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Unit 3 Managing employee performance and training - Coggle Diagram
Unit 3
Managing employee performance and training
Performance Management:
The process through which managers ensure that employees activities and outputs contribute to organisational goals
Importance of performance management:
competitive business environment
Businesses a child partnership
Human resource need fulfilment
Integrated motivational tool
Long term impact ancestry level outcomes
Quantifiable management
Fairness and equality in management
Performance Appraisal:
Involves the identification measurement and management of human performance in organisations
Performance appraisal process:
Establish performance standards with employees
Mutually set majorable goals
Measures actual performance
Compare actual performance with standards
Discuss the please with employee
If necessary take corrective actions
Performance appraisal method:
Traditional method:
Graphic rating scales
Straight ranking method
Paired comparison matter
Critical incident methods
Group appraisal Methods
Checklist method
Modern methods:
This behaviourally anchored rating scales
Management by objectives
Psychological appraisals
Human resource accounting
Assessment Centre
360ﾟ performance Appraisals
Training:
The organised procedure by which people learn knowledge and skill for a definite purpose
Scope:
Technique incompanies policies and procedures
Training in particular skills
Training and human relations skills
Is training in problem solving skills
Is training in managerial and supervisory skills
Process of training
1.Assessment of organisational objectives and strategies
2.Training needs assessment
3.Establishment of training Goals
4.Designing training and development program
5.Execution of training program
6.Evaluation of results
Types of training
Induction training
Competency based training
Knowledge training
Skill streaming
Cross functional training
Diversity training
Team training
Creativity training
Management development:
Systematic process of training and growth by which individuals gain and apply knowledge skills insights and attitudes to manage orientation effectively
Process:
Step1 : Evaluating the organisation's strategic needs
Step2. : Assessing competences and skills of managers
Step 3: Formulating strategies for development of managers
Limitations:
Lack of top management support
Refusal to change
Miss communication
Lack of an action plan
Absence of job security
Social inhibition
Stress industrial relations
Training needs assessment:
The process for identifying and prioritising gaps between current and desired results
E-learning:
Use of network technology to design deliver select administer an extent learning
Advantages:
Flexibility accessibility and convenience
Close platform
Browser software and Internet are widely available
Inexpensive world wide distribution
Is of updating information
No travel cost and time saving
Training efficiency is increasing significantly
Evaluation of training effectiveness:
Any attempt to obtain information on the effects of training program and to assess the value of training in the light of that information
Kirkpatrick model of training effectiveness:
Developed by- Donald Kirkpatrick
Level1: How did participants react to the program
Level2: To what extent did participants improve knowledge and skills and change attitudes as a result of training
Level3: To what extended participants change the behaviour back in the work place as a result of training
Level 4: What organisational benefits resulted from the training