PCMS-BBA 5TH SEM HRM

Concept of job analysis

Detailed knowledge of the nature and requirement of job to be filled is essential
for determining the kind or quality of personnel required. Such knowledge can be
obtained through the process of job analysis. Job analysis is the formal and detailed study
of the jobs. It refers to a scientific and systematic analysis of a job in order to obtain al
pertinent facts about the job.Job analysis can be defined as the process of determining
by observation and study the tasks, which comprises the job, the methods and
equipment used and skills and attitutedes required for successful performance of the
job.
Job analysis therefore provides the following information about the job.
i. Identify the job in terms of its title and code number
ii. The operations and tasks involved in the job including their tming,
significance, complexity and sequence.
iii. Location , physical setting, hazard, and discomforts, supervision given and
received and other significant characteristics of
the job.
iv. Duties involved in the job along with the frequency of occurrence of each duty.
v. Materials, methods and equipments used in performing the job.
vi. Relationship of the job with other jobs in the organisation.
vii. Personal attributes required for performing the job eg. Physical strength,
mental skill, attitudes, experience, training etc.

Process of job anlaysis

The main steps involved in job analysis are as follows.
1. Organisational Analysis: First of all an overall view of various jobs in the
organisation is obtained. This is required to judge the linkage between jobs and the
organisational goals, interrelationships among jobs, and the contribution of various jobs
to efficiency and effectiveness of the organisation. For this purpose background
information is collected in he form of organisational chart, class specification , and work
flow chart. Organisation charts shows the relation of the job with other job in the
organisation. Class specifications describe the general requirement of the job family.
Work flow charts indicates the flow of activities involved in the job.
2. Organising Job Analysis Programme: It is necessary to plan and organise
the programme of job analysis. The company must decide who will be incharge of the
programme and nust assign responsibility. A budget and time schedule should be
developed.
3. Deciding the uses of Job Analysis Information: It has been stated above that
information generated by job analysis can be utilized for practically all functions of
human resource management. It is desirable to focus on new priority areas in which the
job analysis information is to be used. These areas can be decided on the basis of the
needs, priorities and constraints of the particular organisation.

4. Selecting Representative jobs for analysis: It would be highly time

consuming and costly to analyse all the jobs. It is therefore desirable to select a
representative sample of jobs for the purpose of detailed analysis. Priorities of various
jobs needing analysis can also be determined.
5. Collection of Data: In this step data on the characteristics of the job and
qualifications and behaviour required to do the job effectively is collected. Data may be
collected form the employees who actually perform the job, or from supervisors or from
outsiders called the trade job analysist appointed to watch employees performing the job.
Several techniques are available for job analysis. Care should be taken to use only those
techniques which are acceptable and reliable in the given situation.
6. Developing A Job Description: The information collected in the previous step
is used in preparing a job description. This is a written statement that describes in brief
the tasks, duties and responsibilities which need to be discharge for effective job
performance.
7. Preparing a job Specification: The last step in job analysis is to prepare a job
specification or employee specification. This is a written statement which specifies the
personal attributes in terms of education, training, experience and aptitude required to
perform the job.

Methods Of Data Collection

A Variety of sources and methods are used to collect data relating to a job. The
main methods are given below.
1. Job Performance: Under this method, the job analyst actually performs the job
under study to obtain a first hand experience of the actual tasks, physical and social
demand and the environment of the job. This method can be used only for jobs where
skill requirements are low and can, therefore be learnt quickly and easily. This is a time
consuming method and is thereforenot appropriate for job requiring extensive training.
2. Personal Observation: Here the analyst directly observes the wrker or group
engaged in doing the job. The tasks performed, the pace at which activities are carried
out, the working conditions, the hazard involved, etc are observed during a complete
work cycle. The information thus obtained is recorded in a standard format. This method
is appropriate for jobs which involve manual/physical, standarised and short job cycle
activities. Mechanic,weaver are example of such jobs. There are however many aspects
of a job involving mental process and unforeseen circumstances which cant be directly
observed. Observation method can be effective only when the job analyst is skilled
enough to know what to observe and how to analysis what is observed.
3. Interview: The analyst personally interviews the employee, his supervisor and
other concerned person and records answr to revelant questions. A standard format is
used to recordthe data so that the data collected form different employees can be
compared to identify the common and critical aspects of the job. The interviewer uses
standarised interview schedule and asks job related questions in the interview, Interview
is widely used method particularly for job wherein direct observation or actual
performance is not feasible. The following guidelines will hep the analysist to make
interview effective.

a. Prepare for the interviewnotify all interviewers in advance of the purpose of

the study, send the material ( task list, question list etc) to them and fix proper time for
the interview.
b. Introduce yourself so that the worker knows who you are and why you are
there.
c. Show a sincere interest in the worker and job that is analysed
d. Do not try to tell the employee how to do the job.
e. Verify the job information obtained . Remove job inconsistencies and
contradiction in the information collected.
4. Questionnaire: In this method properly drafted questionnaire are sent out to
jobholders. After completion these are returned to supervisors. As the data is often
incoherent and disorganized, it is discussed with job holders. After due correction it is
submitted to job analyst.
The questionnaire method provides compherensive information about a job. It
also enables the analyst to cover a large number of jobholders in the shortest possible
time. Data obtained through a questionnaire can be quantified and processed with the
help of computer. But it is time consuming and costly to prepare a standards
questionnaire. Direct rapport between the analyst and respondents is not possible. In the
absence of a personal touch cooperation and motivation of respondents tend to be low.
5. Critical Incidents: In this methjod the jobholders are asked to describe the job
incidents on the basis of their experience. The incidents so collected anr analysed and
classified according to the job areas they describe. A fairly clear picture of actual job
requirements can be obtained by distinguishing between effective and ineffective
behaviour of workers on the job. However ths method is time consuming. The analyst
require a high degree of skill to analyse the content of description given by worker.
6. Log Records: In this method a diary or log book is given to each job holders.
The job holder daily record the duties performed marking the time at which the time at
which each task is started and finished. The record so maintained provides the
information about the job. This method is time consuming. Moreover, it provides
incomplete data because information concerning working conditions, equipment used and
supervisory relationship is not available from the logbook.. Most employee are not
displined enough to maintained the regular log book. This method is rather useful to jobs
that are difficult to observe eg engineer, scientist, research man, senior manager etc.

Job Description
The data collected through job analysis provides the basis for preparing job descriptions
and job specification. Job description is the functional description of what the job entails.
It is factual and organised statement describing the job in terms of its title, location,
duties, responsibilities, working conditions hazards and relationship with other job. It
tells us what is to be done , how it is to be done and why. The job description gives us the
following uses
job grading and classification
placement of new employees on a job
orientation of new employees towards basic duties and responsibilities
promotion and transfer
work measurement and work improvement
health and fatigue studies.
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Some organisation prepare more than one job description for each job. A brief version
iused to hire the employee anile a detailed version is used for training and development
and evaluating the job.
Contents of Job Description
A Job description normally consists of the following information
Job identification
Job Summary
Job Duties and responsibilities
Working conditions
Social environment
Machine, tools and equipment
Supervision
Relation to other job

Job Specification
Job specification or man specification or employee specification is a statement of
minimum acceptable human required for the proper performance of a job. It is the written
record of the physical, mental, social, psychological and behavioral characteristics which
a person should possess in order to perform the job effectively.
Physical characteristics includes height, weight, chest, vision, hearing, health, age,
voice, hand and foot coordination
Mental characteristics consist of general intelligence, memory, judgment, ability
to concentrate, foresight etc
Social and psychological characteristics comprises emotional stability, flexibility,
personal appearance, manner etc
Other persona characteristics include sex, education, family background, job
experience, hobbies etc.
Job specification tells what kind of person is required for a given job. It serves as
a guide in the recruitement and selection process. It is also helpful n training
advertisement appraisal of employee.
A Job specification normally consists of the following information
Position title
Department
Education and training
Experience
Age
Other attributes like good health, pleasing manner, fluency in
speaking and writing good knowledge of computer etc

Concepts of Job Design

In recent decades, humane resource managers have realized that what an
employee actually does on the job (design of a job). Has considerable influence on his
productivity and job satisfaction. Job analysis helps in developing appropriate design of a
job to improve efficiency and satisfaction. Job design is the process of deciding on the
contents of a job, in terms of its duties and responsibilities, on the method of
carrying out the job in terms of techniques, systems and procedures, and on the
relationships that shoukd exist between the job holder and his superiors,
subordinates and colleagues.
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The main objective of job design is to integrate the needs of individual and
requirements of the organisation. Today educated and creative employees demand well
designed jobs. Therefore increasing attempts are being made to redesign job so as to
improve the quality of working life.

Factors Affecting Job Design

Techniques Of Job Design
Some of the [popular techniques of job design which are used to improve the
motivating potential of jobs are given below.
1.
Job Rotation: It implies the sifting of an employee from one job to
another with out any change in jobs. For example, a back clerk may be sifted from cash
counter to token counter to teller counter and so on. The main advantage of job rotation is
that it relieves the employee form the boredom and monotony of doing a single task. The
employee gets some variety of work, workplace and the peers. Job rotation also helps to
broaden the knowledge and skills of an employee. Management gets employees who can
perform a variety of tasks to meet the future contingencies. This method also improves
the self wage and personal worth of the employee.
Job rotation however has a very limited potential. It doesnot changes the basic
nature of jobs. Moreover shifting of employees may course interruptions in the work
routine of the organisation.
2.
Job Enlargement: It is the process of increasing the scope of a job by
adding more tasks to it. The related tasks are combined. The widened and more complex
job is expected to satisfy the higher order needs of an employees. Due to variety of tasks,
an employee gets the opportunity to make greater use of mind and skills.
eg. In an company there are 3 groups of sales persons for three different sales
functions namely booking orders, delivering the product and providing after sale service.
Under job enlargemtn all the group are combined together so that every sales person
performs all three functions.
Job enlargement reduces the boredom by providing the employee a more
complete or whole job to do.
It helps to increase the interest in work and efficiency.
It is also a method of training and developing more versatile employees.
But it doesnot increase the depthof a job.
Enlarged job require longer training period as there are more tasks to be learned.
3. Job enrichment: It involves designing a job in such a way that it provides
worker greater autonomy for planning and controlling his own performance. It is based
on the assumption that in order to motivate employees, the job itself must provide
opportunity for achievement, recognition, responsibility, advancement, and growth.
Through job enrichment a job is made more interesting and challenging, thereby
removing the narrow specialization.
Job enrichment should differentiated form job enlargement. Job enlargement
involves the horizontal loading of the job by adding a variety of operation which the job
holder performs. On the other hand, job enrichment consists of a vertical loading of the
job so that the jobholder himself controls the planning and execution of the job. In job
enrichment the jobholder is given more work in the same level of responsibility whereas
under the job enrichment the job holder is given greater autonomy and responsibility.
Some of the ways of doing the job enrichment are:
Increasing the scope of a job by adding variety of tasks
Assigning a natural work unit to an employee
Allowing the employee their own standard or target.
Making a employee directly responsible for his performance.
Minimizing the control to provide the freedom to the employee.
Introducing the new and difficult tasks to the employees.
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Recruitment, Selection & Socialisation in Nepal

Recruitment, selection & socialization are an important part for every organisation.
Locating a quality employee, selecting him for a specific and informing him about the
norms, values and climate of organisation is indeed a prominent task any organisation.
In Nepalese contest, because of a large number of qualified job seekers, it is not
difficult to any organization to attract a large pool of candidates. The unskilled,
unqualified mass is also in large number. Nepalese organization has been adopting mix of
internal and external sources of recruitment. Internal recruitment is done through
promotion, transfer & even demotion. Promotion is done through performance evaluation
internal competitive Examination depending upon the rule of the organization & position
the fulfillment of external employee adopt open competition method.
In public enterprises and government the vacancies are filled by series of
recruitment and selection process by public service commission. In some of the post even
the recommendation of respective minister or Cabinet is necessary announcement for
recruitment is done through daily newspaper.
In private sector friends & relatives are the main source of recruitment. In some of
large organization contractors for unskilled employee & through consultancy is also
prominent.
* Due to this pressure fairness lacks while selected Nepotism, favoritism & bending of
rule to suit the favour candidates tends to be widespread.
The ever increasing private banks take the help of media for recruiting person.
The selection process adopted in Nepalese public and government are forms
evaluation, selection test, interview the whole process is conducted by PSC. The
candidates who passed all the hurdles are taken to medical examination which is last step
before hiring decision. The political and government interference to keep own panal
person is also high*
In private Organization though they follow one or the other step for selection,
subjective judgement and recommendation of friends, relatives counts much. Some of the
private banks started taking the help of outside agencies for selection procedure.
Socialization programmes are lacking in Nepalese organization especially for
encounter and metamorphosis stage. The employee has to adopt himself by looking the
organizational climate and out come of his performance. Some organization conduct one
day induction programmes for introducing the employee to other existing employee. The
newly selected employee lost and feels anxious for some day inside the organization.

TRAINING
Concept of training
Training is the process of increasing the know ledge & skills for doing a particular
job. The purpose of training is basically to bridge the gap between job requirement &
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present competence of an employee. Training is job-oriented, short term & management

initiated. Training is required as per the requirement of Job requirement, with the change
in Technology and to make the employee fit for internal mobility.
Training should be distinguished from education training is any process by which
the aptitudes, Skills and abilities of employee, to perform specific job. On the other hand
education is the process of increasing the general knowledge and understanding of
employees. Education is person oriented while training is job-oriented.
The old concept of training as the responsibility of the management has been
changed as joint responsibility of management and the employee.
Importance of Training
A well planned & well executed training programme can provide the following
advantages.
1.
Higher productivity: Training helps to improve the level of performance. Trained
employees perform better by using better method of work.
2.
Better quality of work: In formal training the best methods are standardized and
taught to employees. Improve the quality of product or service.
3.
Less training period: A systematic training programme helps to reduce the time &
cost involved in learning. Employees can more quickly reach the acceptable level
of performance. They need not waste their time & efforts in learning through trial
& error.
4.
Cost Reduction: Trained employees make more economical use of materials &
machinery. Reduction in wastage & spoilage together with increase in
productivity help in minimize cost of operation.
5.
Reduced supervision: Well-trained employees tend to be self confident &
motivate. They need less guidance & control, Supervisory burden is reduced &
the span supervision can be enlarged.
6.
Low Accident rate: Trained personnel adopt the right work method & make use of
prescribed safety advice. The frequency of accident is reduced.
7.
High morale: Proper training can develop the attitudes among employees. Job
satisfaction & morale are improved due to a rise in the earnings & job security of
employees. Opportunities for internal promotion are available to well trained
personnel.
8.
Personal Growth: Training enlarges the knowledge & skills of the participant.
Well trained personnel can grow faster in their career. Training prevents
obsolescence of Knowledge & skills.
9.
Organizational Climate: A sound training programme helps to improve the climate
of an organization. Industrial relations & discipline are improved.
Decentralisation of authority & participative management can be introduced.
Training helps in reduction of employee turnover & absenteeism which gradually
improve the organization Climate.
Training Process:
The training process consists of the following steps
a)
Identifying training Needs: All training activities must be specific needs of the
organization & the individual employees. A training programme should be
launched only after the training needs are assessed clearly & specifically. Training
needs can be identified through organizational analysis through analysis of
objectives, task and role analysis and manpower analysis. Training to a specific
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employee is required to fill the gap between the skills needed for doing a job and
the present skill level of employee.
b)

c)

d)
e)
f)
g)

Training objectives: Once the training needs are identified, the next step is to set
training objectives in concrete terms & to decide the strategies to be adopted to
achieve these objectives. Objectives of training express the gap between the
present the desired performance level. Training objectives should be specific,
measurable & time-bound outcomes. They can be in terms of skills to be taught,
Changes in behaviour or performance result sought
Designing the training programme: In order to achieve the training objectives, an
appropriate training policy is necessary. A training policy represents the
commitment of top management to employee training. The suitable nature of
training method among OJT, Off- the job training, class-room training, internship
training Should be choosed. Several methods are used to provide the organization
should choose the suitability per employee capability & cost constraint.
Select trainees & Trainers: In order to make the training fruitful, right kind of
trainees & effective trainers should be selected otherwise they may break the
programme in between.
Develop budget: As cost is most necessary things for training programme, a good
cost management should be made earlier to let the whole procedure go smoothly.
Adequate budget is needed to do long duration training.
Implement Training: As per the earlier informed time the training should be given
to the target trainees. All trainers & trainees should follow the aforesaid schedule
of training in order to get the necessary expectation from it.
Evaluating Training: The outcomes of training should be evaluated. Performance
factor can also be measured. Evaluation result provides feed back to improve
current activities & plan future training programmes.

Training Methods & Techniques:

1.

O.J.T: In this method the trainee is placed on a regular job & taught the
skills necessary to perform the trainee learns under the guidance and
supervision of the superior or an instructor. The trainee learns by
observing & handling the job. It is called learning by doing.
Several methods are used to provide on the job training example
Coaching, Job rotation, Job instruction training.
The main advantage of OJT is that the trainee learns on the actual
machine in use & in the real environment of Job. He gets a feel of the
actual job. He is better motivated to learn there is no problem of transfer
of training skill to the job secondly this method is very economical as no
additional space equipments are required for training. In the same time
disturbance in learning due to noise of work- place & possible damage to
costly equipment & materials are demerits of this method.
2. Vestibule Training: In this method a training centre called vestibule is
set up & actual job condition are duplicated or simulated in It. Expert
trainers are employed to provide training with the help of equipment &
machines which are identical with those in used at the works place.

In this method the trainees get enough situations to concentrate to

their training & also get the real job conditions but it is costly method use
of additional investment in classroom & equipment.
3.

Apprenticeship Training: In this method the trainee learn by working with

those already skilled in their job. Theoretical instruction & practical
learning are provided to trainees. This is an "earn when you learn" Scheme
to employees. The duration for apprenticeship varies from job to jobgenerally from 2 to 5 years. A master worker guides the trainee. The
examples are plumbers, electricians, accountants etc.
The main advantage of this method is that the trainee acquires
skills which are valuable in the job market but it is time consuming &
most do not keep patience to finish the training.
4.
Internship Training: It is joint programme of training in which educational
institute & business firms cooperate. The goal of this method is to
combine practical experience with classroom-oriented theoretical
knowledge Selected candidates carry on regular studies for the prescribed
period. They also work in some factory or office to acquire practical
knowledge & skills. But it involves a long time period due to slow
process. This method of training is used in professional work eg: MBBS,
CA, Nursing, Secretaries etc.
5.
Class-room training: Under this method, training is provided in company
class rooms or in educational institutions. Lectures, Case studies, group
discussions & audio visual aids used to explain knowledge & skills to the
trainees. Classroom training is suitable for teaching concept & problem
solving skills. It is also useful for orientations & safety training
programmes. Some Companies maintain their own training institutes for
school. Small firms depend on outside schools & course.
Concept of Development
Executive Development is a systematic process of learning & growth by
which managerial personnel gain & apply knowledge, Skills, attitude to manage
the work in the organisation efficiently and effectively. Development consists of
all the means by which executives learn to improve their behaviour &
performance. It is designed to improve the effectiveness of manager in their
present job & to prepare them for higher jobs in future.
Definition: management development includes the process by which
managers & executive acquire not only skills & competency in their present jobs
but also capabilities future managerial tasks of increasing difficulty end scope.
Executive development is a long term process as managerial skill can't be
developed overnight & it is on going & never ending exercise which aims at
preparing managers for better performance helping them to realise their full
potential.
Importance
Development is necessary for the following reasons.
1.
It is important to handle the problems of giant & complex organization to
face increasing competition.
2.
To prepare the manager ready to perform, manage, control the
organizational activities for present and future date.
3.
It is important as it helps managers to cope with the change of
technological & social concept.
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4.

5.
6.

1.

2.

Labour management relations are increasingly complex. Executive require

new & better skills in union negotiation, collective bargaining, grievance
handling etc. Workers are better education & more aware. More competent
managers are needed to manage the modern workforce.
Management of public utilities, state enterprises & Civic bodies is being
professionalized in order to improve operational efficiency.
No organizational can be successful in the long run without a planned
approach to the development of its managerial persons. In the wood of
peter Drucker, an institute that can't produce its own manager will die.
From an overall point of view the ability of an institute to produce
manager is more important than its ability to produce goods efficiently &
cheaply".

Methods of Managerial Development

On the job method
a)
Coaching: In this method, the superior guides instruct the trainee as coach.
The coach sets mutually agreed upon goals suggests how to achieve these
goals, periodically review the trainees progress & suggests changes
required in behaviour & performance.
Coaching can be effective if the coach is a good communicator, an
able motivator & patient listener.
b)
Understudy: An Understudy is a person selected & being trained as the
heir apparent to assume at a future time the full duties & responsibilities of
the position presently help by his superior. In this way a fully trained
person become available to replace a manager during his long absence or
illness, on his retirement, transfer, promotion or death. The junior is
generally assigned tasks which are closely related to the work in his
section & he is deputed to attend executive meetings as a representative of
his superior.
c)
Job Rotation: It involves movement or transfer of executives from one
position or job to another on some planned basis. These persons are
moved from one managerial position to another according to a rotation
schedule. Position rotation is also called job rotation. The aim is to
broaden the knowledge, skills & outlook of executives. Job rotation is
often designed for junior executives.
d)
Planned work assignment: In this method a manager is assigned with work
women gives opportunity to gain experience & develop ability. The work
can be project assignment, leadership role or decision making role.
E)
Selective Readings: managing has become a specialise job requiring a
close touch with the latest development un the field. By reading selected
professional books & journals, managers can keep in touch with the latest
research findings, theories & techniques in management. Reading current
management literature helps to avoid managerial obsolesces. Selective
reading constitute an individual self-development programme for
executives. Many organizations maintain libraries for their executives &
managers are encouraged to continually read & improve their skills.
Off the Job Methods:
a. Lectures/ Seminar: these are formally organized talk by an instructor on
specific topic. Lectures are essential when technical or special information of a
complex nature is to be provided. These can be supplemented by discussion case
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study, demonstrations, audio visual aids & film shows. Lecture method is a simple
way of imparting knowledge to a large no of persons within a short time. It is very
useful when facts concepts, principles, attitudes & problem solving skills are to be
taught. More material can be presented with a given time than by any other
method.
Group discussion is the process in which paper is prepared & presented by
one or more trainees on the selected topic which is followed by a critical
discussion under the guidance of chairman of the discussion.
Case study is the method in which a real or hypothetical business problem
or situation demanding solution is presented in writing to the trainees where
trainees identify & analyse the problem & suggest the most appropriate solution.
b. Sensitivity training. Sensitivity training is a group experience designed
to provide maximum possible opportunity for the individuals to expose their
behaviour, Give & receive feedback, experiment with new behaviour & develop
awareness of self & of others. The trainees are brought together in a free & open
environment where participants discuss themselves. the discussion is lightly
directed by behavioral expert who crates the opportunity to express their idea,
beliefs & attitudes.
c. Management games: Management or business games are designed to be
representative of real life situations. These are classroom simulation exercises in
which teams of individuals complete against one another or against an
environment in order to achieve a given objectives. Management games usually
consists of several teams which represent competing companies . Each team
consists of 2 to 6 members. Teams take decision & attempt to maximise
hypothetical profit in the simulated environment finally result are workout by
each team & compared with those of others. Mngt games are indented to teach
trainees how to take managerial decisions in an integrated manner. The participant
learns by analysing problems & by making trial & error decisions.
Performance Appraisal
Concept of performance appraisal:
The word performance refers to the accomplishment of assigned task &
appraisal is evaluation. P.A is the process of assessing the performance & progress
of an employee or of a group of employee on a given job & his potential for
future development. It consists of all formal procedures used in organization to
evaluate personalities, contributions & potentials of employees. It is the process
of obtaining, analysing and recording information about the relative worth of an
employee.
Formal evaluation is done on the basis of thoughtful judgement reliable
information & an objective basis of HR decision whereas informal evaluation is
based on the perception & impressions of supervisors.
Definition: P.A is the systematic, periodic & is impartial rating of an employee's
excellence in matters pertaining to his present job & his potential for a better job.
It is on going process but evaluations are done periodically in definite plan
and its main purpose is to secure information necessary for making objective &
correct decisions on employees.
The Process of Performance Appraisal
The performance appraisal process follows a set pattern & it consists of
the following steps:
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1.

Establishing performance standards: The appraisal process begins with the setting
up of criteria to be used for valuating the performance of employees the criteria is
specified with the help of a job analysis which reveals the content of a job. This
criteria should be clear, objective & in writing. It work performance can't be
measured, the personal characteristics which contribute to employee performance
must be determined. These characteristics include work quality, honesty, cooperation & teem work, initiative, leadership, safety consciousness, attendance,
learning ability, judgment, sense of responsibility etc.
2.
Communicating the standard: The performance standards specified in the first
step are communicated & explained to the employees so that they come to know
what is expected to them. The standard should also be conveyed to the evaluators.
The reaction of employees to the standard should be obtained. If necessary the
standards may be revised or modified in the light of feedback obtained from the
employees & the evaluators.
3.
Measuring performance: once the performance standards are specified &
accepted, the next stage is the measurement of actual performance. This requires
choosing the right technique of measurement, identifying the internal & external
factors influencing performance & collecting information on results achieved.
Personal observations, written report and face to face contacts are the means of
collecting data on performance. The performance of different employees should
be so measured that it is comparable.
4.
Comparing the actual with standards: Actual performance is compared with the
predetermined performance standards. Such comparison will reveal the deviations
which may be positive or negative. +ve deviation occurs when the actual per
exceeds the standards. On the other hand excess of standard performance over the
actual performance represents ve deviations.
5.
Discussing the appraisal: the result of the appraisal are communicated to &
discussed with the employees. Along with the deviations the reasons behind them
are also analysed & discussed. Such discussion will enable an employee to know
his weaknesses & strengths. He is motivated to improve himself. the impact may
be +ve or ve depending how the appraisal feedback is presented & discussed
with the employee.
6.
Taking corrective actions: Through mutual discussion with employees, the steps
required to improve performance are identified and initiated. Training, coaching
counseling etc are ex. of corrective actions that help to improve performance. The rating
scale method is widely used readily understandable methods and also as several
significant dimensions of the job can be considered in evaluation but the rating gives
equal importance for each trait.

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