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SELECTION INTERNAL-T&D,
PLACEMENT Compensation
PROMOTION EXTERNAL- Rcruitment
Education institutes
Referrals
Information exchange
Demonstration of various skills required, by the applicants
through interviews, tests etc
Selection, Placement & Promotion
Selection approach-fill a position with
specific requirements
Placement approach-the strengths &
weaknesses of the individual are evaluated
& a suitable position is found or even
designed.
Promotion-change to a higher position with
higher responsibilities & required more
advanced skills. It involves higher status &
increase in pay.
Selection Process- Techniques
& Instruments
Establishment of selection criteria
Filling up of application form
Screening interview
Formal interviews
Verification of information
Physical examination
Organisation Structure
Benefits
Performance Appraisal
Importance
Basis of determining who is promotable to a
higher position
To determine determine whether development
efforts are going in the right direction
Appraisal is an integral part of a system of
managing
Purpose/Aim of Performance Appraisals
Assess the employee’s current level of
performance
Identify the strength & weakness of employees
Provide feedback to the employee so that he can
improve his performance
To have a basis for rewarding the employees
To motivate
To identify gaps & assess training & devt. Needs
Employee’s potential
To provide for database for succession strategies
Take decisions related to rewards, punishments
Different approaches to
Appraising
TRAIT Appraisal: the oldest method of appraisal
It is based on personal traits and behavioural
patterns of an employee towards work.
It appraises the ability to get along with people,
leadership quality, analytical competence, judgment,
initiative.
Also includes work-related characteristics as job
knowledge, assignments finished, implementation of
plans & instructions carried out.
Weaknesses
Managers cannot & won’t evaluate
Leaves some employees dissatisfied
Many look at it as another work or paperwork
Appraisal by Objectives
Appraisals are done on the basis of the verifiable
objectives set
Managers determine how well their subordinates set
objectives and how well they have performed
against them
Evaluator checks
Whether goals were reasonably achievable
Reasons that may have helped or hindered in
accomplishing goals
Whether any change in the goals was made or not
Kinds of Appraisals in ABO
Comprehensive review: once a year or as
required. To be supplemented by progress &
periodic review.
Progress or Periodic review: short & informal.
Help pinpoint problems that hinder
performance. open communication. Review
and change in objectives
Continuous monitoring : immediate corrective
actions to be taken to prevent a major
problem
Strengths
Improves managing
Advantage of being operational
Appraisals are done in cooperative and conducive
manner
Weaknesses
People may miss or meet the goals through no
fault of their own.
Managerial abilities are not appraised
Appraisal of Manager as Manager
It focuses attention on what should be expected
of a manager as a manager.
It uses the fundamentals of management as the
standards to evaluate a manager.
The programs involve designing a series of
questions related to each function of
management.
Advantages
Supplement & a check on appraisal of managers
effectiveness in setting & achieving goals.
Rewards of Managing
Managers want to be & should be rewarded for
their contributions.
Managers have different needs, desires &
motives.
Their wants usually include opportunity, power
& income.
Managers have to deal with a lot of stress
because of their desire to use opportunities to
gain power & income.
Stress in Managing
Physical sources
Workload
Irregular work hours
Loss of sleep
Loud noises
Bright & insufficient light
Psychological sources
Boring job
Inability to socialize
Lack of autonomy
Responsibility without authority
Unrealistic objectives
Role ambiguity
Dual-career marriages
Effects of Stress
-losing interest
-inordinate food consumption
-absenteeism
-drug or alcohol abuse
Formulating Career Strategy
Preparation of a Personal Profile- Identify the strengths &
weaknesses. Attitude towards work & other things
Development of long-term personal & professional goals
Analysing the environment – threats & opportunities
Analysis of personal strengths & weaknesses
Develop strategic career alternatives
Formulating Career Strategy ..contd
Monitoring
Training & Development
Manager development – progress a person
makes in learning how to manage
Managerial Training – programs that
facilitates the learning practices
Organisation Development – improve the
effectiveness of groups of people working
together
Manager Development
Need for manager training
Objectives of the enterprise
Availability of managers
Turnover rates
Requirement of job descriptions, specification
Data about training needs
- performance appraisals, interviews, tests
etc
Manager Development Process
Present job:
Next job:
Future needs
Approaches to Manager
Development
On-the job training
Learn while working for the organisation
Competent high-level managers to teach & coach
trainees
Different types of on-the-job
training
Job rotation: broadens the knowledge base of
managers or potential managers.
Create “ASSISTANT” position - allows the trainees
to work closely with experienced managers who act
as mentors or guides.
Temporary promotions
Coaching
Demonstration
Vestibule training
Internal & External Training
Sensitivity Training: -
Small group interactions take place
Focus is on team-building efforts
Sensitivity towards each others feelings
Insight into one’s own behaviour and the way one
appears to others
Feedback from trainer & other group members.
Opinions are expressed freely & openly.
Weaknesses
May prove psychologically harmful
Invasion of privacy
Acceptance : accept
Resistance to Change
Emotional factors
Fear of the unknown
Ego
Group norms
Social displacement
Threat to power & influence
Lack of communication
Economic reasons
Obsolescence of skills
Techniques for initiating
change
Field-Force theory: Kurt Lewin
There are some forces favoring & some
opposing change. This situation is called an
equilibrium.
Equilibrium is maintained by driving forces
and restraining forces.
Three stages in bringing a change
Unfreezing
Changing
Refreezing
How to overcome resistance
Participation
& involvement
Education & communication
Leadership
Organisation Conflict
Within
the individuals
Between individuals
Leadership style
Educational background
Lack of communication
Why some conflict is
necessary
Stimulant for change
Creativity & innovation
Group cohesion
Release of tension/frustration
Managing conflict
Avoidance of the situation
Smoothing
Forcing
Compromising
Rearrangement of tasks & work relations
Change the behavior
Use superior’s authority
Problem-solving
Changes in structure
Organisation Development
Itis a long range program attempting to change
the behavioral attitudes & performance of the
total organisation.
Planned, systematic & continuous process that
focuses on change.
Aims at making the enterprise more effective.
Continuation of phase 1
Intergroup development
Implementation
Systematic critique
Other OD approaches
Survey feedback-collection, organisation,
analysis & feedback of data to participants
Process consultation-consultant facilitates
process within & between groups
Team building-people working together meet
to identify barriers to effective functioning of
the group.