PERFORMANCE APPRAISAL AND ORGANISATIONAL DEVELOPMENT PERFORMANCE APPRAISAL n

PERFORMANCE APPRAISAL AND ORGANISATIONAL DEVELOPMENT

PERFORMANCE APPRAISAL. . n Performance appraisal is the systematic evaluation of the individual with regard to his or her performance on the job and his potential for development.

n It is the process of evaluating the performance and qualifications of the employees in terms of the requirements for the job for which he is employed, for the purposes of administration including placement, selection for promotion, providing financial rewards and other actions which require differential treatment among members of the group as distinguished from actions affecting all members equally.

n n n Known as the “ Achilles ‘ Heel “ of management development “Playing God” Managers fear being evaluated, measured, and take exception to it

OBJECTIVES OF AN APPRAISAL PROGRAM INCLUDED: A. Management development B. Performance measurement C. Performance improvement D. Compensation administration E. Identifying potential F. Feedback G. Manpower planning H. Communications

WHAT TO MEASURE. . PERFORMANCE IN ACCOMPLISHING GOALS n PERFORMANCE AS MANAGERS n

METHODS OF PERFORMANCE APPRAISAL n Trait appraisal: a) Ranking method b) paired comparison c) grading d) check list method e) critical incidents method f) graphic scale method g) Essay method

TRAIT APPRAISAL. . n Problems…

APPRAISAL BY RESULTS OR OBJECTIVES MBO n MBO solved this problem n Appraisal against verifiable objectives n

APPRAISALS FOR PROMOTION Types of promotion n Basis of promotion n

Barriers to effective PA Faulty assumptions n Psychological Blocks n Technical blocks n

Overcoming barriers… n 360º appraisal.

ORGANISATIONAL DEVELOPMENT

OD… n n n O. D Is a systematic , integrated and planned approach to improve the effectiveness of people and groups in an enterprise. Manager development refers to the progress a manager makes in learning how to manage Training pertains to the programs that facilitate the learning process

n OD is a long term effort, led and supported by top management, to improve an organisation’s visioning, empowerment, learning, and problem solving processes, through an ongoing collaborative management of organisation culture- with special emphasis on the culture of intact work teams and other team configurations – utilising the consultant facilitator role and theory and technology of applied behavioural science.

n Management and OD interventions make no direct physical impact on organisations as such… they create no product, but still they change things. What they change is managers’ minds… such interventions thereby change those constructs which comprise organisations, markets, careers and so on. As managers’ minds change, so do their organisations.

OD… Organisational culture Management development Organisational climate Improved organisational performance Management change Employee committment Organisational conflict

IMPLEMENTATION OF OD. Survey research and feedback n T groups n Teambuilding n Grid training. n

TRAINING AND DEVELOPMENT n Training is a process of learning a sequence of programmed behaviour. n Management development is all those activities and programs when recognised and controlled, have substantial influence in changing the capacity of the individual to perform his assignment better and in doing so are likely to increase his potential for future assignments. n ***

ROLE OF T & D 1. 2. 3. 4. Increase in efficiency Increase in morale of employees Better human relations Reduced supervision

IDENTIFICATION OF TRAINING NEEDS Organisational analysis n Task analysis n Man analysis n

TRAINING METHODS n n n n n On the job training Demonstration Vestibule training Apprenticeship Coaching Lectures and conferences Role plays Case study Management games Sensitivity training

THE END OF STAFFING

OD INTERVENTIONS… n Organisational culture refers to the collection of traditions, values, policies, beliefs and attitudes that constitute a frame of reference or context for everything we do in the organisation… what is considered right. n ***

Organisational climate. . n Climate is said to relate to the surrounding atmosphere prevailing in the environment… from level of morale. . To strength of sense of belongingness, to care and goodwill etc. n ***

EMPLOYEE COMMITMENT. . n The employee’s psychological bond to the organisation, sense of loyalty, job involvement and a belief in the values of the organisation. n ***

CONFLICTS. . n If all efforts of employees are not in the same direction due to misinterpretation of objectives or due to different perspectives, instead of teamwork there will be friction, frustration and conflicts. n ***

ORGANISATIONAL CHANGE. . n Change is a pervasive influence. It cannot be avoided. one should know how to manage change and how to minimise the resistance to change. n ***