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Facilitator and Course Coordinator

Vinayshil Gautam PhD ,FRAS (London)(Founder director IIM K; Leader consulting team IIM S)

A AI Sager Chair Professor and first head,

Management department, IITD

Chairman DKIF

Evaluation is part of the planning process It is used to check if the plans are on

course The assessment is in terms of shape,

direction and intensity It is process of checking how far

predetermined objectives have been achieved and it’s the comparison of actually achieved outcome against the desired targets.

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Evaluation is measurement against predetermined targets

It’s a check for Quality of results achieved

It’s the assessment of balanced use of resources

It is an analysis of goal resource chain

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Evaluation should be in the context of common framework or reference of people going to be evaluated and people responsible for evaluating

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Organizational evaluation "measures, compares and analyses the coherence between results and specific objectives and between specific objectives and general objectives of institutional projects, programmes or plans" (Hernan, 1987).

It can be helpful in identifying: whether or not the objectives and goals

originally established are being achieved, as well as their expected effects and impact; ·

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whether the organization is adapting to new environments, changing technology and changes in other external variables so as to efficiently utilize the available resources;

areas which need to be improved, modified or strengthened;

different modes to better fulfill the needs of the clients of the institute.

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In addition, organizational assessment: generates evaluation information, which then

becomes a valuable experience-based input in future planning, establishing of priorities and resource allocation;

furnishes financial data to justify the need for additional resources;

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helps keep the key activities on the right track and offers information that allows the setting of minimum standards to promote compliance with the organizational research process objectives

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9Source:www.paralegaladvice.org.za as on 13/11/2k5

Depending upon the objectives of the evaluation exercise, assessment may focus on one or several of the following (Hernan, 1987):

Economic impact This includes measurement of the effectiveness of research results, using techniques such as cost-benefit analysis.

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Impact evaluation Impact is measured in relation to long-term effects on variables which were sought to be altered through the activities. For example, in a research organization, impact evaluation would measure effects of research outputs on transfer of technology and returns to the farmer.

Basic evaluation This covers the identifying and analyzing of the socio-economic, biological, physical, technical and institutional aspects which can be improved by research activities.

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Analytical evaluation This involves socio-economic analysis of adoption studies, productivity analyses, risk assessment, use of labour, marketing credit and prices and their effects on technical alternatives.

Operative evaluation This measures

efficiency by comparative analysis between materials and resources used, activities carried out and the results achieved.

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Evaluation of results This includes quantitative as well as qualitative analysis of research results, retribution factors and probabilities of adoption.

Traditional evaluation It involves use of reports, technical meetings, committees, ad hoc groups, courses and seminars.

Personnel this covers evaluation of the performance of professional, administrative and technical human resources in the organization.

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Elements of assessment There are typically three elements involved in

an assessment exercise (Lawler, Nadler and Cammann, 1980):

The organization, which is the main unit of the assessment exercise. Heads of departments, scientists and administrative staff of the research organizations are the sources of information.

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The assessment team, which needs to use appropriate measurement tools to collect data regarding the organization and its activities.

The people, who use the assessment results for making the organization more effective by setting priorities, policies, plans and research projects.

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Objectives of the assessment exercise Size and nature of the organization Areas to be covered during the assessment

exercise Potentials users of the assessment results and

recommendations Organizational model on which the assessment

methodology is to be based

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Framework for conducting the assessment exercise

Evaluation of data Methods of collecting data Methodology for conducting the assessment

exercise Results, analysis and recommendations

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“ The human resource function is increasingly important in shaping the new organization in which the quality and commitment of people is key to survival. Every aspect of human resource management needs to be reassessed but none is more pivotal or difficult than performance appraisal.”

D.F. Twomey and R.F Twomey Journal Of Managerial Psychology,(1992)

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Can be defined as involving The systematic review of the performance of

staff, on a written basis , at regular time intervals, and

The holding of appraisal interviews at which staff have the opportunity to discuss performance issues on a one-to-one basis, usually with their immediate manager

It supplements the informal, ongoing process of evaluating staff with a systematic approach.

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By providing feedback to employees on job performance, creates a basis of improvement and development, and thus identifies the training and development needs of the employees.

To eliminate uneven standards that may vary from manager to manager

Removes the temptation to judge employees by their personalities

Motivates the employees with appraisals Helps to create the most productive work force

possible

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The first concern while designing an appraisal system should be to set up a system that is as fair as possible.

The criteria against which the employee is judged should be clearly related to the demands of the job .The OUTCOME should be judged, Not the person.

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Performance appraisal is centrally linked to the motivation of employees, it provides some of the essential components of effective motivational strategies

feedback that permits an employee to learn how well he is performing

Goal or objective setting that specifies what the person should be doing

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Team building that allows the employee to participate with peers and their managers in solving problems that impede their productivity

And Monetary incentives that reward good performance

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Has close linkages with other HRM

functions , in particular Selection Motivation Succession Planning Training of employees

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According to Cummings and Schwab(1973),The objectives of performance appraisal schemes can be categorized as either

Evaluative – based on history Developmental – plans for the future.

Certain amount of overlap, as past performance determines future course of action/targets.

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The immediate manager The manager’s manager Self appraisal – not exclusive Upward Appraisal Peer Appraisal Multi Appraisal Appraisal by outsiders

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Speaking lexically, resistance means a force that retards, hinders, or opposes motion.

And ergo, when a person tries to evaluate another person, he is trying to mobilize his opinion, beliefs, and judgment against him. No wonder, he is met with resistance.

No one likes to be judged.“It is simple human nature to resist being evaluated.”

But at the same time it should be noted that some people do welcome the evaluation as they think it helps them to understand where they stand.

Recent research shows that 76 % of Global 2000 firms do not conduct benchmarking at least once a year. Only 19 % do conduct it annually, while just 14 % continuously refresh their benchmarks.

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The most common sources of resistance seem to include:

"My job is creative" (and therefore can't be evaluated)

"I don't make standard widgets" (so I can't be evaluated)

"I'm a professional" (so I can't be evaluated)

"I don't want to be evaluated" (because if you could evaluate my performance you'd realize I haven't been doing my job very well lately, and I may have to change, and I don't want to...)

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Resistance may exist because of:

1.persons who feel overburdened already

2. skepticism about elected officials

3. fear that the data will be used to reduce budgets, to eliminate staff, or in other negative ways

4. perceiving it as a sign no confidence in their abilities

5. fear that it is the first step in an enforced speedup of operations

6. simple fear that performance inefficiencies, heretofore hidden, will now be revealed by performance evaluation.

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Another problem is that supervisors may resist conducting an appraisal program. Supervisors may argue that:

1. regular evaluations are useless2. their people won't like it3. it will damage their relationships4. there is potential for disagreements. 5. they fear of being wrong.

Supervisors rightfully fear making wrong judgments, being challenged about them, and looking foolish if proved wrong.  

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Some of the measures to limit resistance are:

1.) Involving operating personnel, and clients, in the design of the performance evaluation system. It’s a wonderful concept called ”employee buy-in.”

2.) Establishing incentives to encourage managers to use evaluation information, such as providing greater operational and budgetary flexibility in return for accountability.

3.) Providing training to help managers and other stakeholders understand the importance and benefits of performance evaluation.

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Individual AccountabilitySystem should be such that MBO and

individual performance deployment go hand in hand

Build on StrengthsOrganisation should be equipped to deal with

onion effect Managerial Support

Supportive managerial support should be given priority over yearly evaluations.

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Flexible Systems

System should support wide spectrum of skills, abilities and potentials. Slavish adherence to evaluation procedures place obstacles in unleashing human talent

Quantitative Feedback

Helps to identify the performers and the non-performers in an organisation objectively

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Developed by Thompson and Dalton

Peer- Comparison rating was studied and rejected and Objective focussed approach was established

In this method the goals are established and subsequently performance is contrasted against them to judge the performance.

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1. Rating Scale System

2. Critical Incidents System

3. Management by Objectives program

4. Essay Appraisal

5. Behaviour Scale

6. Ranking System

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GUIDELINES FOR CRITICAL INCIDENTS ANALYSIS

Instructions: Appraise the employee on both daily job activities and

the handling of special projects and the non routine situations.

Date:__________

Incident:________________________________________________________________________________________

Employee’s action:__________________________________________________________________________________________

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Expected performance:______________________________________________________________________________

Supervisor’s appraisal:______________________________________________________________________________

Shift from conventional appraisals undertaken typically by immediate managers towards the concept of 360-degree appraisal.

The concept builds on multi-appraisal and refers to a situation where appraisal data is collected ‘all around’ an employee, from his manager, subordinates, peers and customers, internal and external (where appropriate).

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The element which is attracting the most

attention is upward or reverse appraisal,

largely because of its impact on manager

staff relations and on organization culture

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In upward appraisal managers and employee are reversing their roles.

Traditionally the employee's role has been to supply whatever it takes to meet the demands of the manager, who was viewed as the ‘customer’.

Now manager is the supplier of directions, resources and coaching advice to ‘internal customer’-the employees

Nicholas(1992)

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Personnel/Human Resource Management by David A DeCenzo and Stephen P Robbins ,Prentice Hall India 3rd edition 2004.

Personnel Management Handbook by Alexander Hamilton Institute,1998 First edition

http://www.tbs-sct.gc.ca/pubs_pol/dcgpubs/tbm_161/ep-pe1_e.asp as on 13/11/2k5 at 11:00 AM

http://www.odpm.gov.uk/stellent/groups/odpm_urbanpolicy/documents/page/odpm_urbpol_608055.hcsp 13/11/2k5 at 11:00 AM

www.laetusinpraesens.org/musings/orgeval.php 13/11/2k5 at 13:00 PM

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www.isical.ac.in/~ddroy/teach/od.ppt 13/11/2k5 at 13:00 pm

www.indiainfoline.com/bisc/mdihr05.html 13/11/2k5 at 11:00 AM

www.srtt.org/downloads/pravashenq2000-03.pdf www.sristi.org/papers/new/Rediscovering%20thel

%20lost%20goals..doc Organisationa Management By Prof. Vinayshil

Gautam. Human Resource Management By Brian Towers http://www.fao.org/docrep/W7510E/w7510e05.htm

13/11/2k5 at 11:00

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THANK YOU

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