Professional Documents
Culture Documents
HRM Presentation
HRM Presentation
FacultyABHAY NARAYAN SINGH SAKSHI PURI SHAHNAWAZ MIRZA RAVINDER SHARMA RAJ JAISWAL AISHWARYA PRATAP SINGH RAVI DUBEY SHRAVAN SUSHIL GIRI
PERFRORMANCE APPRAISAL IN EDUCATIONAL INSTITUTIONS The excellence of output from an educational institution depends on the quality of their faculty, Institutions which can effectively manage the performance of their faculty and other employees can leave their mark on industry.
The educational institutions need to establish performance management systems in order to show clearly defined causality between reward and performance of personnel. Also, a good and well functioning performance management system would help the educators to make their mark in the organizational setting of their university.
WAYS TO IMPROVE First, knowledge-leveraging and analytical practices are advancing in sophistication and proliferation, aided in part by a host of new software and professional services offerings. These include deploying academic analytics (tools, solutions, and services) to produce actionable intelligence, service-oriented architectures, mash-ups of information/content and services, proven models of course/curriculum reinvention, and changes in faculty practice that improve performance and reduce costs. Incorporate cross-institutional and inter-sectoral comparisons into solutions.
Develop new practices/solutions that ensure the alignment of institutional goals, strategies, initiatives, interventions, outcomes, and measures in a variety of ways, including alignment from institutional to college to department to program levels Develop institution capacity and change culture to encourage evidence-based behaviour and action-focused innovation to improve performance. Fusing institutional research and assessment to create robust institutional effectiveness capabilities Generating the first wave of academic analytics focused on improving admission and student retention and related operational performance by implementing executive dashboards that provide leverage points for improving performance and accountability.
Performance appraisal is not merely for appraisal but is for accomplishment and improvement of performance.
Performance Feedback Employee Training and Development Decisions Validation of Selection Process Promotions Layoff Decisions Compensation Decisions Compensation Decisions Career Development Personal Attention
Essay evaluation- This technique is normally used with a combination of the graphic rating scale. Critical incident technique- By this we can maintains logs on each employee, whereby he periodically records critical incidents of the workers behaviour. At the end of the rating period, these recorded critical incidents are used in the evaluation of the workers' performance. Checklists and weighted checklists- A checklist represents, in its simplest form, a set of objectives or descriptive statements about the employee and his behaviour.
Contd..
Management by Objectives (MBO)i. MBO emphasizes participatively set goals that are tangible, verifiable and measurable
ii. MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished (methods). iii. MBO is a systematic and rational technique that allows management to attain maximum results from available resources by focusing on achievable goals. It allows the subordinate plenty of room to make creative decisions on his own.
2) Multiple person Evaluation Technique- Under this three such frequently used methods in organization are ranking, paired comparison and forced distribution. 3) Other methodsi. Performance test- Testing the performance of the employee. Testing can be a quantitative or qualitative procedure.
ii. Field review technique- In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors personal bias.
6. Feedback techniques (providing constructive feedback) 7. How to deal with non-performers and people who refuse to co-operate 8. Post review actions 9. How to evaluate the performance and rate the employees 10. Standards for performance documentation 11. How to complete a performance appraisal form 12. How to maintain objectivity in the appraisal 13. Questioning techniques for appraisals 14. Responding to employee reactions