Training, Performance Appraisal, And Rewards By Mrs. Alva 393yb

TRAINING, PERFORMANCE APPRAISAL, AND REWARD SYSTEM A report by: MRS. MARILYN D. ALVA MAEd- Educational Management

18-1

I. Topic Outline A. Training 1. Defining Training 2. Training vs. Development 3. Importance of Training 4. Types of Workers Training 5. Training Process Model 6. Methods of Training 7. Importance and Advantages of a wellplanned Training Program

18-2

I. Topic Outline (cont.) B. Performance Appraisal 1. Defining Performance Appraisal 2. Uses of Performance Appraisal 3. Methods of Performance Appraisal 4. Potential Errors in Performance Appraisal 5. Factors Associated with Effective Performance 6. Overcoming Performance Appraisal Errors

18-3

I. Topic Outline (cont.) C. Reward System 1. Defining Reward 2. The 4Ps of Reward 3. Objectives of Reward 4. General Model of Reward System in an Organization 6. Why rewards fail to motivate employees 18-4

A. 1. Training Defined • It is an organization’s planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job. • Training can benefit the organization when it is linked to organizational needs and when it motivates employees. 18-5

2. Difference Between Training

and Development

Training focuses on specific job knowledge and skill that is to be applied in the short run.

Development focuses on broad knowledge and insights that may be required for adaptation to environmental demands in the future. 18-6

3. Importance of Training 1. Respond to technology changes affecting job requirements. 2. Respond to organizational restructuring. 3. Adapt to increased diversity of the workforce. 4. career development. 5. Fulfill employee need for growth. 18-7

4. Types of Training 1. Skills Training 2. Retraining 3. CrossFunctional. 4. Team Training

5. Creativity Training 6. Literacy Training 7. Diversity Training 8. Customer Service 18-8

5. Training Process Model

I. Needs Assessment

II. Developing & Conducting Training

III. Evaluating Training

6. Methods of training o o o o

Classroom Instruction Video and Film Computer Assisted Instruction Computer Assisted Instruction with Video o Simulation/Vestibule o Off the job training

18-10

7. a. Importance of Well-Organized Training Program • Every training program of a company must be well-planned to become effective. • With training so essential in today’s organizations, it is important to provide training that is effective. • An effective training program teaches what it is designed to teach.

18-11

7. b. Advantages of a well-planned Training Program • Orientation provides how workers with the general information about the organization. • New workers are instructed in the specific requirements of the joy they are to perform as outlined in a clear, accurate, comprehensive job description.

18-12

7. b. Advantages of a well-planned Training Program • Advantage of by-product of training is that accident, spoiled work and damage to equipment and machinery can be kept to a minimum by well-trained workers. • Dissatisfaction, absenteeism, complains and turnover can be greatly reduced where workers are well-trained.

18-13

B. Performance Appraisal 1. Defining Performance Appraisal oProcess that involves determining and communicating to employees how they are performing their jobs and establishing a plan for improvement. oTo work effectively, performance appraisals must be ed by documentation and a commitment by management to make them fair and effective. 18-14

2. Purposes of Performance Appraisal

1. Evaluation 2. and development

18-15

Functions of performance appraisal. o Define the specific job criteria against which performance will be measured. o Measure past job performance accurately. o Justify rewards, thereby differentiating between high and low performance. o Define ratee’s needed development experiences. 18-16

Uses of Performance Appraisal • • • • •

to employees Self-development Reward System Personnel Decision Timing and development

18-17

Performance Appraisal Methods o o o o o o o o o o

Graphic Rating Scale Forced Choice Management by Objectives Essay Type Method Critical incidents Ranking and Paired Comparison Behavioral Anchored Rating Scale (BARS) Weighted Checklist Forced Distribution 360 Degree Appraisal

18-18

Graphic Rating Scale

Figure 18.3 18-19

Forced-Choice Rating

Figure 18.6 18-20

Checklist

Figure 18.4 18-21

Forced Distribution Curve

Figure 18.7 18-22

Potential Errors in Performance Appraisal Process Halo Effect

Central Tendency

The "halo" effect occurs when a supervisor’s rating of a subordinates on one trait biases the rating of that person on other traits

A tendency to rate all employees the same way, such as rating them all average

18-23

Potential Errors in Performance Appraisal Process Leniency

Bias

The problem that occurs when a supervisory has a tendency to rate all subordinates either high or low

The tendency to allow individual differences such as age, race, and sex affect the appraisal rates these employees receives.

18-24

Overcoming Performance Appraisal Errors •

•

• •

Do’s include: Base performance appraisal on job performance only and not other factors unrelated to the job. Use only those rating scales that are relevant to the job itself and are indicators of job performance and attainment. Sincerely work at the appraisal interview process. Be problem solving oriented.

Don’ts include: • Don’t criticize. Be proactive. • Carefully avoid the halo effect and leniency errors. • Don’t dominate conversations about performance. Encourage employees to speak and to address issues in the evaluation process themselves. • Avoid general prescriptions to fix performance. Always present concrete and realizable objectives.

18-25

C. Reward System • It is a management discipline that concerns on the formulation and implementation of strategies and policies, the purposes of which are to reward employees fairly, equitably and consistently in accordance with their value to the organization. • It deals with design, implementation and maintenance of reward systems (processes, practices, procedures) that aim to meet the needs of both the organization and its stakeholders. 18-26

2. The 4Ps of Reward • Pay • Salary, bonus, shares, etc.

• Praise • Positive , commendation, staff-ofthe-year award, etc.

• Promotion • Status, career elevation, secondment, etc.

• Punishment • Disciplinary action, withholding pay, or criticism, etc 18-27

3. Objectives of Reward • • • • • • • •

the organizational strategy Recruit and Retain Motivate employees Internal and external equity Strengthen psychological Financially sustainable Comply with the legislation Efficiently ister 18-28

. General Model of Reward System

18-29

18-30

6. Why Do Rewards Fail to Motivate? • • • • •

Too much emphasis on monetary rewards Rewards lack an “appreciation effect” Extensive benefits become entitlements Counterproductive behavior is rewarded Too long a delay between performance and rewards • Too many one-size-fits-all rewards • Use of one-shot rewards with a short-lived motivational impact • Continued use of demotivating practices such as layoffs, across-the-board raises and cuts, and excessive executive compensation 18-31

III. Summary/Conclusions • Discussions present the essentials of training, performance appraisal, and rewards in a workplace that greatly affect or influence employees’ behaviour in an organization. • On training, it is suggested that human resources or employees must be given appropriate training in order to bridge the skill gap and for them to grow more professionally in the workplace. • Thus, training program must be well-planned and organized to become effective.

18-32

III. Summary/Conclusions • With regard to performance appraisal, employees’ performance is evaluated and appraised for their professional and selfdevelopment and as basis of reward too. • There are different methods of appraising performance, thus, employee need to be careful in choosing which performance appraisal is best suit or most appropriate for their employees in order to avoid appraisal errors. • For this, employers must be reminded of things on how to overcome appraisal errors.

18-33

III. Summary/Conclusions • In of reward, employees receive either intrinsic or extrinsic reward or both which are determined by level of employees’ performance or how well they perform their job description in the workplace. • Furthermore, rewards are given for a number of reasons, one of these is to motivate employees, however, at times rewards fail to motivate employees. 18-34

IV. Bibliography • Armstrong, M. and Stephens, T. (2005). A handbook of employees reward management and practice. New York. Kogan Page Publishing Company. pp 117-123. (Retrieved July 2015 from www.googlescholar.com) • Beatty, R.W. and Bernadin H.J. (1994). Performance appraisal: Assessing human behaviour at work. New York. Kent Publishing Company. pp. 95-105. (Retrieved July 2015 from www.googlescholar.com)

• Noe, R.A. (2012). Employee Training & Development. 6 th edition. New York. McGraw-Hill Companies Inc. pp. 72-80. (Retrieved July 2015 from www.googlescholar.com) 18-35

Thank you for your attention!

18-36