A PROJECT REPORT
in partial fulfillment o f the requirement
for the award of the degree
HUMAN RESOURECE MANAGEMENT
3.PROCESS OF PERFORMANCE MANAGEMENT
KMC CONSTRUCTION LTD.
INTRODUCTION TO PERFORMANCE MANAGEMENT AND APPRAISAL
Human Resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager’s responsibility, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently “People are our most valuable asset” is a cliché, which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized. The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop ‘cultural awareness’, product / process / organization knowledge and experience for new staff members. FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
Following are the various functions of Human Resource Management that are essential for the effective functioning of the organization: 1. Recruitment
4. Performance Appraisal
5. Training & Development
The process of recruitment begins after manpower requirements are determined in terms of quality through job analysis and quantity through forecasting and planning. Selection
The selection is the process of ascertaining whether or not candidates possess the requisite qualifications, training and experience required. Induction
a) Induction is the technique by which a new employee is rehabilitated into the changed surroundings and introduced to the practices, policies and purposes of the organization.
An organization’s goals can be achieved only when people put in their best efforts. How to ascertain whether an employee has shown his or her best performance on a given job? The answer is performance appraisal. Employee assessment is one of the fundamental jobs of HRM. But not an easy one though. This chapter is devoted to a detailed discussion of the nature and process of conducting performance appraisal.
Performance Appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview, in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and development of skills. In many organizations but not all appraisal results are used, either directly or indirectly, to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poor performance who may require some form of counseling, or in extreme cases, demotions, dismissal or decreases in pay.
Few issues in management stir up more controversy than performance appraisal. There are many reputable sources researchers, management commentators, psychometricians who have expressed doubts about the validity and reliability of the performance appraisal process. Some have even suggested that the process is so inherently flawed that it may be impossible to perfect it. At the other extreme, there are many strong advocates of performance appraisal. Some view it as potentially their most crucial aspect of organization life...