Process of influencing the expectations, behaviour and attitudes of a new employee desirable to the organsation
Human resource management
Ensuring the organisation has right number of people with skills, knowledge, abilities, competencies, at an affordable cost, who are motivated and committed to achieving the aims of organisation
Performance appraisal and purpose (2)
Formally assessing someone's work accomplishment
Purposes: Evaluation and development
Sources of Performance (3)
1. Objective Production Data
2. Personnel Data
3. Judgemental Data (ratings)
Quantitative Data Implications
Variability is outside employees control
Rarely tell whole story
Personnel Data
Use of employment data
Difficult to tell whether absenteeism is excused or not
Not relevant in all jobs
Judgemental Data
Subjective Evaluations of employees (e.g graphic rating scale)
Most often completed by supervisors
Relatively quick and easy
Check-lists of traits related to high performance in jobs
Advanced Judgemental Data
Critical Incident Technique- Keeps a log of someone's effective and ineffective job behaviours
Behaviourally anchored rating scale (BARS)
uses specific descriptions of actual behaviours to rate various levels of performance
Can be used for developing anchors for BARS
Types of relative ratings
Rank ordering
Paired comparisons
Forced Distribution
Alternatives to super visionary appraisal
Peer Appraisal
Upward Appraisal
360 degree Appraisal
Job Satisfaction
Measure of quality of work life
The positive and negative feelings about work
Happy or sad
Aspects of job satisfaction (5)
1. Pay
2. Tasks
3. Supervision
4. Co workers
5. Advancement Opportunity
Job Involvement
The extent which and individual is dedicated to a job
Organisation Commitment
Loyalty of an individual to the organisation
Meaning of work
work can be a source of happiness which brings about social responsibility for the organisation