1. Appraising and Managing Performance
Chapter 10
Appraising and Managing Performance

2. Lecture Overview Performance Appraisal
Relationship between Performance Appraisal and Job Evaluation
Objectives of Performance Appraisal
Multi Purposes of Performance Appraisal
Performance Appraisal and Competitive Advantage
Process of Performance Appraisal
Performance Appraisal Methods
Goal Based Performance Appraisal
360 Degree Performance Appraisal

3. Recap of Previous Lecture
Training Process
Phases in Training Process
Steps in Training Program
Training Methods
Training and HRD

4. Training Process Need Assessment a) Organization support
b) Organizational Analysis
c) Task and KSA analysis
d) Person Analysis
Instructional Objectives
Development of
criteria
Training Validity
Transfer Validity
Selection and design
of instructional
program
Intraorganizational
validity
Training
Interorganizational
validity
Use of evaluation
models
Source: Aswathappa, 2008, p. 216

5. Training Process
Phase 1
Training Need
Phase 2
Training Design
Phase 4
Training Evaluation
Phase 3
Training Implementation

6. Steps in Training Program
Who are the trainees?
Who are the trainers?
What methods and
techniques?
Where to conduct the
program?
What principles of
learning?
What should be the
Level of training?
Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 220

7. Training Methods Training Method
Orienting new employees, introducing innovation
Special skills training
Safety education
Creative technical and professional education
Sales, administrative and managerial education
On the job
Orientation training
Yes -
Job Instruction training
Apprentice training
Internship
Job rotation
Coaching
Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 221

8. Training Methods Training Method
Orienting new employees, introducing innovation
Special skills training
Safety education
Creative technical and professional education
Sales, administrative and managerial education
Off the job
Vestibule
Yes -
Lecture
Films
Conference
Case Study
Role Playing
Simulation
Programmed Instructions
Laboratory Training
Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 218

9. Training Process Level Measures Four Levels of Training Evaluation
Accidents, Quality
Productivity
Cost
Morale
Profits
Turnover
Result
Is the organization
is better because of training?
Are trainees behaving differently in the job after training? Are they using knowledge and skills learned in the training?
Performance, appraisal by supervisor, peer, subordinate, customers
Behavior
To what extent the trainees have greater knowledge of skills after the training program?
Written Tests, Performance tests
Learning
Did the trainees like the program, trainer, facilities, timing? Did they think that training was useful? What improvement they suggest?
Questionnaires
Reaction
Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 230

10. Training Process 1 Organizational Analysis
Training Need Assessment
Organizational Analysis
1 How training will assist to achieve organization goals?
2 What cost is expected and what is benefit to the organization?
Task Analysis
1 What are job responsibilities and duties?
2 What knowledge and skills are required to increase work performance?
Person Analysis
1 What is trainee's skill and knowledge level?
2 Which learning style trainees prefer?

11. Training Process 2 Training Design Instructional Objectives/strategy
1 Based on TNA, learning objectives are set (desired skills and knowledge and attitude change)
2 This includes detailed plan regarding methods, material, resources and training objectives etc.
Trainee Readiness
1 Assessment of trainee's background knowledge and skills to determine level of readiness to absorb new learning
2 Knowledge of level of trainee to develop contents/strategy of training program
3 Categorizing and grouping trainees according to their capacity to learn
4 To enforce and motivate trainee's desire to learn new knowledge and skills

12. Training Process 2 Training Design Learning Principle
1. Setting training goals and objectives
2. Meaningful presentation
3. Social learning theory focusing on learning based on modeling and visual aids
4. Appreciate differences in learning style; some learn quickly in group discussion while some prefer to work alone on problems
5. Practice and Practice (Exercises/work on solutions)
6. Feedback on progress
7. Time duration (continuous or distributed) 3
Training Implementation
Material and Equipment
Posters and Charts
Whiteboard/Projector
Trainee's Manual
1. Contains Information on Training Content
Trainer's Manual
Contains information given in trainee's manual and instruction on how to deliver
Facilities
1. computer/furniture/training room
Trainer
1. Who will deliver the training?
2. Trainer's qualification, experience, expertise and background

13. Training Process 4 Reactive Learning Behavior Results
Training Evaluation
Reactive
1. Did the trainees find the training interesting (Questionnaires)? Immediate feedback response on training
Learning
1. Did the trainees have made advancement in knowledge and skills (written test)?
Behavior
1. Is trainee behaving in different way after receiving training (performance appraisal)
Results
1. Is organization/unit performing better (Quality/Productivity/Cost/ Profit/Morale/Work environment/team work

14. Definition of HRD
“A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands”
Werner and DeSimone (2006)

15. Relationship Between HRM and HRD
Human Resource Management (HRM) covers many functions
Human resource development (HRD) is just one of the functions within HRM
HRD Functions
Training and development (T&D)
Organizational development
Career development

16. Training and Development (T&D) Organizational Development
Training – improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task
Development – preparing for future responsibilities, while increasing the capacity to perform at a current job
Organizational Development
The process of improving an organization’s effectiveness and member’s well-being through the application of behavioral science concepts
Career Development
Ongoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement
Werner and DeSimone (2006)

17. Appraising and Managing Performance

18. Performance Appraisal
Performance appraisal is to evaluate the performance of an employee to determine whether he is performing his given task and duties well or to monitor whether he has given his best effort and performance on given job
Performance appraisal is an assessment of individual performance, the performance is measured against such factors as job knowledge, quality, quantity of output, initiative, leadership, abilities, supervision, cooperation, judgment, analytical skills, problem solving skills, etc.
(P. 239)
The other similar terms often used for performance appraisal are performance rating, employee performance review, employee assessment, personal appraisal, employee evaluation, or performance evaluation

19. Performance Appraisal
Job Analysis
Performance
Standards
Performance
Appraisal
Describe work and
professional requirement
of a job
Translate job requirements
into levels of acceptable
or unacceptable performance
Describe the job relevant
strengths and
weaknesses of
each individual
Relationship of Performance Appraisal and Job Analysis
Source: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 240

20. Objectives of Performance Appraisal
Make promotion decisions based performance
To confirm services of employee on probation
To identify training and development needs of employees
To decide compensation
To inform employees of their performance and give them feedback and guidance to improve performance
Performance appraisal helps to know the effectiveness of other HR functions such as recruitment and selection, training, and promotion etc.

21. Multi Purposes of Performance Appraisal
Administrative
Developmental
Set selection criteria
Identification of individual training needs
Promotion
Performance feedback
Retention or termination
Determining job assignment and transfer
Identification of poor performers
Identification of strengths and weaknesses of employee
Compensation
Recognize and appreciate individual performance
Evaluate training effectiveness
Goal setting and evaluation
Adopted from: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 240

22. Performance Appraisal and Competitive Advantage
Improving performance
Making correct decisions
Consistency between strategy and behavior
Competitive advantage
Minimizing dissatisfaction and turnover
Ensuring legal compliance
Adopted from: Aswathappa, Human Resource Management, Text and Cases, 2008, p. 240