Professional Documents
Culture Documents
Indus Psych Notes
Indus Psych Notes
PERFORMANCE APPRAISAL
Performance - The accomplishment of a given task measured against preset known standards of
accuracy, completeness, cost, and speed.
Performance Appraisal methods of gauging or assessing the quality of work. The results of these
evaluations have an important bearing in your future they determine whether or not you will be
promoted.
Refers to the process by which an individuals work performance is assessed
The formal process of observing and evaluating an employees performance
Provides a review and evaluation of an individual's job performance.
1. Promotion: Performance Appraisal helps the supervisors to chalk out the promotion
programmes for efficient employees. In this regards, inefficient workers can be dismissed or
demoted in case.
2. Compensation: Performance Appraisal helps in chalking out compensation packages for
employees. Merit rating is possible through performance appraisal. Performance Appraisal tries
to give worth to a performance. Compensation packages which includes bonus, high salary
rates, extra benefits, allowances and pre-requisites are dependent on performance appraisal.
The criteria should be merit rather than seniority.
3. Employees Development: The systematic procedure of performance appraisal helps the
supervisors to frame training policies and programmes. It helps to analyse strengths and
weaknesses of employees so that new jobs can be designed for efficient employees. It also
helps in framing future development programmes.
4. Selection Validation: Performance Appraisal helps the supervisors to understand the validity
and importance of the selection procedure. The supervisors come to know the validity and
thereby the strengths and weaknesses of selection procedure. Future changes in selection
methods can be made in this regard.
5. Communication: For an organization, effective communication between employees and
employers is very important. Through performance appraisal, communication can be sought for
in the following ways:
a. Through performance appraisal, the employers can understand and accept skills of
subordinates.
b. The subordinates can also understand and create a trust and confidence in superiors.
c. It also helps in maintaining cordial and congenial labour management relationship.
d. It develops the spirit of work and boosts the morale of employees.
5. Forced-Choice Technique
raters are presented with a
series of descriptive
statements (in pairs or groups of three or four) and asked
to select the phrase that describes the same employee.
6. Checklist under this method, a checklist is prepared by
the HR manager and is forwarded to the rater. May
include list of questions (depicting behavior and job
performance of employee) and the rater has to answer
them in just YES or NO form.
7. Critical Incident
Method used to evaluate
the ability of employees to work during
such situation.
- Under this method, the rater
keeps record of effective as well as
ineffective behaviors of individual
employee at the workplace.
To set standards for each field so that professional growth of personnel will be fairly measured
and enhanced
To support the staff in their understanding and focus of work expectations and skills development
To enhance employees personal growth
To have more efficient employees and develop loyalty to the company
To develop quality career practices and growth in the profession
To ensure maximum efficiency on the performance of functions, duties, responsibilities and
improve employee more
To have high qualified employees who are fit for the job
To continuously update and upgrade competencies to meet demands and government policies
To align employees with current trends in the market and technology
To increase chances for promotion and other job opportunities
LEADERSHIP IN ORGANIZATIONS
APPROACHES TO LEADERSHIP
1. Trait Approach emphasizes personal attributes of leaders
- Born not made
- Good supervision a selection problem
- Good leaders good in all situations
2. Situational Approach focuses on the dynamic interactions between leaders and followers
3. Behavioral Approach leaders can be trained to function well
- Good leaders do certain things
- Leaders made not born
THEORIES OF LEADERSHIP
Contingency Theory leaders
effectiveness is determined by the
interaction between the leaders
personal characteristics and some
aspects of the situation. Fielder
classifies leaders as primarily
person oriented or task oriented.
According to Fielder, in extreme
situations (highly favorable or
highly unfavorable), the task-
oriented leader will be more
effective
Path-Goal Theory focuses on
the kinds of behavior a leader
should exercise to allow
subordinates achieve their goals.
Specifically, the theory states that
leaders can increase their
subordinates satisfaction and
performance by giving rewards that are contingent on reaching performance goals.
Normative Decision Theory focuses on one aspect of leadership, decision-making decision. It
attempts to prescribe behaviors for leaders in decision-making situation. The word normative
refers to a norm or standard behavior considered to be the correct one.
LEADERSHIP STYLES
Headship leaders are imposed on the group by external sources
Authoritarian dictatorial and tyrannical, and its leaders exercise absolute political, economic
and social power
Democratic places a large measure of power in the hands of the people who are able, through
vote, to influence the major issues affecting the country.
INDUSTRIAL PSYCHOLOGY MIDTERM NOTES
Laissez faire characterized by the absence of leadership. The group is left to its own devices;
there is no external interference.
Transformational - approach that causes change in individuals and social systems. In its ideal
form, it creates valuable and positive change in the followers with the end goal of developing
followers into leaders.
Charismatic relies on the charm and persuasiveness of the leader. Charismatic leaders are
driven by their convictions and commitment to their cause.
Servant leadership - leaders place the interests and needs of their followers ahead of their own self-
interests and needs. Generally, they value the development of their followers, building their
communities, acting authentically, and sharing power.
FUNCTION OF LEADERS
Effective managers:
1. Creating a feeling of approval
2. Developing personal relations
3. Providing fair treatment
4. Equitable rule enforcement
ORGANIZATIONAL PSYCHOLOGY
Characteristics of Leaders
Supervisors
Executives
Women in Management
INDUSTRIAL PSYCHOLOGY MIDTERM NOTES
Employee Motivation - refers to the "psychological forces that determine the direction of a person's
behavior in an organization, a person's level of effort and a person's level of persistence
Theories:
1. Need Achievement Theory the desire to accomplish
something, to do a good job, to be the best. Those who possess
this need derive great satisfaction from their achievement and
are motivated to excel in everything they undertake.
2. Needs-Hierarchy Theory human needs are arranged in a
hierarchy of importance. According to Maslow, people
constantly desire better circumstances; they always want what
they do not yet have.
5. Job Characteristics Theory - designed by Hackman and Oldham, is based on the idea that the
task itself is key to employee motivation. Job enrichment and job rotation are the two ways of
adding variety and challenge to a job and encourage workplace motivation. It states that there
are five core job characteristics (skill variety, task identity, task significance, autonomy, and
feedback) which impact three critical psychological states (experienced meaningfulness,
experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing
work outcomes (job satisfaction, absenteeism, workplace motivation, etc.). The five core job
characteristics can be combined to form a motivating potential score (MPS) for a job, which can
be used as an index of how likely a job is to affect an employee's attitudes and behaviors.
6. Expectancy Theory - individual motivation to put forth more or less effort is determined by a
rational calculation in which individuals evaluate their situation. According to this theory,
individuals ask themselves three questions. The first question is whether the person believes that
high levels of effort will lead to outcomes of interest, such as performance or success. This
perception is labeled expectancy. The second question is the degree to which the person
believes that performance is related to subsequent outcomes, such as rewards. This perception
is labeled instrumentality. Finally, individuals are also concerned about the value of the rewards
awaiting them as a result of performance. The anticipated satisfaction that will result from an
outcome is labeled valence.
7. Goal Setting Theory developed by Edwin Locke, also has common-sense appeal and is clearly
relevant to the world of work. Locke argues that our primary motivation in a work situation can be
defined in terms of our desire to achieve a particular goal.
8. Equity Theory - John Stacey Adams' equity theory helps explain why pay and conditions alone
don't determine motivation. It also explains why giving one person a promotion or pay rise can
have a demotivating effect on others.
INDUSTRIAL PSYCHOLOGY MIDTERM NOTES
JOB SATISFACTION (also referred to as morale) -is an employee's attitudinal response to his or her
organization.
- As an attitude, job satisfaction is summarized in the evaluative component and
composed of cognitive, affective, behavioral components. As with all attitudes,
the relationship between satisfaction and behavior, most specifically job
performance and membership, is complex.
Affective Component - This component represents the feeling evoked by the organization. Does
thinking about and association with the organization evoke pleasurable or uncomfortable
feelings; feelings of anger or joy; feelings of security or stress; feelings of affirmation or
invalidation?
Factors affecting the Job Satisfaction
Age
Sex
Race
Intelligence
Use of Skills
Personality
Occupational Level
Elements:
Vigor: high levels of energy and resilience, willingness to invest effort, and not easily fatigued,
and persistence in the face of difficulties.
Absorption: totally and happily engrossed in their work and having difficulties detaching oneself
form it.
Dedication: identify with their work because it is experienced and meaningful, inspiring, and
challenging.