expectations concerning their
performance helped them to better understand the role they play and increased work
efficiency. Feedback reinforced good performance and discouraged poor performance. There
could be a chance that employee performance management could not solve every problem
but it had the potential to address many common management concerns. It was properly used
with invested time on it and cooperative relationship; employee performance management
reduced the need to be involved in everything that goes on.
14. MANAGING HUMAN RSOURCES
12
DISCUSSION
After the revision of performance evaluation system, reporting forms, procedures and
improved internal processes made teams to put more efforts to perform their responsibilities
in due time. Teams were reporting their work to their managers and HR simultaneously.
Projects teams improved their field work, and strict monitoring made project’s
implementation efficient with improved facts and figures. Employee’s small issues were
resolved immediately without having wasting the time with improved coordination of seniors
and subordinates. Monthly sessions with team members and managers improved the
performance and work report mechanism. Regular communication with HR ensured that
there were no surprises at the end of the year. It provided the teams higher motivation and
self esteem, how they were important for the society and how they were playing important
role in society goals success.
EXHIBITS
No tables, figures or photographs had been used in the case study. Only performance evaluation
process and procedure were discussed and improved processes and procedures adopted and
implemented were discussed to address the performance management issues and team
performance improvement.
15. PERFORMANCE EVALUATION
13
ACKNOWLEDGMENTS
I would like to thank you Mr. Waseem Ahmed, manager administration with SPARC in head
office. He briefed me the performance issues and solutions implemented to improve the team
performance with some details.