Performance Appraisal and Objectives

Performance Appraisal

Ø  Performance appraisal (PA) is an objective assessment of an individual’s performance against well-defined benchmarks.

Ø  PA is the systematic evaluation of the individual with respects to his or her performance on the job and his or her potential for development.

Ø  Performance Appraisal is the process of assessing and summarizing how well an employee performed his/her job and developing employee performance.

Ø  Performance appraisal means evaluating an employee’s current and past performance relative to the person’s performance standards.

Ø  Performance appraisal (PA) is the process of evaluating how well employees perform their jobs when compared to a set of standards, and then communicating that information to those employees.

Ø  Such appraisal also has been called employee rating, employee evaluation, performance review, performance evaluation, and results appraisal.

Objectives of Performance Appraisal:

Ø  Appraisal provides information (Competence, Performance) upon which you make promotion and salary decisions.

Ø  To confirm the services of probationary employees.

Ø  Assessment of Training and development needs

Ø  To decide upon pay raise

Ø  Feedback and Communication, improved communication between senior and subordinate

Ø  Understanding of personal goals and concerns

Ø  Evaluation of HR program such as selection, training, and transfers have been effective or not.

In Basket Training

In Basket Training:

Ø  It provides trainees with a log of written text or information and requests, such as memos, messages and reports which would be handled by managers, engineers, reporting officer or administrator.

Procedure of In-basket training:

Ø  In this technique, trainee is given some information about the role to be played such as, description, responsibilities, general context about the role.

Ø  The trainee is then given the log of materials that make up the In-basket and asked to respond to materials with in a particular time period.

Ø  After all the trainees complete in-basket, a discussion with the trainer takes place.

Ø  In this discussion, the trainees describe the justification for the decisions.

Ø  The trainer then provides feedback, reinforcement decisions made suitably or encouraging the trainee to increase alternatives for those made unsuitably

Ø  Focus on:

o   Building decision making

o   Assess and develop knowledge, skills and attitudes

o   Develop communication and interpersonal skills

o   Develop procedural strategic knowledge.

Sensitivity Training, T-group Training, Laboratory Training

Laboratory Training:

Ø  Sensitivity Training, T-group

Ø  Pioneered by Kurt Lewin and his colleague, Bethal Maine (Place in USA)

Ø  Sensitivity training’s basic aim is to increase the participant’s insight into his or her own behavior and the behavior of others by encouraging an open expression of feelings in the trainer guided T-group.

Ø  Typically 10 to 15 people meet, usually away from the job, with no specific agenda.

Ø  Instead, the focus is on the feeling and emotions of the members in the group.

Ø  The facilitator encourages participation to portray(Show, expose) themselves as they are in the group rather than in terms of past behavior or future problems

Ø  The t-group success depends on the feedback each person gets from the others, and on participants willingness

Ø  Willingness to be candid (Honest, open, straight) about how they perceive each other’s behavior.

Ø  The process requires a climate of “ psychological” safety,  so participants feel safe enough to reveal(disclose, expose) themselves, to express their feelings, to drop their defense, and to try out new way of interacting

Ø  The participation should be voluntary

Ø  Dangerous exercise if led by the inadequate prepared trainer

T-Group Training:

Ø  Small number of trainees (<=12)

Ø  They meet with a passive trainer and gain insight into their own behavior and other’s behavior

Ø  Meetings have no agenda, are held away from work place and question deal with the here and now of the group process

Ø  Discussions focus on “why participants behave as they do, how they perceive one another, and feeling and emotions generated in the interaction process.

Objective:

Ø  Awareness about own behavior and how others perceive them

Ø  Greater sensitivity about others’ behavior

Ø  Increase in conflict resolution skills, greater openness, increase tolerance

Draw Backs:

Ø  Once the training is over, the participants are themselves again and they resort to their old habits.

Training Process

Training Process

1)     Need Assessment:

a.       Organization Analysis:

ØLegislation

ØPoor performance

ØNew technology

ØNew product

ØHigher performance standards

ØNew Jobs

ØBusiness growth or contraction(retrenchment)

ØGlobal business expansion

b.       Person Analysis:

ØWhether employee need training

ØWho need training

ØWhether employee ready for training

c.        Task analysis:

ØSelect the job to be analyzed

ØJob analysis

ØIdentified the knowledge, skills, abilities necessary to perform task.

2)     Ensuring Employees’ readiness for training:

a.       Employees having personal characteristics (ability, attitude, beliefs, motivation)

b.       Supporting work environment , not interfere with performance

c.        Basic skills, reading, writing, communication

3)     Creating learning environment:

a.       Identify the learning objectives and out-comes

b.       Meaningful materials

c.        Practice (Demonstrate)

d.       Coordinating and administrating of program

4)     Ensuring transfer of training:

a.       Self-management strategies

b.       Peer and manager support

5)     Selecting Training methods:

a.       Instructor led classroom instruction

b.       Audio visual technique(Passive Training)

ØSlide

ØVideo

c.        Active Training:

ØHands-on methods

ØThat require the trainee to be actively involved in learning

ØOn the Job training

ØSimulations

ØBusiness Games, Case studies

ØWeb-based training

d.       OJT can be helpful for newly hired employees, upgrading experience, and cross-training.

e.       Apprenticeship: OJT + Classroom

f.         Simulation: An artificial environment

g.       Virtual Reality: Computer based

h.       Business games, case-studies

i.         Presentation Method:

ØTrainees are passive recipients

ØTraditional classroom instruction

ØDistance learning

ØAudio-visual technique

j.         Active: Hands-on methods

ØOn the job training

ØSimulations

ØBusiness games

ØCase studies

ØApprenticeship (Both OJT plus Classroom)

ØVirtual reality (Computer based technology. 3D learning experience)

k.       On the Job:

ØOrientation

ØApprentice

ØCommittee assignment

l.         Off the Job training:

ØVestibule (Hall, large room)

Ø Role play

ØLecture

ØCase discussion

ØConferences

6)     Evaluation training program:

a.       Identification of training outcomes and evaluation design

b.       Cost-benefit analysis

Training Methods:

a)      On the job training

b)     Vestibule

c)      Demonstration and example

d)     Simulation

e)      Apprenticeship /Internship (under study)

f)       Classroom methods ( off the job training)

I.        Lectures

II.      Conferences

III.    Case study

IV.    Role play

V.      Programmed instruction

g)      Other training methods

I.        Associations

II.      Audiovisual aids