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Internal Sources
External Sources.
For higher levels, internal promotions are recommended. However for lower level,
external sources should be tapped. Therefore, a through knowledge and close lai
sioning of labour market is necessary.
Ques. 5. What is “Career” and why is career planning becoming more important in toda
y’s competitive world?
Ans. The term “Career” specifically means a sequence of positions occupied by a pers
on during the course of his lifetime.
Human Force is a very important factor for the growth of an organization and car
eer planning is becoming an important factor in today’s competitive world. The car
eer planning provides a set of tools and techniques for productive resolution of
conflict between the individuals and the organizations.
The process or activities by the organization to individuals to identify streght
s, weakness, specific goals and jobs that the.
Individual would like to reach or occupy is collectively called ‘ Career planning’.
Career planning has become an important aspect for both individuals and organiza
tions.
Companies who provide fair and reasonable opportunities for satisfying careers a
re able to attract, retain and motivate committed and industrious work force. To
do so the organization could include the following:
Flexi – working hours.
Special couple / Individual counseling.
Supportive, humane, personnel policies to facilitate swift transfers and relocat
ions etc.
Career planning is a very important factor as it helps the individuals to explor
e, choose and strive to derive satisfaction with one’s career related objectives.
Ques 6. Why are employees often unhappy with the performance appraisal done in t
he organization? Discuss the important errors that can happen during performance
appraisal?
Ans. Performance appraisal is an important component of the information and the
control system.
Performance appraisal is a process by which an employee’s contributor to the organ
ization during a specified period of time is assessed. People are recruited for
specific job requirements in the organization and thereby there is a need to app
raisee them of their performances in the organization.
Performance appraisal is a means to:
• Align employee behaviour with strategic objectives.
• Reinforce the values and culture of the organization.
• Encourage managers to develop subordinates.
• Alignment of appraisals with culture.
• Linking regards and punishments to promotion to motivate better performance.
• Manage according to performance.
• Reinforcing and sustaining performance- feedback, praise and improve.
• Determining career progression goals and training needs.
However, the employees are often unhappy with the performance appraisal done in
the organization on the following accounts:
a. Disbelief and non-trust in the appraisal system of the organization.
b. There relationship with their immediate employer is not cordial.
c. Upheaval led superior – subordinate relationship.
d. When some aspect of the appraisal system is not clear with the employee.
It could be any of the following:
• What is he expected to do?
• He thinks he is not being rewarded appropriately to his performance.
• When he thinks he is not being given enough guidance or counseling for the job t
hat he is expected to do etc.
Proper appreciation of the mutuality and reciprocity in the roles in vital for c
larity about the concept of performance. The organization should be very clear w
ith its aims and outcomes of its appraisal and take responsibility to evolve obj
ective parameters to analyze and review performance.
In the performance appraisal system there can be errors during the appraisal, wh
ich could be of the following nature:
a. Rating Scale Errors
This is very common in subjective performance evaluation. May be intentional or
unintentional.
b. Leniency / Strict rating Errors
This is putting of higher / lower rating s than deserved. This entirely depends
on the standards, values, physical and mental setup of the appraiser.
c. Severity Errors
This is less favourable than performance warrants. The rater could be the apprai
ser, superior, peers, client, manager or a consultant.
d. Central Tendency Errors
Most ratings are at or near mid- point. Rating is average on the central line.
e. Halo Effect Errors
Tendency of raters to bias ratings based on feelings towards individual; high co
rrelation between ratings on various facets of performance. Its evaluation on pe
rceived positive quality of the appraisee.
f. First impression Errors
The rater may perceive of some impression at first go on the quality of the appr
aisee.
g. Stereotyping Errors
It is the standard mental picture that a person holds for the person to be asses
sed.
h. Horn Effect Errors
It is the opposite of the hallo effect which is having perceived a negative noti
on of the appraisee.
i. Latest Behavior effect
Sometimes a very obvious behavior or the incident with the appraise leaves an ef
fect on the appraiser, which thereby results, to biased ratings by the rater.
j. Spillover effect error
This is generally the overall assessment of the employee, last / past performanc
es which is considered to judged his current appraisal report.
k. Unintentional error
Cognitive information processing – in short, there are limitations on the cognitiv
e abilities of raters (e.g. memory limitations, may use schema, prototypes that
are not totally accurate, negative halo)
Assignment B
Ques 1. Discuss the need for training and development. Describe how training nee
ds are assessed?
Ans.
Training:
Training is the act of increasing the skills and knowledge of an employee for do
ing a particular job effectively. It is usually meant for technical and non-mana
gerial personnel.
Development:
This term is often viewed as a broad, ongoing multi-faceted set of activities (t
raining activities among them) to bring someone or an organization up to another
threshold of performance. This development often includes a wide variety of met
hods, e.g. orienting about a role, training in wide variety of areas, ongoing tr
aining on the job, coaching, mentoring and forms of self-development. Some view
development as a life-long goal and experience.
Need of training and development:
• Training and development is required to meet the desired expectations and job sp
ecifications.
• It improves job knowledge and skills of employees.
• With proper training of staff the cost of production can be reduced thereby elim
inating or reducing wastage and depreciation.
• The quality of product is also improved if employees are given right training, w
hich leads to lesser wastage and increased productivity. Increased efficiencies
in processes, resulting in financial gains.
• With proper inducement and training of the employee for the job also helps in in
creasing the safety levels on job.
• With proper opportunities of development and training of the employee, it increa
sed his confidence, morale but also leads to job satisfaction and personal growt
h of the employee. This overall motivates the employee.
• With proper development and training, there is reduction of grievances, absentee
ism and rate of labour turnover.
• Training and development of the employee is needed when a performance appraisal
indicates performance improvement is required.
• To “benchmark” the status of improvement so far in the performance improvement effo
t.
• Training induction could also be as a part of succession planning to help and em
ployee is eligible for a planned change in role in the organization.
• To “pilot”, or test, the operation of a new performance management system.
• Training and development programmes help in coping and also increases the capaci
ty to adopt to new technologies and methods required for the job.
Imparting proper knowledge, technical skills, techniques, technology providing t
he right kind of wok attitudes and experience, which is on hands practice of the
job, needs can provide the training.
Training needs assessment:
Training needs can be identified through the following types of analysis:
• Preventive Measures
• Curative Measures
• Safety Measures
Preventive Measures
These include
• Pre-employment and periodic medical check and examination
• Removal of health hazards to the extent possible
• Special attention to those who are more vulnerable to risks
• Educating the employees about health and hygiene
• Training in First aid in case of emergencies or an accident
Curative Measures
In this case curing the employee is the key measure here. This can be done by:
Removing of any psychological blocks, which may occur as to detention / disquali
fication from job if detected for illness etc.
This should be dealt with immediately and be removed.
Safety Measures
These measures of safety have to be dealt with very strongly in any organization
. The top management should pay a significant role in dealing with occupational
health and safety of its employees. This can be done by the following ways:
Active interest of Top – Management is sine qua non for promoting safety:
It is the duty of the Top – Management
To ensure and enforce safety rules at its premises
Conduct periodic reviews and inspections and check for the obsolete and redundan
t equipments in its premises and write them off.
Include safety as one of its agenda in its board meetings.
Allot a special fund for the safety measures and related equipments for the well
being of its employees.
Compliance of statutory measures and enforcement of safety rules:
The management should adopt to humane and not merely to the legislative approach
to the safety not merely to the legislative approach to the safety norms for th
e company.
ASSIGNMENT – C
OBJECTIVE TYPE QUESTIONS