Transcript Document

PERFORMANCE APPRAISAL
AND ORGANISATIONAL
DEVELOPMENT
PERFORMANCE
APPRAISAL..

Performance appraisal is the
systematic evaluation of the
individual with regard to his or her
performance on the job and his
potential for development.

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.
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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
 PERFORMANCE AS MANAGERS
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METHODS OF
PERFORMANCE APPRAISAL
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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..
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Problems…
APPRAISAL BY RESULTS OR
OBJECTIVES
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MBO
MBO solved this problem
Appraisal against verifiable
objectives
APPRAISALS FOR
PROMOTION
Types of promotion
 Basis of promotion
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Barriers to effective PA
Faulty assumptions
 Psychological Blocks
 Technical blocks
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Overcoming barriers…
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360º appraisal.
ORGANISATIONAL
DEVELOPMENT
OD…
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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

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
the theory and technology of applied
behavioural science.

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
 T groups
 Teambuilding
 Grid training.
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TRAINING AND
DEVELOPMENT
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Training is a process of learning a
sequence of programmed behaviour.

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.
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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
 Task analysis
 Man analysis
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TRAINING METHODS
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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…

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.
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Organisational climate..
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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.
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EMPLOYEE COMMITMENT..
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The employee’s psychological bond
to the organisation, sense of loyalty,
job involvement and a belief in the
values of the organisation.
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CONFLICTS..
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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.
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ORGANISATIONAL
CHANGE..
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Change is a pervasive influence. It
cannot be avoided.one should know
how to manage change and how to
minimise the resistance to change.
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