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8/7/2019 Performance Management & Appraisal-Unit I
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8/7/2019 Performance Management & Appraisal-Unit I
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How do performance appraisals benefit theorganization?
1. Help orgs make decisions about promotions and
firing2. Provide feedback to employees that serves to
motivate or convince poor workers to leave3. Improve commitment and satisfaction4. Provide documentation in case an employee sues
for wrongful termination
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Job Analysis
Criterion Development
Performance Appraisal
Personnel Training
Wage DeterminationPlacement
Promotion
Discharge
Personnel Research
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WHEN A JOB
ANALYSIS IS NEEDED
No analysis ever been done
Time lapse since the last analysis
Increasing employee grievances re job content
Disagreement about work to be performed
Changes in technology
Restructuring and new job creation
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6
Tasks Responsibilities Duties
Job
Analysis
Job Descriptions
Job Specifications
Knowledge Skills Abilities
Human ResourcePlanning
Recruitment
Selection
Training andDevelopment
Performance Appraisal
Compensation and
Benefits
Safety and Health
Employee and Labor
Relations
Legal Considerations
Job Analysis for Teams
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Job - Consists of a group of tasks that must
be performed for an organization to achieve
its goals Position - Collection of tasks and
responsibilities performed by one person;there is a position for every individual in an
organization
7
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Job analysis - Systematic process of
determining the skills, duties, and knowledgerequired for performing jobs in an
organization Job description document providing
information regarding tasks, duties, and
responsibilities of job Job specification minimum qualifications
to perform a particular job
8
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JOB ANALYSIS AND
JOB DESIGN
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THE JOB
ANALYSIS
PROCESS
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All these process are task-focused for
(Performance), therefore, limited due to
changing nature
COMPETENCY PROFILING
A job analysis method that focuses on theskills and behaviours needed tosuccessfully perform a job
Attributes model: Underlying characteristics
Causality
performance
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COMPETENCY
CHARACTERISTICS
Motives
Traits
Self-concept
Knowledge
Skill
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COMPETENCIES
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Performance appraisal serves the three- fold purpose:Monitoring,Evaluation,and Control.
Performance appraisal is more than mere workassessment. It is a management development activity,and is understood as a process, which facilitatesdevelopment of an organisational climate of mutuality,openness and collaboration towards achievement of
individual as well as organisational goals.The primary purpose of performance appraisal is to
help each man handle his current job better
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(a) Work -related objectives:
(i) Provision of control over work;(ii) Improvement of work efficiency;(iii) Assignment of work scientifically, as per
specialisations and expressed proclivity ofpersonnel and planning further organisational
expansion and diversification as per internal
manpower planning; and(iv) Job evaluation for compensation administration.
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(b) Career development objectives:
(i) Identifying strong and weak points of personnel
and aiding remedial measures for perceivedweaknesses through need based training;
(ii) Encouraging, motivating, controlling,
organisational behaviour, identifying training and
development needs, and rewarding, correcting orpunishing employees;
(iii) Determining career potential of an employee
with respect to his area of specialisation andaptitude and chart future course accordingly.
(iv) Planning performance development activities fortotal improved organisational performance; and
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(c) Communication objectives:
(i) Provide timely feedback on performance, and
facilitate informal communication
(ii) Clearly establish goals in terms of what is expected ofa staff member, possible job enrichment for the
future; mutual setting of goals for better interactionthrough hierarchic tiers;
(iii) Provide counseling and job satisfaction, throughopen and free discussion regarding performance; and
(iv) Aiding self-assessment of employees in terms ofwhere they stand in the organisation, by comparingexpected and actual performance.
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(d) Administrative objectives:
(i) Serve as a basis for promotions, rewards and penalties
(ii) Serve as a basis for incentive administration. Performance is not aunidirectional but a two way interactional process, whereby organisationalequilibrium is secured by the management balancing inducements andcontribution on the part of employees. Offering an economic analogy,Barnard has stated that equilibrium as attained at a level where negative(contributions through effort put in organisational work) and positive
balance (inducements received) with respect to an individual employeesequalises. Organisation has to strategise effectively to doctor suchbalance. To that end, organisation has to reinforce positive behaviour onthe part of employees by way of rewards, welfare measures and employeebenefit schemes to secure sustained and willing cooperation towardsorganisational purpose and restore internal equilibrium in case of anydivergence;
(iii) Serve as a basis for transfer and placement policy with regard tosuitability of each employee as discovered through the performanceappraisal; and
(iv) Serve as a basis for termination in case of imminent staff reduction due to
cost considerations.
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Linking individual goals with organisational goals;
Regular review of job descriptions to keep jobs in
tune with changing requirements; Organizational Development (OD)
Performance development plan;
Continuous monitoring and review
Establishing causal link between performance andreward;