SEM IV Performance Management Context: The relationship between the organisation and its members/employees has become more

centered on work output on account of changes in the environment. Its implications are seen in a greater emphasis on close monitoring and measurement of the output. At the same time, employees have gained in competence and mobility, thus demanding more autonomy. These countervailing forces need to be balanced. Objectives: At the end of the course the student should be able to: 1. Describe the components of a PM system and its process 2. Define the requirements for effectiveness of a PM system 3. Assess and evaluate the outcomes and consequences of a given PM system Contents: 1. Evolution of Performance management merit rating of workers, performance appraisal, confidential reports, problems faced in these systems. Changes in the environment competition, technology, rising compensation, job market expansion. 2. Measurement of performance Key Result areas, performance indicators, problems of measurement of teamwork. 3. Goal-setting business plans, operating plans, team and individual targets. Dimensions of performance, conduct & behaviour, self-development, citizenship. Negotiations. 4. Resource mobilisation physical, manpower, knowledge and information. 5. Review process Peer-review, 360 degrees, reverse appraisal, midterm and terminal reviews, corrections, feedback, counselling. 6. Rewards & benefits normalisation of ratings, inter-departmental comparisons, interlevel comparisons, issues of equity. 7. Training needs potential vs performance use of performance records for succession planning. 8. Problems, issues and trends in organisations in India. Inputs from Organisation processes M Planning and Selection Output to Compensation and Benefits Organisation Development

Recommended Books Text Books

1) Chadha, P. Performance Management: It's About Performing: Not Just Appraising. New Delhi. Macmillan India Limited. 2003, Pp. Xxvi, 474 2) Rao, T V. Performance Management And Appraisal Systems: Hr Tools For Global Competitiveness. New Delhi. Response Books. 2007, Pp. Xix, 330 3) Rao, T.V. Rao, R. 360 Degree Feedback And Performance Management Systems. Vol.No.1, New Delhi. Excel Books. 2003, Pp. Xviii, 304 4) Rao, T.V. Rao, R 360 Degree Feedback And Performance Management Systems. Vol.No.2, Excel Books, New Delhi. 2003, Pp.Xii, 267 5) Armstrong, M. Baron, A Performance Management: A Strategic And Integrated Approach To Achieve Success. Mumbai. Jaico Publishing House.. 2006 ,Pp. Reference Books 1. Armstrong, M. Armstrong's Handbook Of Performance Management: An Evidence-Based Guide To Delivering High Performance. New Delhi. Kogan Page India Pvt. Ltd.2010, X, 382 2. Saks, A.M. Haccoun, R.R. Performance Management: Through Training And Development. New Delhi. Cengage Learning India Pvt.Ltd.2009, Pp.307 3. Ramani, V.V. Performance Management Systems: Case Studies. Hyderabad .Icfai University Press,2006, Pp.Vii, 193 4. Aguinis, H. Performance Management. New Delhi. Pearson Education Pvt.Ltd..2007,304 5. Armstrong, M. Armstrong's Handbook Of Reward Management Practice Improving Performance Through Reward. New Delhi. Kogan Page India Pvt. Ltd.,2010, Pp.Vii, 472 6. Thomas, M. High-Performance Consulting Skills: The Internal Consultant's Guide To Value-Added Performance. New Delhi. Viva Books Private Ltd., 2010, Pp.286 7. Sullivan, J. Rethinking Strategic Hr: Hr's Role In Building A Performance Culture. New Delhi. Wolters Kluwer (India) Pvt.Ltd.2009.Pp.Xiv, 436 8. Wardell, C. Gary, L. Motivating People For Improved Performance. Boston. Harvard Business School Press.2005,Pp.Viii, 191 9. Neale, S. Spencer-Arnell, L. Emotional Intelligence Coaching: Improving Performance For Leaders, Coaches And The Individual. New Delhi Kogan Page India Pvt. Ltd.2009.Pp.Vii, 230 10. Prasad, G.B.R.K. Corporate Performance Improvement: A Practitioner's Perspective. Hyderabad. Icfai University Press.2008,Pp.Vi, 167 11. Porter, M.E. Competitive Advantage: Creating And Sustaining Superior Performance. New York. Free Press, 2004 Pp. Xxiv, 557 12. Harrison, N. Improving Employee Performance. New Delhi. Kogan Page India Pvt. Ltd.2009,Pp.Iv, 123 13. Buytendijk, F. Performance Leadership: The Next Practices To Motivate Your People, Align Stakeholders. And Lead Your Industry. New Delhi. Tata McgrawHill Publishing Company Limited, 2009, Ix, 302 14. Stuart-Kotze, R. Performance: The Secrets Of Successful Behaviour. New Delhi. Pearson Education Pvt.Ltd, 2008, Pp.Xii, 250 15. Spencer, L.M. Spencer, S.M., Competence At Work: Models For Superior Performance. New York, John Wiley & Sons, Inc.,.2008, Pp.Xii, 372

16. Drucker, P.F. Eccles, R.G. Harvard Business Review On Measuring Corporate Performance. Boston. Harvard Business School Press.1998, Pp.229 17. Bagchi, S. High Performance Entrepreneur: Golden Rules For Success In Today's World. New Delhi. Penguin Portfolio.2006.244 18. Stiffler, M.A. Performance: Creating The Performance-Driven Organization. New Delhi. John Wiley & Sons.2006, Pp.Viii, 204 19. Rampersad, H.K. Total Performance Scorecard: Redefining Management To Achieve Performance With Integrity. New Delhi. Elsevier India Pvt.Ltd.2004, Pp.Xx, 332 20. Costello, S.J., Effective Performance Management, Tata Mcgraw-Hill Publishing Company Limited, New Delhi. 21. Cardy, R.L., Performance Management: Concepts, Skills, And Exercises. New Delhi .Prentice-Hall Of India Private Limited, 22. National Press, Peak Performance How To Get The Best From Yourself, Your Co-Workers, & Your Staff , Mumbai. 23. Jaico Moores, R. Management Performance And Development Manual. New Delhi .Penguin Books. 24. Harvard Business. Essentials Performance Management: Measure And Improve The Effectiveness Of Your Employees. Boston. Harvard Business School Press. 2006, Pp. 25. Reddy, S. Performance Management: Concepts And Cases. Cfai University Press. Hyderabad 2006 26. Verweire, K. Berghe, Lutgart Van Den. Integrated Performance Management: A Guide To Strategy Implementation. . New Delhi. Sage Publications India Pvt. Ltd 2005 27. Armstrong, M. Performance Management: Key Strategies And Practical Guidelines. New Delhi. Kogan Page India Pvt. Ltd.,2007, Pp.216

ORGANISATION DEVELOPMENT Context: `Organisation Development is not a panacea for all the problems of organisation.' It is necessary to remember this in the world of today, when OD has gained in popularity and prestige. It is a strategy for intelligently facing the requirements of a changing world. Objectives: The course aims at enabling student to a) describe the broad perspective of the field b) analyse the implications of OD activities and c) evaluate various strategies and models of OD. Outline: 1. Concept and history of OD - Laboratory training, Survey Research, Action Research - Underlying assumptions and values. 2. Nature of OD - Operational Components, Foundations & 3. Action Research - Process & Approach. 4. OD Interventions interventions. - Team, Intergroup, Interpersonal, Comprehensive interventions, Structural Characteristics.

5. Major issues - Power & Politics, Research, Future Trends. Recommended Text Text Books 1. French, W.L. Bell, C.H. Organisation Development: Behavioural Science interventions for Organization Improvement. New Delhi. Prentice Hall of India Pvt. Ltd.2006, PP. xv, 343 2. Margulies, RAI, A.P. Organisation Development. New Delhi. Tata McGraw-Hill Publishing Co. Ltd., 1. Burke, W.W. Organization Development: A Process Of Learning And Changing. Massachusetts. Addison- Wesley. Longman, Inc.1998 5. Cummings, Thomas. G. Organization Development & Change. Australia. Thomson Learning.2004 Reference Books 1. Brown, D.R. Harvey, D. An Experiential Approach to Organization Development. New Delhi Pearson Education Pvt. Ltd. 2006, PP. 2. Bell, C.H. French, W. L. Organization Development and Transformation: Managing Effective Change. New Delhi. Prentice-Hall Of India Private Limited. 2006, PP. xiii, 506 3. Amuthalakshmi, P. Krishnan, U. Organization Development: Intervention in Indian Business. Chennai. Armoise Trust.2005, PP. viii, 280 4. Greiner, L. Schein, V. Power And Organization Development: Mobilizing Power To Implement Change. Massachusetts. Addison-Wesley .Longman, Inc.1998, PP. xiii, 184

5. Nadler, D.A. Feedback And Organization Development: Using Data-Based Methods. vol.No.27. Massachusetts Addison-Wesley. Longman, Inc.,1998, PP. xviii, 203 6. Lawler, E.E. Pay And Organization Development. vol.No.21. Massachusetts. Addison-Wesley Longman, Inc.1998, Pp.250 7. Schein, E.H. Process Consultation: Its Role In Organization Development. Vol : IVol.No.16. Massachusetts Addison-Wesley. Longman, Inc. 1998, Pp.230 8.Rao, T.V. Ramnarayan, S. Organizational Development : Intereventions And Strategies .New Delhi. Response Books (A Division Of Sage Publications India Pvt. Ltd.).1998, 1,408 9. Ghanekar, A. Essentials Of Organization Development. Pune .Everest Publishing House.2010,Pp.510 10. Verma, P. Organization Development: Intervention Strategies. Hyderabad. Icfai University Press.2007,Pp.Ix, 255 11.Gregory, J .Mead, R. An Experiential Approach To Organization Development. New Delhi. Pearson Education Pvt.Ltd.2006.Pp.528 12.Amuthalakshmi, P. Krishnan, U. Organization Development: Intervention In Indian Business. Chennai. Armoise Trust,2005, Pp.Viii, 280 13.Mankidy, Aruna. Rao, K.V. Organizational Development And Human Resources Development. New Delhi. Macmillan India Limited.2003,Pp.Viii, 368 14.Kaagan, S.S. Leadership Games: Experiential Learning For Organizational Development. New Delhi. Response Books (A Division Of Sage Publications India Pvt. Ltd.)1999,Pp.Xxv, 187 15.Dogra, D. Ishwar Dayal On Management: Organisational Development & Change. New Delhi. Ane Books India.2006,Pp.Xii, 257