Induction

Induction

Orientation or induction is a task of

introducing the new employees to the
organization and its policies, procedures,
and rules.

Removes fears
Creates a good impression
Acts as a valuable source of information

Contents

Steps in Induction
Organizational Issues
Employee benefits
Introductions to job profile
Job Duties

Socialization
Follow Up

Transfer
Change in job assignment in which employee
moves from one job to another in the same
level of hierarchy, requiring similar skills
involving approximately same level of
responsibility, same status and same level of
pay.
May involve promotion and demotion.

Purpose
To
To
To
To
To
To
To
To

meet the organizational requirements

satisfy employee needs
utilize employees better
make the employee more versatile
adjust the workforce
provide relief
reduce conflicts
punish employees

Types of transfer
Production transfer
Replacement transfers
Rotation transfer
Shift transfers
Remedial transfers
Penal transfers

Dr. Niharika

Performance means both BEHAVIOUR and

RESULTS.
Behaviours emanate from the performer and
transform performance from abstraction to
action.
Not just the instruments for results, behaviours
are also outcomes in their own right the product
of mental and physical effort applied to tasks
and can be judged apart from the results

PAS:

PMS:

Emphasis is on

Emphasis is on

relative evaluation of
performance of
individuals
individuals, team & orgn.
Annual exercise
Continuous process
Rewards & recognition Performance rewarding
of good performance
may or may not be
integral part
Designed & monitored
Designed by HR dept. but
by HR department
monitored by respective
Ownership is mostly
dept.
with the HR dept.
Ownership is with the line

It is a method of evaluating the behaviour of employees

in the workspot, normally including both the
quantitative and qualitative aspects of job performance.
Systematic and objective way
Process involves determining and communicating
about ones performance at the job
Identification
Measurement
Management
Carried out periodically
Not based on past performance
Not a job evaluation
Not limited to Calling the fouls

Compensation Decisions
Promotion Decisions
Training and Development programmes
Feedback
Personnel Development

Employer Perspective
Despite imperfect measurement techniques
Documentation of performance appraisal and feedback may
require legal defense
Rational basis for designing bonus and merit system
Appraisal dimensions and standards become a support for
strategic goals and performance expectation
Employee Perspective
Feedback helps to rectify mistake and focus on strengths
Assessment and reorganization of performance levels

Establish performance standards

Communicate the standards
Measure actual performance
Compare actual performance with standards and discuss appraisal
Taking corrective actions, if necessary

Performance Appraisal Methods

IndividualEvaluation
Evaluationmethods
methods
Individual
ConfidentialReport
Report
Confidential
Essayevaluation
evaluation
Essay
Criticalincidents
incidents
Critical
Checklists
Checklists
Graphicrating
ratingscale
scale
Graphic
BARS
BARS
MBO
MBO
Forcedchoice
choiceMethods
Methods
Forced

Multiple-personEvaluation
Evaluation
Multiple-person
Methods
Methods
Ranking
Ranking
PairedComparison
Comparison
Paired
ForcedDistribution
Distribution
Forced

Other
OtherMethods
Methods
Group Appraisal
Group Appraisal
HRA
HRA
Assessment Center
Assessment Center
Field Review
Field Review

Descriptive report widely used in government. The immediate

supervisor highlights strengths and weakness of the subordinate.
Subjective analysis of superior is hotly debated

This technique is normally used with the combination of graphic

rating scale. The factors on which employee is rated are:
Job knowledge and potential
Employees understanding of companys programmes, policies,
Objectives.
Employers relation with co-workers and superiors
Administrative ability
Attitudes and perceptions
Limitations
Highly subjective
Evaluators poor in writing essay
Time constraints

Multiple-person Evaluation Methods

Evaluating one employee in comparison to others

Limitation:
Whole man is compared with another

whole man
It doesnt tell how much better or how
much worse an employee has performed
Very difficult to practice in large group
of employees
Doesnt eliminate the possibility of snap
judgments

ARUP

ARUP

BHAVANA

CHARLES

DILIP

EESHWAR

BHAVANA

CHARLES

DILIP

EESHWAR

+
_

Limitation
Not applicable when group is large

Under this system , the rater is asked to appraise the

employee according to predetermined distribution
scale. The raters bias is sought to be eliminated here
because workers are not placed at higher or lower
end of the scale.
Two criteria normally used here are:
Job performance
Promotability

Managers prepares lists of statements of very effective and

ineffective behaviour of an employee.
Critical incidents represents outstanding or poor behaviour of
employees on job.
Provides objective basis for conducting discussion on employee
performance

Limitations
Negative incidents are more noticeable
Unload a series of complaints
Close supervision

PLANNING SKILL
Can you think of an example of a time when
you needed to prepare a plan in order to do
some project?
What was the project you were involved in?
What was the first thing you thought about when
you began the project?
How did you go about preparing the plan?
What were your specific thoughts as you developed
the plan?
Can you think of a time from the past year or
so when you were faced all at once with many
things that you needed to do?
What did you do in that situation?
What
were
your thoughts
in that situation?
Rating
of Planning
Skill:
What
wereSkill:
you Developing
trying to dological,
in that detailed
situation?
Planning
plans to guide
actions and to accomplish goals.
A

Should be Specific
Focus on Observable behaviours that
have been exhibited on the job
Describe the Context in which the
behaviour occurred
Indicate the Consequences or Outcomes
of the behaviour

RETRANSLATE: Each person is to read out an

incident he/she has generated and the others have
to state which dimension and which performance
level that incident belongs to.
For each incident mark the level of agreement for
both dimension and performance level.
Keep only those items where level of agreement
is more than 80%. The others need to be discussed
until there is some agreement or else should be
discarded.

ASSIGN EFFECTIVENESS VALUES: for all

the incidents that survive retranslation.
Take all the incidents that have remained and
individually assign an effectiveness value on a
7 point scale. 1 = not acceptable & 7 =
excellent.
Discuss and keep only those incidents where
there is agreement on the effectiveness
values.
Try to have incidents that define the middle
and ends of each scale.

A checklists represents in simplest forms, a set of objectives or

descriptive statements about the employee and its behaviour
Limitations:
Assign biased weights to questions
Expensive and time consuming
Difficult for manger to assemble, analyze and weigh a number
of statements

Is the employee really interested in the task assigned?

Is he respected by his colleagues (co-workers)
Does he give respect to his superiors?
Does he follow instructions properly?
Does he make mistakes frequently?

Yes/No
Yes/No
Yes/No
Yes/No
Yes/No

In a Graphic Rating Scale, the rater assesses a

ratee on performance-related characteristics and
personality characteristics,
ie. factors like quantity of work, dependability,
job knowledge, cooperativeness, ability to lead,
interpersonal skills, etc. by using a rating scale.

Selecting the characteristics to evaluate

Deciding the number of points on the scale
Scaling the characteristics
Providing descriptions for each criteria and
each point on the scale

It is a sophisticated way to measure the effectiveness of personnel

management activities and use of people in organization.
The acquisition cost of employees is compared to the replacement
cost from time to time.

Rank Rating
1.
2.
3.
4.

Extremely
good
Good
Slightly
Good
Neither
Poor nor
good

Percentage of surplus/deficit
of contribution to cost of
employees
Over 200
150-200
100-150
0-100

Combination of rating scale and

critical incident techniques of
employee performance appraisal.
Steps to construct BARS:
Collect critical incidents
Identify performance dimensions
Reclassifications of incidents
Assign scale values to the incidents
Producing the final instruments

BARS Dimension: Quality of Group Member

Input
Effective

5
4

Ineffective

Group member has read all agreed-upon

material
Group member has read some agreedupon material

Group member participates in discussions,

though not always prepared

Group member does little work and offers

no valuable ideas or feedback

1 Group member does not attend any meeting

Behavior
Performance

Points

Extremely good

Can expect trainee to make valuable suggestions for increased

sales and to have positive relationships with customers all over
the country.

Good

Can expect to initiate creative ideas for improved sales.

Above average

Can expect to keep in touch with the customers throughout the

year.

Average

Can manage, with difficulty, to deliver the goods in time.

Below average

Can expect to unload the trucks when asked by the supervisor.

Poor

Can expect to inform only a part of the customers.

Extremely poor

Can expect to take extended coffee breaks and roam around

purposelessly.

Based on critical incidents

like BARS
Rating of frequency of critical
incident
based on recollection of rater
Concentrates on critical behaviors
that are actually performed
Critical incident frequency ratings
are summed for an overall rating

The example of questionnaires below designed for a Hotel Receptionist

a. Right question, scale of measurement, and scale attribution for GOOD
BEHAVIOR
Say Thank you for your visits to the customer who leaves the hotel
1 (never)
2
3
4
5 (always)
b. Right question and scale attribution, but wrong scale of measurement for
BAD BEHAVIOR
Show the "sad face" to the customer
1 (never)
2
3
4
5 (always)
c. Right question, scale of measurement, and scale attribution for BAD
BEHAVIOR
Show the "sad face" to the customer
1 (always)
2
3
4
5 (never)
d. WRONG QUESTION, Wrong question, scale of measurement, and
scale attribution
Perform an english conversation with foreigner
1 (poor)
2
3
4
5 (very good)

1. Identify a JOB that every member of the group knows

well and which has a large component of observable
elements.
2. Identify at least five major dimensions of
performance for that job. You can use or adapt the
dimensions that are already provided or generate
your own.
3. Individually generate incidents for each dimension,
using the four categories that are provided.
4. Ensure that the incidents meet the four
characteristics that were discussed, and are actually
observable behaviours, and not inferred traits.

Generate a large no. of behavioural

statements relevant to work
These should represent all levels of
effectiveness
Rules to follow
Express only one thought per statement
Use understandable terminology
Eliminate double negatives
Express thoughts simply and clearly

A panel of experts judges how far each

statement represents effective or ineffective
behaviour
Expert ratings summarised to identify those
statements consistently placed at some point

THE NEED
Despite the sophisticated methods of new
rating formats (e.g BARS), deliberate
distortion of ratings still remains. Such
distortion , undermine the purpose of the
appraisal system.

A rating technique specially

designed to increase objectivity
and to decrease biasing factors in
ratings.
It comprises of the use of
statements that are grouped into
sets according to certain statistical
properties.
Rater is forced to select from
each group of statements a subset
(usually 2) of those statements

Table: Forced Choice Items

1.

2.

Least
Most
A
Does not anticipate difficulties
A
B
Grasps explanations easily and quickly B
C
Does not waste time
C
D
Very easy to talk to
D
Least
Most
A
Can be a leader
A
B
Wastes time on unproductive things
B
C
At all times, cool and calm
C
D
Smart worker
D

Aim of lesson is clearly presented

Repeats questions to whole class before answering
Conducts class in orderly manner
At ease before class
Is patient with slow learners
Lectures with confidence
Keeps interest and attention of class
Acquaints class with lesson objective in advance

Items for forced-choice scales are

arranged according to two statistical
properties of each of the statement.

Favourability Index (FI)

Discriminability Index (DI)

FI = Indicates the extent to which a statement

reflects the niceness, attractiveness, or social
desirability of the behaviour or characteristic it
describes.
DI = Reflects the extent to which a statement
describes a behaviour or a characteristic that
distinguishes superior employees from others.

A tetrad of four statements is provided

In the tetrad all the 4 statements have equal
favourability
2 statements have significantly greater
discriminating power than the other 2.

STATEMENT

DI

FI

At ease before class

0.53

2.35

Conducts class in orderly manner

1.20

2.22

Repeats questions to whole class

before answering

0.57

2.29

Aim of lesson is clearly presented

1.14

2.38

DI

FI

Is patient with slow learners

1.15

2.82

Lectures with confidence

0.54

2.75

Keeps interest and attention of class

1.39

2.89

Acquaints class with lesson objective

in advance

0.79

2.85

STATEMENT

The use of Management By Objectives was

first widely advocated in the 1950s by the noted
management theorist Peter Drucker.
MBO methods of performance appraisal are
results-oriented i.e., they seek to measure
employee performance by examining the extent
to which predetermined work objectives have
been met.

Determination of KPAs
Setting Objectives under each KPA
Observing and Documenting Performance
Periodic Review
Performance Analysis
Facilitating Factors
Individual
FI
Reporting Officer
FRO
Org & Systems
FOS
Environment
FE
Subordinate
FS

Inhibiting Factors
II
IRO
IOS
IE
IS

Performance Rating
Performance Feedback & Further Goal Setting

This system collects performance information from multiple

parties, including ones subordinates, peers, supervisors,
and customers.
Corporations like GE, Thermax, NTPC, SBI, Aditya Birla
group, Thomas Cook, Maftlal Group etc. are using this tools
to measure an individual performance.

Kaplan and Norton model

(1996)
Customer

Financials

Balanced
Scorecard

Learning
& growth

Business
Processes

Customer perspective
Corrective activity
Developmental activity
Balancing compliance
with added value
Financial Measures
Key performance ratios
Financial health
Balancing leading with
trailing indicators

Balanced
Scorecard
Learning and growth
People measures
Knowledge measures
Balancing soft and
hard indicators

Business Processes
Drumbeat
Time, cost, quality
Balancing inputs
and outputs

Balanced
Scorecard
Vision
Mission and CSFs
Strategic Objectives
Structure

Systems

Alliances

Projects

Measures

Targets

Rewards

Culture and values (leadership/style/relationships etc.)

Merits
Evaluate methods applied to achieve targets
Reveals strengths and weknesses in management style
Forces inflexible managers to initiate self-change
Creates an atmosphere of teamwork and improvements
Unearths truths about organizational culture and ambience
Demerits
Ignores performance in terms of reaching goals
Colleagues responses tend to be used biased
Assess deny the truth of negative feedback
The system can be used to humiliate people
Linking findings to rewards can prove to be unfair

Example Retail Strategic

Projects
Measures
themes
Themes
Broadening

the offer
Focus on
Health and
Beauty
Friendly and
Fun
Destination
of Choice

Pharmacy store
expansion
New store
opening
process
Living the
Mission
Category
management

Pharmacy store
sales growth
Brand
Penetration
(Market
Research)
Mystery Shopper
Footfall and
basket size

Sample retail scorecard

Customer perspective
Basket Size
Mystery Shopper index
Footfall
Complaints
Financial Measures
Sales Revenue growth
Return on Turnover
Cost of sales
Shrinkage

Balanced
Scorecard
Learning and growth
Absence level
Stability index
Mission involvement index
Starfish.net ideas

Business Processes
Stock Outs
New store plan vs. actual
Strategic Projects delivery
Supply chain process time

Pygmalion effect
We form certain expectation of people
We communicate it in various ways
People tend to adjust their behaviour as

per expectation
Expectation become true

Dilbert principle
Fallacies of modern business
A cubicle view of bosses
Petrifying performance reviews
Long hours of meetings
Confusion of super high ways
Downsizing to grow sick
Empowerment drama
Quality free total quality
Fiction styles business

Performance management
It is continuous process of identifying, measuring
and developing the performance of individuals
and teams and aligning performance with the
strategic goals of the organization.

Performance Management
Its formal recognition
Its emphasis on both development and

evaluation
Profile displaying individuals strength and
development needs relative to himself rather
than to others.
Its integration of the results achieved with the
means by which they have been achieved
Source: Employee growth through performance management, Beer and Ruh

Corning Situation
Manager trying to judge performance and help

subordinates differentiate between these roles

and to perform effectively but hardly they listed
to their supervisors.
MBO, Performance development, review and
evaluation
Behavioral issues are not taken care of in MBO
Performance description questionnaire,
performance profile, and development interviews

Items from the Performance description Questionnaire

Individual Performance
1. Objects to ideas before they are explained
2. Take the initiative in group meetings
3. Is unable to distinguish between important and unimportant
problems.
4. Has difficulty in meeting project deadlines
5. Gives sufficient attention to detail when seeking solutions
to problems
6. Give poor presentations
7. Sees his problems in light of the problems of others (That
is, does not limit his thinking to his own position or
organizational unit)
8. Offers constructive ideas both within and outside his own
job.

Performance Profile
Individual
Performance

Subordinate A
Strength

Openness to
influence
Constructive
initiative
Work
accomplishme
nt
Supervisory
Performance
Delegation/
Participation
Support for
company
Unit
Improvement
Conflict resolution

Subordinate B
Weakness
Strength

Weakness

Performance profile
Critical incidents converted into behavioral

descriptions
76 items explained through 19 dimensions of
performance were identified
These 19 dimensions where explained through 2
factors : Individual and supervisory performance

Characteristics of Ideal PM System

Strategic congruence
Thoroughness
Practicality
Meaningfulness
Specificity
Identification of effective and ineffective performance
Reliability
Perfection
Ethicality
Standardization