HRM

• Performance appraisal


  Systematic evaluation of the performance of employees to understand their abilities for further growth and development
• Objectives of performance appraisal


  • Opportunity to regularly discuss results
  • Supervisor identifies strengths and weaknesses
  • Fair and equitable format
  • Basis for salary/promotion recommendations
• Performance appraisal methods


  • Rating scales
  • Essay
  • Forced choice statements
  • Ranking of employees
• Rating scales method


  1. Global scale (total performance)

  2. Mixed standard scale (choose from different statements)

  3. Behaviorally anchored rating scale (descriptions along the scale to define)
• Behaviorally anchored rating scale (BARS)


  A behavioural approach to performance appraisal that consists of a series of vertical scales, one for each important dimension of job performance
• Graphic rating-scale method


  Each employee is rated according to a scale of pre-defined characteristics that are job performance related
• Forced-choice method


  Requires the rater to choose from statements designed to distinguish between successful and unsuccessful performance
• Essay method


  Requires the rater to compose a statement describing employee behaviour
• Advantages of essay method


  • Write a behavioural statement
  • Strengths versus weaknesses
  • Describe selected traits
  • Evaluate performance
• Critical incident


  Unusual event that denotes superior or inferior employee performance in some part of the job
• Feedback interview


  An integral part of the recruiting process where hiring managers provide insights about a candidate's interview performance
• Errors committed in rating


  • Leniency/strictness error
  • Central tendency
  • Recency error
• Leniency or strictness error

  Give employees either unusually high or unusually low ratings
• Error of central tendency


  All employees are rated about average
• Recency error


  Based largely on the employee's most recent behaviour rather than on behaviour throughout the appraisal period
• Importance of careers


  • For organizations: Helps align staffing with strategy

  For employees: A source of identification and a factor in quality of life
• Employee responsibility in career planning


  • Self-assessment
  • Identify and analyze career options
  • Decide and develop career objectives and needs
  • Communicate career preferences to your manager
  • Map out a plan with your manager
• Management responsibilities in career planning

  • Encourage career planning process
  • Assess realism of employee's plans
  • Provide information to employee about career planning resources and career development opportunities
• Changing nature of careers


  • The employment contract: Employees as free agents

  Career competencies

  Self-management

  New career paths: More webbed than straight

  Early & delayed retirement
• Importance of career planning to organizations


  • Effective utilization of human resources

  Align staffing requirements to strategy

  Develop promotable employees

  Affirmative action and EEO

  Assists in meeting goals

  Assists in diversity management
• Career stages


  • Exploration stage

  Establishment stage

  Maintenance stage

  Late career stage
• Exploration stage task needs

  • Experiencing varied job tasks

  Self-assessment

  Job choice
• Exploration stage social-emotional needs


  • Occupational self-image

  Settling down
• Establishment stage task needs


  • Learn the ropes

  Get challenging jobs

  Increase competence

  Be innovative
• Establishment stage emotional needs


  • Deal with competition, failure, conflicts

  Develop autonomy
• Maintenance stage task needs


  • Technical updating

  Coaching skills

  Continue to rotate into new areas

  Develop broad view of career
• Maintenance stage social-emotional needs


  • Express midlife feelings

  Rethink work, family
• Late career stage task needs


  • Remain productive

  Plan for retirement

  Shift role from power to guidance

  Identify successors

  Develop outside interests
• Late career stage social emotional needs


  • Re-envision work

  Develop outside identity
• Personnel


  People who work for a particular company or organization
• Employee movement


  • Promotion - Upward

  Transfers - Same level

  Demotions - Downward

  Layoff

  Resignation

  Separation - Exit

  Retirement

  Termination
• Promotion


  Reassignment of an employee to a higher job position
• Unofficial promotion criteria


  • Personal characteristic

  Nepotism - showing of favoritism or patronage to relatives

  Social factors/friendship
• Approaches to recruit employees for promotion

  • Closed promotion system - responsibility of the supervisor

  Open promotion system - also known as job posting
• Criteria used in promoting employees

  • Seniority - length of service

  Current and past performance
• Demotion


  The reassignment of an employee to a lower job involving fewer skills and responsibilities
• Basis or criteria for demotion


  • Reorganizations, company merger or business contractions

  Inability to perform job to acceptable standards

  Disciplinary action

  To communicate employee is a liability
• Transfer


  The reassignment of an employee to a job with similar pay, status, duties and responsibilities or to another work shift, or from one unit to another in the same company
• Reasons for transfer


  • Job dissatisfaction

  Conflict with supervisor or coworkers

  Employee's convenience

  Organizational needs

  To better suit or adjust employee to the job
• Types of transfer


  • Permanent - to fill vacancies requiring special skills

  Temporary - due to temporary absence of an employee