For performance appraisals to be successful, they should be based on per- formance standards and multiple assessment, and should result in face-to-
face performance review.
• Be based upon multiple assessment.
1. Result
-
oriented schemesThese form of schemes embody the principles of management by objec- tive, first developed by Douglas Mc Gregor and popularised by Peter Drucker. Their principles suggest that emphasis in performance appraisal should be shifted from evaluation to analysis. To them, this would imply a more positive approach, since the subordinate would be more involved in examining and identifying not only his weaknesses but also his strengths and potential. He becomes an active agent, not a passive object to be ap- praised by you, the manager.
This procedure offers the following advantages:
a) The subordinate is given the opportunity to make his own evaluation of achieved results. By this process of participation, he develops a sense
of 'ownership' of his results, and gains an insight on how he can im- prove his own methods and behaviour.
b) Your job as a manager shifts from that of criticising to that of helping the employee to improve his performance.
c) It is consistent with the belief that people work better and are more
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committed when they participate in defining objectives to be achieved
within a given time frame.
2 . P e r f o rm an c e r e v i e w s
The purpose of performance reviews is to analyse what a person has done and is doing in his job, in order to help him to do better by developing his strengths, or by overcoming his weakness. It is a deliberate stock-taking
exercise. In a well conducted performance review session, you should ensure that the employee is able to freely discuss work problems and be encouraged to bring out his own solution to them. As indicated in an earlier section of this unit, joint-problem solving system should be encouraged. In today's effective organisations, managers are trying to make their appraisal system into one based on a shared process in which the emphasis is on mutual development rather than traditional, one-way judgments. This means that managers are now faced with multiple responsibilities and
demands.
3 . Multiple appraisals
To reduce problems of validity and reliability, it may be more useful to use multiple rating than single evaluations. While the rating of one supervi- sion may not be valid, the overal pattern of several ratings do provide an indication of overal performance and potential for development. Peer rat- ing and self-rating are attempts that have been made recently to improve the PAS. More positively including self-rating is a useful development, because active participation can improve the quality and acceptability of PAS process.
4.0 Conclusion
This unit is focused on sharpening your understanding of performance appraisal as an important managerial tool, and as a technique of organisa- tional intervention. It has attempted to increase your knowledge and sen- sitivity as an appraiser or appraisee, by bringing into focus the manifold
problems that beset the PAS — its purpose, methods and implementation
strategies. A knowledge of these, it is hoped, would have increased yourskil s for evaluating the PAS of an organisation more systematical y and
objectively.
5.0 Summary
This unit has examined an important way in which performance appraisal can be designed, put in place and administrated. PAS are introduced as we saw for a wide range of reasons, and it is important to be clear about the purpose, scope, and processes of the scheme in your organisation.
6.0 Tutor-marked assignment
Question
List and briefly discuss four main operational imperatives of PAS
7.0 References and other resources
Indira Gandhi National Open University, MS —2 , Managing Men, 3, Motivation, Job design and Appraisal.
Oberg, W. (1972), Making performance appraisal relevant, Harvard Business Review, Jan - Feb, Vol. 50.
Serpa Roy (1984) Why many organisations often fail to give employees fair and useful performance reviews, Vol. 73, (7) July, Pp. 41 —45.
This unit also draws on materials from the Open University (UIC) courses;
B800 B5 Core functions in Managing people.
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Employees' training and development
Structure
1.0 Introduction 2.0 Objectives
3.0 What is training and development?
3.1 Responsibility for training 3.2 Thinking about training
3.3 Planned approach to training 3.3.1 Formulation of training policy 3.3.2 Training need analysis 3.3.3 Specifying training objectives 3 .3 .4 Programm e im plementation
3.3.5 Evaluation of training programmes 4.0 Conclusion
5.0 Summary
6.0 Tutor-marked assignment 7.0 References and other resources
1.0 Introduction
One of the objectives of PAS as you can recal , is its use of a check on the effectiveness of other HRM activities. Periodic and effective appraisal and monitoring often highlight obstacles to employee's ability to contribute fully to the objectives of the organisation. Some of these obstacles may centre on the employee lacking the KSA required to perform well and indicate an opportunity to use training to acquire the missing KSA. In this
unit, we shall consider the importance of training and what has to be put in place so as to attain effectiveness in the conduct of training.
2.0 Objectives
After you have read through this unit, you should be able to do the fol owing:
1. Explain what training and development are all about and the difference between them;
2. Explain the responsibility structure for training function in an organisation;
3. Explain the features of a planned approach to the training functions.