HRM 1 Chap 4&5
HRM 1 Chap 4&5
HRM 1 Chap 4&5
Apprenticeship?
Work and study method (classroom and OJT)
IN
HELP ORGANIZATION
MOTIVATE EMPLOYEES TO RESPOND TO DYNAMIC
PERFORM HIS/HER JOB MARKET CONDITIONS AND
WELL. CHANGING CUSTOMER
DEMANDS
GLOBAL CHALLENGE
In the advent of borderless society, cross-cultural training is important
as it helps to prepare employees and their families for possible overseas
assignments
QUALITY CHALLENGE
As a result of the ever increasing emphasis on quality, employers are
now training employees to create high-quality products and services.
INTERVIEWS OBSERVATION
DOCUMENT
EXAMINATION
SURVEY
QUESTIONNAIRE FOCUS GROUP
NEEDS ASSESSMENT PROCESS
1 2 3
ORGANIZATIONA L PERSON /
ANALYSIS
PERFORMANCE TASK ANALYSIS
ANALYSIS
NEEDS ASSESSMENT PROCESS
1 2 3
consideration.
In redesigning through job
1 2 3
ORGANIZATIONA
INSTRUCTIONAL L AND INDIVIDUAL AND
OBJECTIVES DEPARTMENTAL GROWTH
OBJECTIVES OBJECTIVES
IMPORTANCE OF
TRAINING OBJECTIVES
T H E T R A I NI NG OBJECTIVES
ACTUALLY LEAD THE DESIGN
OF TRAINING.
ESTABLISHING
REVIEWING THE
RAPPORT W I T H
AGENDA
PARTICIPANTS
5. TRAINING EVALUATION
1 2
FEEDBACK RESEARCH
PROCESS OF TRAINING
EVALUATION
THIS PHASE IS
DESIGNED TO
THIS IS THE PHASE A T DETERMINE WHETHER
WHICH INSTRUCTION IS TRAINING GIVEN HAD
STARTED. THIS THE DESIRED EFFECT
THE LEARNER'S SKILLS
AND KNOWLEDGE ARE USUALLY CONSISTS OF AT INDIVIDUAL
ASSESSED BEFORE THE SHORT TESTS A T DEPARTMENTS AND
TRAINING. REGULAR INTERVALS. ORGANIZATIONAL
LEVELS
MEASURE OF SUCCESS FOR TRAINING
PROGRAM
01 02 03 04
Reaction Behavior
of the Learning of the
Learner Level Leader Results
TRAINING OPTIONS
OUTSOURCING PRODUCT-RELATED TRAINING
ANALYSIS # 2
1 2 3
JOB
COACHING/MEN INSTRUCTION
JOB ROTATION
TORING TECHNIQUE
(JIT)
PERFORMANCE REVIEW AND
APPRAISAL
PERFORMANCE
Performance may be defined then as the accomplishment of an
employee or manager's assigned duties and outcomes produced on a
specified job function or activity during a specified time period.
PERFORMANCE REVIEW
a systematic description and review of an individual's job
performance.
PERFORMANCE MANAGEMENT
an ongoing communication process, undertaken in partnership
between an employee and his/her immediate supervisor.
W H Y MEASURE PERFORMANCE?
1 2
FOCUSING ON THE FOCUSING ON THE
EMPLOYEES’ PAST EMPLOYEES’
PERFORMANCE DEVELOPMENT
COMMON FLAWS IDENTIFIED W I T H
PERFORMANCE REVIEW SYSTEM
DESIGN
1 2
ORGANIZATIONS TYING PERFORMANCE
L I M I T PERFORMANCE REVIEW TO
REVIEW EMPLOYEE SALARY
REVIEW
O
01 02 03 04
05 06 07
RELEVANT
HOULD MEASURE EACH
PERFORMANCE
EMPLOYEE'S
DIMENSIONS ARE
PERFORMANCE
DETERMINED BY THE
WITHOUT BEING
DUTIES AND
RESPONSIBILITIES PRODUCED CONSISTENT CONTAMINATED BY
CONTAINED IN THE JOB AND REPEATABLE FACTORS THAT AN
DESCRIPTION. EVALUATION. EMPLOYEE CANNOT
CONTROL
1 Quantity
MATRIX FOR
2 Quality
EMPLOYEE
3 Timeliness
PERFORMANCE
4 Cost
5 Absenteeism/Tardiness
6 Creativity
7 Adherence t o Policy
Gossiping and other
8
personal habits
Personal
9
Appearance/Grooming
WHO SHOULD
1 Manager/Supervisor Appraisal
EVALUATE
PERFORMANCE? 2 Self-Appraisal
3 Subordinates Appraisal
4 Peer Appraisal
5 Customer/Supplier
6 Team Appraisal
7 Assessment Center
360-Degree or "Full-Circle"
8 Appraisal
PERFORMANCE EVALUATION PROCESS
CORRECTING
INFORMATION FEEDBACK SUBSTANDARD
GOAL SETTING
DESSIMINATION EVALUATION RESULT PERFORMANCE
1 2 3
RANKING METHOD
Ranking the employee from the most efficient to the least capable on
each trait or quality to be used in judging the employees’ performance
or just simply ranking the employee from best to worst.
FORCED DISTRIBUTION
is a method of performance appraisal that ranks employees through a
rater that is asked to rate employees in some fixed distribution of
categories such as superior, above average, average, below average,
and poor.
INDIVIDUAL 1 Critical Incident Method
Checklist and Weighted
EVALUATION 2
Checklist M e t h o d
METHOD
3 Graphic Ratings Scales
Behaviorally Anchored Rating
4
Scales (BARS)
Management by Objectives
5
(MBO)
M u l t i - r a t e r Assessment o r the
6 360-degree Performance
Feedback
Seven Tips f o r
Creating a W o r l d - 1 Design t h e F o r m F i r s t
4 T r a i n all appraises
5 O r i e n t all appraises
6 Use t h e Result
7 M o n i t o r and revise t h e p r o g r a m
Performance 1 Halo E f f e c t
Appraisals
2 Recency E f f e c t
problems and
3 Previous Performance Bias
solutions
Leniency/Harshness/Strictness
4
Error
5 Central Tendency
6 Carelessness
7 Bias
UTILIZING TRAINING TO DEAL W I T H
COMPETITIVE CHALENGES
THE PROBLEM
Individual differences among ratees in terms of characteristics like age, race,
sex, and religious and political affiliations.
THE SOLUTION
When rating employees, the manager must consider the same relevant
behaviors for all employees supervised. Individual differences and other
nonperformance factors should not affect performance appraisal ratings.