Unit iv final
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The document discusses implementing performance management systems and appraisal systems. It describes the key steps and factors for an effective implementation process. Some of the pitfalls to avoid are overcomplicating the process, measuring the wrong things, and failing to engage employees. Performance appraisal is defined as systematically evaluating performance and providing feedback to make adjustments. The objectives are to increase motivation and communication. While appraisals can increase self-esteem, they can also waste time if not implemented properly.
Unit iv final
- 1. IMPLEMENTATION PROCESS 1. Decide the implementing programme 2. Plan the implementation 3. Develop the programme content 4. Implement the programme 5. Monitor 6. Evaluate the programme UNIT-4 IMPLEMENTING PERFORMANCE MANAGEMENT SYSTEM AND APPRAISAL SYSTEMS
- 2. FACTORS AFFECTING EFFECTIVE USE OF PERFORMANCE MANAGEMENT • Corporate culture • Alignment • Review and update • Communication and reporting • Involvement of employees • Reward linkage • Management leadership and commitment
- 3. PITFALLS IN IMPLEMENTATION • Overcomplicating the process • Measuring the wrong things • Failing to engage the workforce • Declaring victory to early • Failing to institutionalize performance initiative
- 4. PERFORMANCE APPRAISAL • It is a process of systematically evaluating performance and providing feedback upon which performance adjustments can be made - Schermerhorn et al • It is also called performance review, performance evaluation, performance assessment, performance measurement, employee evaluation, personnel review, staff assessment, service rating, etc.,
- 5. CHARACTERISTICS • Reassurance • Awareness • Adequacy • Means • Opportunities • Administrative decisions and reward management • Critical tool for training and development • Foundation of career and succession planning • Valuable source of talent management
- 6. OBJECTIVES • Increased motivation to perform effectively • Increased self-esteem of employees • New insight gained into employees and managers • Better clarity and definition of job functions and responsibilities • Valuable communication developed among appraisal participants
- 7. OBJECTIVES • Increased self-understanding among employees • Rewards distributed on a fair and credible basis • Organizational goals clarified • Improved institutional/departmental manpower planning, test validation and development of training programmes
- 8. PROS & CONS OF APPRAISING ADVANTAGES • Increase motivation • Increase self-esteem • Clarity in job • Valuable communication • Organisational objectives and strategies can be made clearer • Rewards can be distributed on fair and credible basis • Valuable appraisal information can allow the organisation to do better human resource planning, test validation and development of training programmes
- 9. DISADVANTAGES • Large amount of time may be wasted • Creates organizational conflicts • Performance motivation may be lowered, means that poor performance means no reward, biased evaluation includes favoritism • Money may be wasted on forms, training and a host of support services
- 10. METHODS OF APPRAISING METHODS Past oriented Future oriented
- 11. Past oriented • Essay appraisal • Graphic rating scale • Field review • Forced-choice rating • Critical incident • Work standards • Ranking
- 12. FUTURE ORIENTED • Balanced score card • 360-degree • BARS • Assessment centre • MBO
- 13. Appraisal and HR decisions Performance management involves two types of assessments: 1. Comparing an employees current performance with her own past performance 2. Comparing a manger’s performance to that of her comparable or competing colleagues or peers
- 14. Appraisal are important inputs for: • Staff-related decisions promotions placements compensation & rewards career routing
- 15. Basic purpose of appraisal output is “it is used to plan, co-ordinate, organize, motivate, guide, develop and encourage” Some org consider both performance and potential High low High low Hi potential, hi performance Decision: promote Hi potential, lo performance Decision: relocate Lo potential, hi performance Decision: reward in existing job Lo potential, lo performance Decision: outplace
- 16. Reward system • Amount of reward received versus the amount that the manage feels she should receive • Extrinsic reward( increase in pay) • Intrinsic reward( larger responsibility) • Herzberg’s theory (motivation-hygiene ) • Attribution process ( personal or situational influences will affect).
- 17. • Steps in attribution a. observe persons (behavior or action) b. determine the whether the subject behavior was intended or accidental c. if it is intended try to assess it is because of personality or personal character or environmental or situational
- 18. Other decisions: • Staffing: 1) strategic recruitment planning 2) recruiting, selection Motivation: 1. application of motivation theories 2. Job design 3. performance appraisal 4. rewards & compensation Maintenance: 1. safety and health 2. communication 3. employee relations Training development: 1) orientation 2) employee training 3) career development