the islamic university of gaza- civil engineering...
TRANSCRIPT
Lecture 8. Communicating and Handling Employees After
Performance Appraisals
By
Husam Al-Najar
The Islamic University of Gaza- Civil Engineering Department
Designing Performance appraisal (ENGC 6391 )
what their team members are upto
Performance appraisals enable superiors to know
evaluate their performances
correct feedbacks
know where they are lacking
work on their shortcomings
The term “Performance Appraisal” generally causes anxiety قلق among
employees, which definitely should not be the case.
Do not have to worry about your appraisal if you have worked hard throughout the
year
• There is definitely a certain way appraisals need to be communicated among
employees.
• There are organizations where management tends to create unnecessary hype
.about performance appraisal ضجيج
• In such a scenario, employees think only about their appraisals and find it
extremely difficult to concentrate on their routine affairs.
• The appraisal process certainly should not disturb your daily schedule.
How performance appraisal needs to be communicated among employees
• The rating procedure, appraisal form or any other related information ought to be
sent to each and every individual separately.
• Do not mark a common mail to everyone.
• The appraisal form generally has information about employee’s designation تعيين,
grade, level in the hierarchy, responsibilities and thus must be kept confidential.
• Address their queries, confusions in private. Remember, appraisal is a very
sensitive subject and should be handled gracefully برشاقة.
• Call the employees one by one either in your conference room and try to find out
if they need any help or guidance.
• If you call them in a group, they would never open up. It is unethical to discuss
one’s performance or salary in public
• The increment راتب في زيادة letters or appraisal letters should be handed over to
the employees either by the functional head or human resource team personally.
Employee attrition استنزاف/ انهاك is one of the major problems faced by
organizations after performance appraisal
• Employees who work only for money quit after a salary hike to negotiate further
with any other organization.
• Individuals who do not get satisfactory appraisal in any case get demotivated and
look for a change.
• Any employee who does not agree to his/her appraisal or feel has not got what
he/she deserves needs to be addressed at the earliest.
• Sit with the individual concerned and try to make him/her understand as to why
he/she has got a certain rating.
• Employees cannot always be wrong. If you feel, an employee deserves slightly
more than what he has got, kindly reconsider your decision.
• Remember, it is always better to give a decent salary hike to talented employees
than losing them.
• After all, if they leave, you in any case have to spend time and energy searching for
a replacement.
Employees need to be motivated after their appraisals.
• Congratulate each and every one irrespective of their salary hike or promotion.
• Appreciate everyone for being consistent and most importantly loyal towards the
organization.
• Make sure no one feels left out.
• Sit with them, give them new realistic targets and guide them as to how can they
work together, come out with more innovative ideas and show better
performances in the years to come.
• Performance appraisal should not be the only method to evaluate or
acknowledge employee’s performance.
• Do not be rude to employees who did not perform well. It is absolutely okay to
handhold them and give a second chance.
• Understand where the individual went wrong
• Let them speak and come out with their frustrations
It is often the case that performance appraisals become the bone of contention نقطة
between the managers and their subordinates due to differences over ratings الخالف
and the resultant pay hikes and the quantum of bonuses.
Employees Leave Managers Instead of Organizations due to Perceptions of
Discrimination
research showing that 80% of all employees who quit do so due to differences
with their managers, there is a need for organizations to take the employee
performance appraisals seriously and ensure that there is transparency and
accountability
Performance Appraisals Cannot be Solely Data Driven
• It is also the case that the entire performance appraisal cannot be fully and
purely data-driven as the manager’s feedback to the employees has to be based
on perceptions of performance in as much as it based on data.
• There are aspects such as soft skills and other parameters where data cannot be
the sole criterion for the appraisals.
• There are also aspects such as team player and other attributes that are based
on subjective feedback and where data alone cannot suffice.
• Apart from this, the fact that the bell curve method of rankings and ratings which
is based on relative performance rather than absolute numbers means that no
matter how much organizations try, the performance appraisal process cannot be
solely data driven.
• The fact that performance ratings are both an indicator of personal performance
as well as relative performance means that there has to be an approach that
combines data and relative performance without being too subjective.
Combination of Algorithm and Personal Perceptions can Help
This is where many organizations are experimenting with algorithmic driven
performance appraisals wherein the combination of data-driven absolute
performance is then fed into the Algorithm or the Artificial Intelligence driven
software to ensure that there is a measure of both relative as well as absolute
performance.
Employee Discipline التزام and Features of a Sound Disciplinary System
Discipline means systematically conducting the business by the organizational
members who strictly adhere to the essential rules and regulations.
• These employees/organizational members work together as a team so as to
achieve organizational mission as well as vision and they truly understand that
the individual and group aims and desires must be matched so as to ensure
organizational success.
• A disciplined employee will be organized and an organized employee will be
disciplined always.
• Employee behavior is the base of discipline in an organization. Discipline implies
confirming with the code of conduct السلوكية القواعد established by the organization.
Discipline in an organization ensures productivity and efficiency. It encourages
harmony and co-operation among employees as well as acts as a morale
booster for the employees المعنوية الروح تعزيز . In absence of discipline, there will be
chaos confusion, corruption and disobedience in an organization , فوضى
Discipline and
organizational
discipline
obedience orderliness
maintenance of proper
subordination among
employees
Work recognition
fair and equitable
treatment of
employees
appropriate salary
structure
effective
grievance
handling
job-security
Discipline is viewed from two
angles/dimensions
Positive Discipline: implies
discipline without punishment. The
main aim is to ensure and encourage
self-discipline among the employees.
The employees in this case identify
the group objectives as their own
objectives and strive hard to achieve
them. The employees follow and
adhere to the rules and regulations
not due to the fear of punishment but
due to the inherent desire to
harmonize in achieving organizational
goals. Employees exercise self-
control to meet these goals
Negative Discipline: Employees
adhere to rules and regulations in fear
of punishment which may be in form of
fines, penalties, demotions or
transfers. In this case, the employees
do not perceive organizational goals
as their own goals. The action taken
by the management to ensure desired
standard of behavior/code of conduct
from the employees in an organization
is called negative discipline. The fear
of punishment prevents the employees
from going off-track يمنع العقاب من الخوف
الصحيح المسار عن الخروج من الموظفين
Characteristics of a Sound Disciplinary System (Red Hot Stove Rule)
Mc Gregor propounded the “red hot stove rule”
1. Immediate- Just as when you touch a red hot stove, the burn is immediate,
similarly the penalty for violation should be immediate/ immediate disciplinary action
must be taken for violation of rules.
2. Consistent- Just as a red hot stove burns everyone in same manner; likewise,
there should be high consistency in a sound disciplinary system.
3. Impersonal- Just as a person is burned because he touches the red hot stove and
not because of any personal feelings, likewise, impersonality should be maintained
by refraining from personal or subjective feelings.
4. Prior warning and notice- Just as an individual has a warning when he moves
closer to the stove that he would be burned on touching it, likewise, a sound
disciplinary system should give advance warning to the employees as to the
implications of not conforming to the standards of behavior/code of conduct in an
organization.
a sound disciplinary system presupposes
1. Acquaintance/Knowledge of rules- The employees should be well aware of the
desired code of conduct/ standards of behavior in the organization. This code of
discipline should be published in employee handbook.
2. Timely action- Timely enquiry التحقيق should be conducted for breaking the code
of conduct in an organization. The more later the enquiry is made, the more
forgetful one becomes and the more he feels that punishment is not deserved.
3. Fair and just action- There should be same punishment for same offence/
misconduct. There should be no favoritism محسوبية. Discipline should be uniformly
enforced always.
4. Positive approach- The disciplinary system should be preventive and not
punitive. Concentrate on preventing misconduct and not on imposing penalties. The
employees should not only be explained the reason for actions taken against them
but also how such fines and penalties can be avoided in future.
Grievance may be any genuine or imaginary feeling of dissatisfaction or injustice
which an employee experiences about his job and it’s nature, about the
management policies and procedures.
• It must be expressed by the employee and brought to the notice of the
management and the organization.
• Grievances take the form of collective disputes when they are not resolved.
• Also they will then lower the morale and efficiency of the employees.
• Unattended grievances result in frustration, dissatisfaction, low productivity, lack
of interest in work, absenteeism, etc.
• In short, grievance arises when employees’ expectations are not fulfilled from the
organization as a result of which a feeling of discontentment السخط and
dissatisfaction arises.
• This dissatisfaction must crop up ينبثق from employment issues and not from
personal issues.
Grievance may result from the following factors
a. Improper working conditions such as strict production standards, unsafe
workplace, bad relation with managers, etc.
b. Irrational معقول غير management policies such as overtime, transfers, demotions,
inappropriate salary structure, etc.
c. Violation of organizational rules and practices
manage grievance effectively
1.Quick action
• As soon as the grievance arises, it should be identified and resolved.
• Training must be given to the managers to effectively and timely manage a
grievance.
• This will lower the detrimental effects ضار تأثير of grievance on the employees
and their performance.
2. Acknowledging grievance
• The manager must acknowledge the grievance put forward by the employee as
manifestation of true and real feelings of the employees. يعترف أن المدير على يجب
للموظفين الحقيقية المشاعر على كدليل الموظف قدمه الذي بالتظلم
• Acknowledgement by the manager implies that the manager is eager to look
into the complaint impartially and without any bias.
This will create a conducive work environment with instances of grievance
reduced. التظلم حاالت تقليل مع مواتية عمل بيئة خلق إلى هذا سيؤدي
3. Gathering facts
• The managers should gather appropriate and sufficient facts explaining the
grievance’s nature.
• A record of such facts must be maintained so that these can be used in later
stage of grievance redressal.
4. Examining the causes of grievance
• The actual cause of grievance should be identified.
• Accordingly remedial actions should be taken to prevent repetition of the
grievance
5. Decision
• After identifying the causes of grievance, alternative course of actions اإلجراءات مسار
should be thought of to manage the grievance.
• The effect of each course of action on the existing and future management
policies and procedure should be analyzed and accordingly decision should be
taken by the manager.
6. Execution and review
• The manager should execute the decision quickly, ignoring the fact, that it may or
may not hurt the employees concerned. بسرعة القرار تنفيذ المدير على يجب
• After implementing the decision, a follow-up must be there to ensure that the
grievance has been resolved completely and adequately
Employee Training and training Methods
Training implies enhancing the skills and knowledge of the employees for
performing a specific job. Training tries to improve employees’ performance in
current job and prepares them for future job. The crucial consequence of training is
learning.
Objectives of Employee Training Programs
• To prepare employees to meet the varying and challenging needs of the job and
organization.
• To provide knowledge and skills to new entrants and to help them to perform
their role and job well.
• To coach employees for more complex and higher level jobs.
• To educate employees new and innovative ways and techniques of performing
job.
Benefits of Trained Employees
• Trained employees do not require tight control and supervision as they are well
aware of how to perform a job.
• Trained employees can show higher performance by making optimum and best
utilization of the materials, tools, equipment's and other resources provided to
them.
• Trained employees minimize wastages of resources in the organization and work
both efficiently and effectively.
• Training makes employees more committed to an organization as the employees
are provided with growth, advancement and learning opportunities.
• Training develops a line of proficient and skilled managers as it prepares
employees for complex and higher level tasks.
• Trained employees adjust to the job better and there are fewer rates of
absenteeism and turnover.
• Trained employees produce quality and quantity output.
• Trained employees enable the organization to face competition from rival firms
المتنافسة الشركات .
• Trained employees can respond and adapt to the changing technology well.
• Trained employees become more proficient and, thus, their earning potential
increase.
Steps in Employee Training Program
1. Identifying the training needs- The training needs of each employee should be
identified.
Programs should be developed that are best suited to their needs.
What Is a Training Needs Assessment (TNA)?
• A TNA is the process to determine whether training to address a performance
gap is necessary.
• Training might be appropriate when the performance issue is a “can’t do” issue:
1) Poor performance (resulting from a knowledge or skill deficiency).
2) Lack of basic skills (reading, writing, technology, math skills).
3) Legislation or policies requiring new knowledge or skills.
4) New technology.
5) A customer request for new products or services.
6) Higher performance standards.
7) New jobs.
Needs Assessment Tools
Performance Measures
Ranking
Grading
Scoring
Rating
Surveys
Questionnaires
Interviewing
Focus Groups
Observations
Three Types of TNA Analyses
To align training with business strategy and to
ensure there are resources and managerial support
for training
Organizational Analysis
To identify the important work-related tasks and
knowledge, skills, behaviors, abilities (KSBAs);
determine if the content and activities are consistent
with trainee on-the-job experience; and to develop
measurable and relevant content, objectives and
methods.
Task Analysis
To ensure that trainees have the basic skills,
motivation, prerequisite skills or confidence
Person Analysis
Important terms
is the difference between what is and what should be.
(what results are) vs. (what results should be)
Gap
is what people need to know, such as subject matter,
concepts, or facts, in order to do a job.
Knowledge
are what people must know in order to perform a job Skills or Abilities
are the knowledge, skills, attitudes, values, motivation, and
beliefs people must have in order to be successful in a job
Competencies
are predicated on the assumption that groups of people
have needs that are not being met or addressed adequately.
When people are aware of such needs, the awareness is
often expressed as demands. When they are not aware, the
needs are said to be latent. NAs seek to uncover unmet
needs, both recognized and latent
Unmet needs
Key Concerns of Upper- and Midlevel Managers and Trainers in Needs
Assessment
Three Types of
TNA Analyses Upper-Level Managers Midlevel Managers Trainers
Organizational
Analysis
Is training important to
achieve our business
objectives?
How does training
support our business
strategy?
Do I want to spend
money on training?
How much?
Do I have the budget to
buy training services?
Will managers support
training?
Person
Analysis
What functions or
business units need
training?
Who should be trained?
Managers?
Professionals?
Core employees?
How will I identify
which employees need
training?
Task Analysis Does the company have
the people with the
knowledge, skills, and
ability needed to
compete in the
marketplace?
For what jobs can
training make the
biggest difference in
product quality or
customer service?
What tasks should be
trained?
What knowledge, skills,
ability, or other
characteristics are
necessary?
Causes and Outcomes of Needs Assessment
Outcomes What is the Context? Reasons or
“Pressure Points”
• What Trainees Need to
Learn
• Who Receives Training
• Type of Training
• Frequency of Training
• Buy Versus Build
Training Decision
• Training Versus Other
HR Options Such as
Selection or Job
Redesign
• How Training Should
Be Evaluated
• Legislation
• Lack of Basic Skills
• Poor Performance
• New Technology
• Customer Requests
• New Products
• Higher Performance
Standards
• New Jobs
Organization
Analysis
Person
Analysis
Task
Analysis In What Do
They Need
Training?
Organization Analysis
An Organization Analysis involves determining the
• Appropriateness of training given the organization’s strategy.
• Resources (financial and development) available for training and transfer after training.
• Support by managers and peers for training and transfer.
Person/Learner Analysis The person/learner analysis involves
• Determining whether performance deficiencies result from a lack of knowledge, skill,
behavior or ability (a training issue) or from a motivational or work design problem.
• Identifying who needs the training; who has a deficiency.
• Determining readiness for training: basic skills, motivation, self-efficacy
Task Analysis
Task Analysis involves
• Identifying the important work-related tasks and knowledge, skills, behaviors and
abilities (KSBAs) that must be emphasized in training.
• Data sources: Subject matter experts (SMEs), managers, exemplary employees.
Da
ta fo
r a
Pe
rso
n/L
ea
rne
r A
na
lysis
Person Characteristics
• Basic Skills
• Self-Efficiency
• Awareness of Timing Needs, Career Interests, Goals
Input
• Understand What, How, When to Perform
• Situational Constraints
• Social Support
• Opportunity to Perform
Output
• Expectations for Learning and Performance
Consequences
• Norms
• Benefits
• Rewards
Feedback
• Frequency
• Specificity
• Detail
Process for analyzing the factors that influence employee performance and learning
Motivation to Learn
Learning Performance
2. Prepare the trainer- The trainer must do his home work well.
He should know both what to teach and how to teach.
Time management is required by the trainer.
Training should be delivered in such a manner that the trainee should not loose the
interest in the job.
3. Prepare the trainee- The trainee should remain active during training.
He should know that why is he being trained.
He should put across the trainer questions and doubts.
The trainee should be put at ease مرتاح during the training program.
4. Explain and demonstrate the operations- The trainer should explain the
logical sequence of the job.
The trainee should perform the job systematically and explain the complete job he
is performing.
His mistakes should be rectified and the complex step should be done for him
once.
When the trainee demonstrates that he can do the job in right manner, he is left to
himself. لنفسه يترك فإنه ، الصحيحة بالطريقة بالعمل القيام على قادر أنه المتدرب يثبت عندما
Through repetitive practices, the trainee acquires more skill.
5. Follow up and feedback- The trainee should be given feedback on how well he
performed the job.
He should be asked to give a feedback on the effectiveness of training program.
Methods of Training Employees
1. Induction Training 2. Refresher Training
4. Off the job Training
Seminars/Conferences Simulation Exercise Vestibule Trainings
3. O
n th
e J
ob
Tra
inin
gs
Co
ach
ing
Jo
b R
ota
tion
1. Induction Training
• Induction training is often given to new employees to make them feel a part of
the organization.
• How do you think an individual can perform if he/she is not familiar with the
policies and rules and regulations of the organization? You can’t expect an
individual to deliver results on the first day itself.
• You need to welcome your employees well for them to feel motivated and
comfortable.
• Induction programs need to be designed sensibly.
• Too much of information on the day of joining will frighten the new employee and
believe me, he/she will not come from the next day onwards.
• Induction programs help new employees to get acquainted with the work culture
and fellow workers.
• Induction programs need to be short, crisp but informative.
2. Refresher Training
• Refresher trainings are designed for existing employees to refresh them and
also help them acquire new skills and technologies to keep pace with the
changing times.
• Such training programs prepare employees for more responsible positions.
3. On the Job Trainings
• On the job trainings are given to employees at the workplace itself by their
superiors and Bosses.
• Managers ought to sit with their team members on a regular basis, train them on
new technologies, skill sets to help them cope with the changes.
• On the job trainings are given to employees along with their jobs itself and make
them capable to handle bigger responsibilities.
• On the Job trainings are imparted by any of the following methods:
a. Coaching - Coaching is also defined as learning by doing and handling various
ongoing projects. In this method of training, team manager assigns certain job
responsibilities to team members, monitors their performance, points out their
mistakes, provides them feedbacks and also suggestions for improvement.
b. Job Rotation employees move from one position to another, thus acquiring new
skills and learnings. Job rotation acquaints individuals with newer roles and
challenges and makes them capable of performing any type of task
4. Off the job Training
Off the job trainings are given outside the workplace.
Off the job trainings can be provided by any of the following methods:
a. Seminars/Conferences
Seminars and conferences are effective when training needs to be given to a larger
audience.
Relevant information, latest developments, new technologies and case studies are
discussed on a common platform to acquaint employees with على الموظفين اطالع new
skill sets.
b. Simulation Exercise
Simulation exercises train the employees in an artificial environment which closely
resembles the employee’s actual working conditions.
c. Vestibule Trainings
employees practice work on the instrument/equipment which they would be using
in future when they would be actually working.