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Human Resource Interventions

Goal Setting
Goal is anything an individual is trying to accomplish and is the object of action. Goals provide direction to organizations. They enhance their operation, contribute to group maintenance and development, and give group members a sense of cohesion.

The purpose of the goal-setting conversation is to decide what each employee and department's key accomplishments should be in the coming year.

WHY SET GOALS?

Most effective method for changing behavior Gets better results than "Do your best!" goals Emphasizes employee development Is a communication vehicle between supervisor and employee Leads to more effective, positive performance reviews Reduces subjectivity Encourages performance improvements and strategies

People work better if they know what the goals of the organization are. If people have clear ideas about what they hope to accomplish, their chances of accomplishment are enhanced. Intrinsic goals produce more energy then extrinsic goals; therefore, people will work better if they set the goals for their own jobs. Progress is measured in terms of what one is trying to make progress toward. People are more comfortable in their job situation when they know how they will be evaluated.

ASSUMPTIONS

A D V A N T A G E S

Enhances the accomplishment of a desired end and enables one to know where he is going. Reinforces the principles of participative management, establishes the proper environment for constructive feedback, and enhances communication between the individual and the officers. Facilitates a fair and clear evaluation of performance of the organization.

It is sometimes difficult to quantify and qualify what our goals/actions should be Goal setting takes time - initially the members must be introduced to the process, develop necessary skills, implement procedures and record evaluations Goal setting can be a giant verbal game of paper shuffling exercises - the process can be easily distorted

B A R R I E R S

Performance Appraisal
A performance appraisal is a review and discussion of an employee's performance of assigned duties and responsibilities. The appraisal is based on results obtained by the employee in his/her job, not on the employee's personality characteristics. It provides a way to help identify areas for performance enhancement and to help promote professional growth. It should not, however, be considered the supervisor's only communication tool.

Two Primary Purposes

Intended to inform people of their performance standing. The collected performance data are frequently used to reward high performance and to punish poor performance.

EVALUATIVE
Intended to identify problems in employees performing the assigned task. The collected performance data are used to provide necessary skill training or professional development. .

DEVELOPMENTAL

WHAT TO EVALUATE?

Traits. Many employees are assessed according to


their traits, such as personality, aptitudes, attitudes, skills, and abilities.

Behaviors. Desirable behaviors can be identified


and assessed in the belief that such behaviors lead to successful performance. Such behavior-focused assessment encourages employees to adopt desirable behavioral patterns in the workplace.

Task outcomes. When information about task


outcomes is readily available, it is the most appropriate factor to use in evaluating performance. When an organization has a clear and measurable goal as in the case of a sales force, this approach is recommended.

Performance Appraisal METHODS

GRAPHIC RATING SCALE

Simplest and most popular method for performance appraisal. . A manager rates each employee on the listed areas according to a numerical score.

BEHAVIORALLY ANCHORED RATING SCALE (BARS)

Offers rating scales for actual behaviors that exemplify various levels of performance.

is a written essay about an employee's job performance prepared by a rater. The essay typically describes the rate's job-related behaviors and performance.

NARRATIVE TECHNIQUE

CRITICAL-INCIDENT METHOD which involves keeping a running log of

effective and ineffective job performance..

MULTIPERSON COMPARISON METHOD

Asks raters to compare one person's performance with that of one or more others. It is intended to effectively eliminate the possibility of giving the same rating to all employees.

Career Planning
Career planning is the process by which one selects career goals and the path to these goals.

Why is there a NEED for Career Planning?

1. To attract competent persons and to retain them in the organization. 2. To provide suitable promotional opportunities.

3. To enable the employees to develop and take them ready to meet the future challenges.
4. To increase the utilization of managerial reserves within an organization. 5. To correct employee placement.

6. To reduce employee dissatisfaction and turnover.


7. To improve motivation and morale.

LIMITATIONS for Career Planning

1. Dual

among women, number of female employees in on increase. With this, the dual career families have also been on increase. Consequently, one of those family members might face the problem of transfer. This has become a complicated problem to organizations. Consequently other employees may be at disadvantage.
much advancement. Employees cannot get promotions despite their career plans and development in such jobs.

Career Families: - With the increase in career orientation

2. Low

ceiling careers: -Some careers do not have scope for

3.

Declining Career Opportunities: -Career

opportunities for certain categories reach the declining stage due to the influence of the technological or economic factors. Solution for such problem is career shift.

4. Downsizing/De-layering

process reengineering, technological changes and business environmental factors force the business firms to restructure the organizations by de-layering and downsizing. Downsizing activities result in fixing some employees, and degrading some other employees.

and careers: - Business

Career Development
Career development is an organized planning method used to match the needs of a business with the career goals of employees.

The most important aspect of career development is that every employee must accept his/her responsibility for development.

Steps Involved in Career Development

Needs: Defining the present system i.e. this step


involves in the conducting a needs assessment as in a training program.

Vision: The needs of the career system must be


linked with the interventions. An ideal career development system known as the vision links the needs with the interventions.

Action Plan: An action plan should be formulated


in order to achieve the vision. The support of the top management should be obtained in this process

Enhance each employee's current job performance. Enable individuals to take advantage of future job opportunities. Fulfill agencies' goals for a dynamic and effective workforce.

PURPOSE OF CAREER DEVELOPMENT

Workforce Diversity Management


Workforce diversity is a function of the similarities and differences among employees in such characteristics as age, gender, ethnic heritage, physical ability or disability, race and sexual orientation. (Pantea&Pantea, 2007)

PARAMETERS TO GAUGE DIVERSITY

Region Gender Community- representing the population Race Age Ethnicity Physical abilities/qualities Sexual affection/orientation Educational background Income levels Marital status Parental status Religious beliefs Work experience

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