The document discusses performance evaluation and control processes. It defines key terms like performance appraisal, promotion, demotion, transfer, separation and control processes. It describes various methods of performance evaluation like management by objectives, critical incident method, behaviorally anchored rating scales. It outlines the main steps in control processes as establishing standards, measuring performance, comparing actual and expected performance, and correcting deviations. It also discusses requirements for an effective grievance management system like having a clearly defined system with timelines and an unbiased individual to address grievances to prevent issues.

1. PERFORMANCE
EVALUATION
AND
CONTROL PROCESS

2. PERFORMANCE
APPRAISAL

3. Meaning
 A performance appraisal (PA),
performance review, performance
evaluation, (career) development
discussion, or employee appraisal is
a method by which the job performance
of an employee is evaluated.
 Performance appraisals are a part of
career development and consist of
regular reviews of employee
performance within organizations.

4. Methods of Performance
Evaluation
 Management by Objectives (MBO)
Method
This is one of the best methods for the
judgment of an employee's performance,
where the managers and employees set a
particular objective for employees and
evaluate their performance periodically.
Critical Incident Method
In this method, the manager writes down
the positive and negative behavioral
performance of the employees

5.  Behaviorally Anchored Rating Scales
(BARS) Method
This method is usually a combination of two
other methods namely, the rating scale and
critical incident technique of employee
evaluation.
Behavioral Observation Scales (BOS)
Method
It is defined as the frequency rating of critical
incidents which the employee has performed
over a specific duration in the organization.

6.  360 Degree Performance Appraisal Method
The definition of this performance evaluation method is
that, it is a system or process wherein the employees
receive some performance feedback
 Graphic Rating Scale Method
A simple printed form enlists the traits of the
employees required for completing the task efficiently.
 Comparative Evaluation Method
In the simple or straight ranking method the employee
is rated by the evaluator on a scale of best to worst.

7. Promotion
 Promotion is defined as giving higher
position to the employee, which carries high
status more responsibilities and higher
status.
 Promotion means advancement of employee
in terms of pay and status also improvement
in working conditions.

8. Advantages of promotion:
 Present employees if promoted can handle
the process products and problems easily as
they are already connected to organization but
new incumbent may take some to adjust him or
may not adjust himself at all.
 The cost of training the insiders for the higher
position is nearly nil hence no extra training
cost.
 Employees will give their best as they know
that reward of giving good performance is sure.
 High morale of the employees is achieved.

9. Demotion
 Demotions may be proposed for a number of
different reasons, including poor employee
performance, disciplinary actions, position
elimination or organizational restructuring,
and at times an employee-desired reduction
in responsibility.
 Each circumstance should be carefully
considered prior to determining that
demotion is the appropriate action.

10. Transfer
 Transfer refers to the shifting of employees
form one job to another within the same
organization where salary, responsibilities
and category of the new job and the previous
job are almost same.
 Transfer of an employee can be done in
other department of the same plant or office
or to the same department of plant or office
located in other region/city.

11. Types of Transfer
 Production Transfer: When the transfers
are being made for filling the position in such
departments having lack of staff, from the
departments having surplus manpower it is
called production transfer.
 Remedial Transfer: Remedial transfer refers
to rectification of wrong selection or
placement of employees.

12.  Versatility Transfer: Such transfers are
done to increase the versatility in the
employees so that he can work different kind
of jobs.
 Shift Transfer: In many multi-shifts jobs
such as Call centres employees are
transferred from one shift to another due to
their personal reasons like health problem or
evening college for higher studies or any
family problems.

13. SEPERATION
 Employee Separation is one of the very
important and crucial function / process of HR
Department.
1) Resignation – Employee decides to leave the
organization.
2) Termination – Employer decides to break the
contract of employment.
3) Absconding – When the employee decides to
leave the organization without tendering his
resignation or following the proper process of
separation.

14. Types of Separation
 Resignation – This is the most common way
of separation. Employee leaves his job and
employment with his employer to pursue
better opportunities
 Termination – Usually, this process is
perceived negatively by employees. In
termination, an employer uses his right to
terminate the contract of an employment.

15.  Absconding - This is one of the most
unethical, unexpected and unprofessional
way to terminate the contract of an
employment. In this, on one fine day an
employee decides not to go to work.

16. CONTROL PROCESS

17. 4 main steps in control
process in management
1. Establishing standards:
Standards are criteria against which
results are measured. They are norms
to achieve the goals. Standards are
usually measured in terms of output.

18.  2. Measuring performance
Measurement involves comparison between
what is accomplished and what was intended
to be accomplished.
The measurement of actual performance
must be in the units similar to those of
predetermined criterion.
The unit or the yardstick thus chosen be
clear, well-defined and easily identified, and
should be uniform and homogenous
throughout the measurement process.

19.  3 Comparing the actual performance with
expected performance
This is the active principle of the process.
The previous two, setting the goals and the
measurement format are the preparatory
parts of the process.
 It is the responsibility of the management to
compare the actual performance against the
standards established.

20.  4. Correcting Deviations:
The final element in the process is the taking
corrective action.
Measuring and comparing performance,
detecting shortcomings, failures or
deviations, from plans will be of no avail if it
does point to the needed corrective action.

21. Requirements for an Effective
Grievance Management
System
 A grievance management system is a
system used by organizations to report and
address complaints within the workplace.
 This might take a variety of forms,
depending on the individual organization.
 For example, a company that employs
union workers generally must comply with
a specific grievance procedure negotiated
by the union.

22. Features
 The purpose of grievance management is to
provide workers with an nonthreatening
environment for filing complaints within the
organization.
 To be truly effective, the program must
provide a way for workers to share their
grievances with an unbiased individual who
is capable of maintaining objectivity
throughout the grievance process.

23. Defined
 An effective grievance management system
is one that is clearly defined, with policies
written in plain terms that are easily
understandable by workers at all levels.
 The system must set specific time lines for
reporting and addressing grievances.

24. Prevention
 Just because an action is legal, that doesn't
necessarily make it ethical. It is not enough to
simply ensure work policies are legal.
 Even though a particular instance of perceived
unfair treatment might not stem from an illegal
action, it will still have a negative impact on the
employee.
 For example, a manager who consistently
bullies a particular employee might not be
breaking any laws, but her actions will have a
negative effect on that person as well as the
individual's coworkers.