19 bb08 hrm module 2

19BB08
Human Resource Management
Module II
Department of MBA - HRM- Mod II
Prepared by
Kanimozhi.T , Assistant Professor

MODULE-II
 Recruitment and Selection- Sources of
Recruitment, Selection Process- Types on
Interviews- Training and Development:
Need assessment- Process- Induction -
Methods and types- Management
Development- Types. Performance
Management: Process- Appraisal Tools -
Appraisal Errors - Career and development
planning- Mentoring
2
Department of MBA- HRM - MOD 2

Performance Appraisal
 Performance Appraisal is a process of evaluating an
employee’s performance of a job in terms of its
requirements.
 Performance Appraisal refers to all formal
procedures used in working organisations to
evaluate personalities and contributions and
potential of group members
3

Basic Concepts in Performance
Management and Appraisal
Performance Appraisal:
Setting work standards, assessing
performance, and providing
feedback to employees to
motivate, correct, and continue
their performance.
Performance Management:
An integrated approach to
ensuring that an employee’s
performance supports and
contributes to the organization’s
strategic aims.
Comparing
and
Performance Management
4
4

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.
5

Performance Appraisal Roles (cont’d)
 The HR Department
 Serves a policy-making and advisory role.
 Provides advice and assistance regarding the appraisal
tool to use.
 Trains supervisors to improve their appraisal skills.
 Monitors the appraisal system effectiveness and
compliance with relevant laws and guidelines.
6

Performance Appraisal Methods
1
2
3
4
5
Alternation Ranking Method
Graphic Rating Scale Method
Paired Comparison Method
Forced Distribution Method
Critical Incident Method
6
7
8
9
10
Behaviorally Anchored Rating
Scales (BARS)
Narrative Forms
Management by Objectives
(MBO)
Computerized and Web-Based
Merged Methods
Appraisal Methodologies
11 Annual Confidential Report (ACR)
7

Appraising Performance:
Problems and Solutions
Unclear
Standards
Leniency or
Strictness
Halo
Effect
Potential Rating
Scale Appraisal
Problems
Central
Tendency
Bias
8

360 degree appraisal
 It is a systematic collection/feedback of
performance data on an individual or group
derived from a number of stakeholders in their
performance
 It is done in a systematic way through
questionnaires or this formalizes people’s
judgment coming from natural interaction they
have with each other.
 There is both the collection and feedback process
9

Career management
 Career: A career can be defined as all the jobs
occupied by a person during his working life.
 Career planning: Described as devising as an
organisational system of career movement, growth
opportunities from the point of entry of employee
in job to point of his retirement.
10

Features
 It is necessary to develop in order to keep
motivation of employees to be high.
 Expectations/ opportunities of employees should
be fulfilled for their future dreams for better
predictions.
 It meets the helping aspects of the employee
 It need not imply any specific commitment of part
of management.
 Awareness of employees towards future
responsibilities
11

Development cycle
 Stage 1: Exploratory stage
 Stage 2: Established Stage
 Stage 3: Maintenance Stage
 Stage 4: Decline Stage
12

Strategies
 Strategies for Ist Group
1. Identification of phases of development of an employee
2.Learning specific technical/job specific skills along with general
management skills.
 Strategies for II nd Group
1. Specific career plans
2. Developing interim positions
3. Succession of the new employee
 Strategies for IIIrd group
1. Additional career ladder
2. Encouraged to go for creative ideas
3. Assisting them to choose new career.
13

Activities
 HR planning/forecasting
 Career information
 Career counselling
 Career pathing
 Skill assessment
 Training of potential development
 Succession planning
 Competence requirement of executive employee
 KPA in critical attributes
 Career counselling
14

Mentor – Protégé (M-P)Relationship
 Mentoring: It is the establishment of personal
relationship for the purpose of professional
instruction/guidance.
 Mentor-protégé relationship:
task of the mentor is to define an unique
relationship with his (or) her protégé / who engage in
compassionate / mutual search for wisdom / the
relationship goes out of voluntary interaction.
15

Lifecycle
 Introduction
 Mutual trust building
 Teaching about risk-taking
 Teaching about communication
 Teaching procession skills
 Transfer of professional standards
 Dissolution
16

Training- Conceptual framework
 Training is the act of increasing the knowledge and
skills of an employee for performing a particular job.
 The major outcome of training is learning.
 A trainee learns new habits, refined skills and useful
knowledge during the training that helps him improve
the performance.
 Training enables an employee to do his present job
more efficiently and prepare himself for a higher level
of job.
17

Objectives of Training
 Newly recruited employees require training so as
to perform their tasks effectively.
 To prepare existing employees for higher-level jobs
 Existing employees require refresher training
 It is necessary during transfers
 To make employees mobile and versatile
 To bridge the gap between what the employee has
and what the job demands.
18

Need Analysis
19

Training Process
20

On the job training methods
21

Training Methods
 Training methods is broadly classified as
1. On – the job training methods
2. Off - the job training methods.
22

Training methods
23

Differences between Training and
Development
24

MANAGERIAL DEVELOPMENT
Managers need a broad variety of skills leadership
and supervisory, communication, general business,
organizational and technology. They need a solid
understanding of the industry in which they
operate and the structure and functions of the
organization. They need to be familiar and
comfortable with finance, marketing and
operations—regardless of their particular area of
expertise. And they need to clearly understand the
organization's culture, philosophies, policies and
procedures.
25

Management Development
26
Assessing the
company’s
strategic needs
Developing the
managers and
future managers
Long-Term Focus
of Management
Development
Appraising
managers’
current
performance

Management Development (cont’d)
27
Job
Rotation
Action
Learning
Managerial
On-the-Job
Training
Coaching/
Understudy
Approach

Management Development (cont’d)
28
University-Related Programs
Management Games
Off-the-Job Management Training
and Development Techniques
The Case Study Method
Outside Seminars
Executive Coaches
Behavior Modeling
Role Playing
Corporate Universities

Responsive Managers
 Responsive manager tends to succeed by building
bonds of respect and trust with those around him/her.
Staff respond positively to responsive managers; they
work more diligently, work to help the manager and
the organization succeed, and will go the extra mile
when necessary.
 That is because responsive managers act consistent
with the principle that their jobs are to help their staff
do their jobs.
 So, a basic inter-dependence emerges based on
behaviors that show concern, respect and trust.
29

Cont…
 Responsive managers also influence those above them
in the hierarchy.
 Because responsive managers have the ability to read
and act upon the needs of their "bosses," they are
perceived as helpful and reliable, or in a simple way,
very useful.
 This allows them to get the "ear" of people above
them in the system, and further helps get things done
when needed.
 Contrast this with the limited influence of the
Unresponsive manager.
30

Methods
1. Decision-making skills (a) In-basket (b) Business game (c)
Case study
2. Interpersonal skills (a) Role play (b) Sensitivity training
(c) Behaviour Modelling
3. Job knowledge (a) On-the-job experiences (b) Coaching
(c) Understudy
4. Organisational knowledge (a) Job rotation (b) Multiple
management
5. General knowledge (a) Special courses (b) Special meetings
(c) Specific readings
6. Specific individual needs (a) Special projects
(b) Committee assignments
31

SELF DEVELOPMENT
 Self development includes self control and self
management.
 Self control refers to those behaviour that an
individual deliberately undertakes to achieve self-
selected outcomes.
 The individual employee selects the goals and
implements the procedures to achieve these goals.
32

Self Development
33

Factors
1. Heredity: Constitutional Factors
Biological Factors, Intelligence, Sex Differences,
Nervous System
2. Environment : Physical, Social, Family, Cultural, School
3. Social Factors : Language, Social Role, Self Concept,
Identification, Interpersonal relations
4. Psychological Factors : motives, acquired interests,
attitudes, will and character, our intellectual capacities
etc.
34

Models
35

Action plans
36

37 Department of MBA- HRM - MOD 2

19 bb08 hrm module 2

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