1. Presentation Of HRM
Hamid rehan:(Bsse-F22-e11)
Faisal zaheer:(bsse-F22-e12)
M. Farhan Khan:(bsse-F22-14)
Sajawal khan:(bsse-F22-e02)
2. TOPIC NAME
MBO
Factors That Can Distort Appraisals
Creating More Effective Performance Management Systems
The performance Appraisal Meeting
3. MBO
MBO
MBO stand for Management by Objectives and is a framework designed to manage
businesses baes their needs and goals.
MBO goals are tailored to meet the needs of today’s fast-growing businesses and
fast-paced work environment.
Does MBO Work
The MBO approach usually results in better teamwork and communication. It
provides the employees with a clear understanding of what is expected of them.
The supervisors set goals for every member of the team, and every employee is
provided with a list of unique tasks. Every employees is assigned unique goals.
4. Factors That Can Distort Appraisals
Leniency Error:
Leniency Error is when a raters’ tendency is to rate all employees at the positive
end of the scale (positive leniency) or at the low end of the scale (negative
leniency). This can happen when a manager over-emphasizes either positive or
negative behaviors.
Halo Error:
The tendency to make inappropriate generalizations form one aspect of a
person’s job performance. This is due to being influenced one more outstanding
characteristics, either positive or negative.
5. Similarity Error:
Feeling more at ease with people who are we believe to be similar to ourselves is
normal; if we aren’t careful, however, this feeling can interfere with the
appraisal process. This is know as the similarity error.
Low Appraiser Motivation:
In HRM a low appraiser error refers to a situation where a manager consistently
rates their employees lower than their actual performance warrants. This can
lead to unfair evaluations and potential demotivation among employees.
6. Central Tendency:
Central tendency refers to the tendency of raters to rate all employees as
average or ear average, regardless of their actual performance.
Inflationary Pressures:
Inflationary pressure refers to the upward force on price within an economy,
typically caused by factors such as increased demand, rising production costs, r
expansionary monetary policies.
Inappropriate for performance:
Refer to behaviors, actions, or criteria that are not relevant or suitable for
evaluating an employee’s job performance. It undermines the fairness and
accuracy of performance evaluations and can lead to dissatisfaction among
employees.
Attribution Theory:
Attribution theory is applied to understand how managers and employees
attributes the causes of performance outcomes within the workplace.
7. Creating More Effective Performance
Management System:
Use Behavior-Based Measures:
HRM focus on evaluating employees’ actions, attitudes, and interpersonal skills
rather than just their output or outcomes. These measures assess how employees
behave such as their communication style, teamwork, problem solving approach
etc.
Combine Absolute and Relative Standard:
Absolute standard refer to specific, measurable criteria use to evaluate
performance without considering external factors, while relative standards
compare an individuals performance to others within the same context or
organization.
8. Provide Ongoing Feedback:
Ongoing feedback involves providing regular, timely and constructive input to
employees about their performance, progress, and areas for improvement.
Use Multiple Raters:
Using multiple raters such as peers, supervisors, and subordinates, in HRM
feedback processes can offer a more comprehensive and balanced perspective on
an employee’s performance.
9. Rate Selectivity:
Selection rate is the rate at which a particular idea, advice or an individual gets
selected. It can also be understood as the proportion of candidates or applicants
who are promoted, hired or selected otherwise.
Train Appraiser:
A train appraiser typically refers to someone who is trained to conduct
performance appraisals or evaluations within organization.
10. The Performance Appraisal Meeting
A performance appraisal meeting isa scheduled discussion between an employee
and their supervisor or manager to evaluate the employee’s performance over a
specific period. It typically involves reviewing the employee’s accomplishments,
strengths, areas for improvement, and setting goals for the future.
