PERFORMANCE APPRAISAL AND ORGANISATIONAL DEVELOPMENT

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PERFORMANCE APPRAISAL AND ORGANISATIONAL
DEVELOPMENT
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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.

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• 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

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OBJECTIVES OF AN APPRAISAL PROGRAM INCLUDED

• Management development
• Performance measurement
• Performance improvement
• Compensation administration
• Identifying potential
• Feedback
• Manpower planning
• Communications

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WHAT TO MEASURE..

• PERFORMANCE IN ACCOMPLISHING GOALS
• PERFORMANCE AS MANAGERS

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METHODS OF PERFORMANCE APPRAISAL

• 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

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TRAIT APPRAISAL..

• Problems

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APPRAISAL BY RESULTS OR OBJECTIVES

• MBO
• MBO solved this problem
• Appraisal against verifiable objectives

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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

• 360º appraisal.

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ORGANISATIONAL DEVELOPMENT
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OD

• 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

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• OD is a long term effort, led and supported by
  top management, to improve an organisations
  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.

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• 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.

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OD
Organisational climate
Organisational culture
Employee committment
Improved organisationalperformance
Management development
Management change
Organisational conflict
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IMPLEMENTATION OF OD.

• Survey research and feedback
• T groups
• Teambuilding
• Grid training.

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TRAINING AND DEVELOPMENT

• 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

• Increase in efficiency
• Increase in morale of employees
• Better human relations
• Reduced supervision

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IDENTIFICATION OF TRAINING NEEDS

• Organisational analysis
• Task analysis
• Man analysis

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TRAINING METHODS

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

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THE END OF STAFFING
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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..

• 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..

• The employees psychological bond to the
  organisation, sense of loyalty, job involvement
  and a belief in the values of the organisation.

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CONFLICTS..

• 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..

• 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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