Performance Management & Appraisal-Unit I

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

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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

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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;

Documents

Performance Management & Appraisal-Unit I