HRPM UNIT-2

1 UNIT –II: HRD, HR accounting, Models, Concept of Training and Development, Methods of Training. Performance Appraisal: Importance Methods of performance appraisal, Career Development and Counselling, group interaction. 1. HRD, HRD is the part of HRM that specifically deals with T&D of the employees in the organization.HRD includes training a person after he or she is first hired, providing opportunities to learn new skills, distributing resources that are beneficial for the employee's tasks, and any other developmental activities. HRD concept was first introduced by Leonard Nadler in 1969 in a conference in US. He definedHRD as “those learning experience which are organized, for a specific time, and designed tobring about the possibility of behavioral change”. According to M.M. Khan,"HRD is the across of increasing knowledge, capabilities and positive work attitudes of all people working at all levels in a business undertaking. Difference between HRD and HRM: Scope of the HRD systems: To develop a. The capabilities of each employee as an individual. b. The capabilities of everyone in relation to his or her present role. c. The capabilities of each employee in relation to his or her expected future role(s). d. The dyadic relationship between each employee and his or her supervisor. e. The team spirit and functioning in every organizational unit (department, group, etc.). f. Collaboration among different units of the organisation. g. The organization‟s overall health and self-renewing capabilities which, in turn, increase the enabling capabilities of individuals, dyads, teams, and the entire organisation. 2. HR accounting, Models, Human Resources Accounting is involved in identifying, measuring, capturing, tracking, and analysing the potential of a company’s human resources and communicating the resultant information to the company’s stakeholders. Human resources (HR) is one of the organization’s valuable assets; there is no statutory regulation to report it in its annual report. But sometimes, the HR value of an organization can exceed its’ tangible asset value, but traditional accounting systems provide little chance to record and recognize these HR values..

[Audio] The definition of Human Resource Accounting is provided by Ravindra Tiwari as an attempt to identify, quantify, and report investment made in human resources of an organization that is not presently accounted for under conventional accounting practice. Human resource accounting is the art of valuing, recording, and presenting the work of all human resources in an organization’s accounts. It helps management make vital decisions about selection, layoff, transfer, training, and promotion. Therefore, human resource accounting can be defined as the process of identifying, recording, measuring human resources, and communicating related financial information associated with the human resource to interested users. The key objective of Human Resource Accounting is to represent the value of human resources in financial terms, which is then reflected in the organization’s financial statements. This objective can be broken down into several aspects, including providing cost information for management decisions, monitoring human resource utilization, analyzing the status of human assets, developing management principles, valuing and disclosing human resources, and assisting organization decision-making processes. Human Resource Accounting has several benefits, including recognizing employees as assets, improving decision-making, enhancing employee motivation, and helping in financial reporting. By treating employees as valuable contributors rather than expenses, Human Resource Accounting encourages transparency and accurate financial statements..

[Audio] The system improves organizational efficiency by automating routine tasks, streamlining processes, and providing real-time data analysis. This enables organizations to make informed decisions, reduce costs, and increase productivity. The system also helps to identify areas for improvement and provides recommendations for process optimization. Additionally, it supports the development of a culture of continuous learning and improvement, which can lead to long-term benefits such as increased competitiveness and improved customer satisfaction. Furthermore, the system's ability to analyze large amounts of data allows it to identify trends and patterns that may not be apparent through manual analysis. This can help organizations to anticipate future challenges and opportunities, and make more strategic decisions..

4 b. For example, if an employee with specialized skills is working on a low-value task, the opportunity cost would be the revenue the organization could have generated if the employee were assigned to a more strategic project. This model is useful for identifying inefficiencies in workforce utilization, but it can be difficult to measure the actual lost opportunity accurately. 4. Requirement Expense: Rather than using historic or replacement prices for valuing human assets, some businesses use basic prices just as they do for physical and monetary assets. Based on their hierarchical placements, employees of a company are categorised into different groups for utilising common costs. Every classification of a staff member is dealt with in terms of standard expenses, and their value is determined. 5. Present value of future earnings: In this method, the value of future earnings for a number of individuals is approximated as much as their retired life. It is marked down at a predetermined price to acquire the here-and-now value of such revenues. Today's worth of future revenues is used when it comes to financial assets, but this approach does not result in an appropriate measurement of human resources. 6. Procurement Cost Approach: A key aspect of this method is the capitalisation of historical costs. The company incurs these costs to improve its business performance. The expenses incurred in employment are capitalised and written off over a period of time. The unamortised portion of the cost has to be written off against the revenue and loss account of the particular year. 7. Present Value of Future Profits Method: The capitalisation of wage technique is another method to capitalise wage income. It involves estimating future earnings up to the employee's or worker's retirement age and marking the worth accordingly to acquire the present value. 8. Anticipated feasible worth: The above techniques reviewed thus far are based on price consideration. For that reason, these methods might give information for theoretical objectives but do not mirror the real worth of human assets compared to these techniques. 9. Competitive Bidding Method: This is also known as the opportunity cost method. Opportunity cost is the tangible benefit of choosing an alternative path. Once HRA has been audited, each bidder's total amount of capital expended is recorded. The return on investment is determined by comparing the dollar amount bid with the amount spent. B. Economic value approaches to human resource accounting While cost-based approaches focus on measuring expenses, economic value approaches aim to measure the value of human capital in terms of the financial benefits it brings to the organization. These models seek to quantify how employees contribute to the firm’s success, either through improved productivity, innovation, or profitability. The most popular economic value models used in HRA include the Flamholtz model, Lev & Schwartz model, and Heckman & Jones model. These models are more sophisticated and attempt to measure the return on investment from human capital..

[Audio] The Lev and Schwartz Model estimates the value of human resources by discounting the future earnings of employees at the cost of capital. The model assumes that the value of human resources can be estimated using a single rate of return. However, this assumption may not always hold true as there are various factors that affect the value of human resources such as changes in the economy, technological advancements, and shifts in industry trends. The Lev and Schwartz Model has some limitations, including the failure to account for non-monetary benefits provided by employees, such as job satisfaction, work-life balance, and opportunities for growth and development. These benefits are difficult to quantify and may not be easily discounted. Another limitation of the Lev and Schwartz Model is its inability to consider other costs associated with employees, such as training and recruitment costs, turnover rates, and social responsibility costs. These costs can have a significant impact on the overall value of human resources but are often overlooked in traditional valuation models. The Lev and Schwartz Model is an early method used to estimate the value of human resources, and it has been largely superseded by more advanced models. However, it remains an important reference point for understanding the basics of human resource valuation. The Eric Flamholtz Model is an improvement on the Lev and Schwartz Model, considering the possibility or probability of an employee's movement from one role to another in their career and of leaving the firm earlier, that is, death or retirement. This model takes into account these factors when estimating the value of human resources. The Eric Flamholtz Model uses a five-step approach to assess the value of an individual to the organization. First, it identifies the key characteristics of the employee, such as skills, experience, and education. Second, it determines the potential salary range for the employee based on market conditions. Third, it calculates the expected salary over the employee's lifetime. Fourth, it adjusts the salary for inflation and other factors. Fifth, it multiplies the adjusted salary by a factor representing the employee's productivity level. The Morse Model equates the value of human resources to the present value of the enterprise's net benefits from its employees' service. This model recognizes that human resources provide both tangible and intangible benefits to the organization. The Likert Model was one of the first to research Human Resource Accounting (HRA) and emphasized the importance of strong pressures on HR's qualitative variables and its benefits in the long run. This model highlights the need for organizations to prioritize HR-related investments and initiatives. The Lev and Schwartz Model estimates the value of human resources by discounting the future earnings of employees at the cost of capital. The model assumes that the value of human resources can be estimated using a single rate of return. However, this assumption may not always hold true as there are various factors that affect the value of human resources such as changes in the economy, technological advancements, and shifts in industry trends. The Lev and Schwartz Model has some limitations, including the failure to account for non-monetary benefits provided by employees, such as job satisfaction, work-life balance, and opportunities for growth and development. These benefits are difficult to quantify and may not be easily discounted. Another limitation of the Lev and Schwartz Model is its inability to consider other costs associated with employees, such as training and recruitment costs, turnover rates, and social responsibility costs. These costs can have a significant impact on the overall value of human resources but are often overlooked in traditional valuation models. The Lev and Schwartz Model is an early method used to estimate the.

[Audio] The Likert Model is a non-monetary value-based model that categorizes human variables into three categories: causal variables, intervening variables, and end-result variables. The interaction between causal and intervening variables affects the end-result variables through job satisfaction, costs, productivity, and earnings. Ogan's Model, developed by Pekin Ogan in 1976, is an extension of the "net benefit approach," as suggested by Morse. According to this approach, the certainty with which the net benefits in the future will accrue should also be considered when determining the value of human resources. The approach requires the determination of the following: Net benefit from each employee, certain factors at which the benefits will be available, and the net benefits from all employees multiplied by their certainty factor will give certain equivalent net benefits..

[Audio] The company has been providing training programs for its employees since its inception. The training programs have been instrumental in enhancing employee skills and knowledge, thereby improving productivity and efficiency. The training programs have also helped in boosting employee morale and motivation. The company's investment in training has paid off in several ways. Firstly, the training programs have enabled employees to acquire new skills and knowledge, which has led to an increase in productivity and efficiency. Secondly, the training programs have helped in reducing supervision and wastage. Thirdly, the training programs have contributed to employee development and growth. Fourthly, the training programs have helped in reducing turnover and absenteeism. Fifthly, the training programs have enabled employees to adapt to changes in the organization. Sixthly, the training programs have improved employee morale and motivation. Seventhly, the training programs have prepared employees for future roles and responsibilities. Lastly, the training programs have helped in minimizing errors and wastage of materials, time, and resources..

[Audio] The company provides On-the-Job Training (OJT) for its employees. The OJT program is designed to provide employees with practical skills and knowledge that can be applied immediately in their work environment. The training is typically provided by experienced colleagues or supervisors who have worked in similar roles. The goal of the OJT program is to equip employees with the necessary skills to perform their jobs effectively..

9 6. Committee Assignments involve forming a group of employees from different departments to work on a specific problem or project. Through discussion and collaboration, employees learn from one another and develop problem-solving and decision-making skills. For example, a cross- functional team including members from marketing, finance, and R&D may be assigned to develop a proposal for launching a new product. While contributing their ideas, employees learn new perspectives and working styles. 7. Internship Training is a temporary work placement for students or fresh graduates to gain practical experience. It helps interns apply their academic knowledge in a real-world environment and prepares them for full-time employment. For example, an MBA student doing a summer internship in an HR department may be assigned tasks such as shortlisting resumes, helping conduct interviews, and assisting in employee engagement activities. 8. Apprenticeship Training is a long-term training program combining classroom instruction with hands-on work experience. It is commonly used in skilled trades such as plumbing, welding, carpentry, and electrical work. Apprentices learn by observing and working under the supervision of experienced professionals. For example, an aspiring electrician may attend technical classes in the evenings while spending the day on-site learning wiring techniques, safety protocols, and equipment handling. 9. Simulation-Based Training replicates real work situations using models, virtual environments, or dummy equipment, allowing trainees to practice without the risk of real-world consequences. This method is useful when the actual task is too dangerous or costly to practice. For example, pilots undergo extensive simulation training using flight simulators to prepare for different flying conditions and emergencies before they operate actual aircraft. 10. Training by Supervisors involves direct instruction from the employee’s immediate superior. Since supervisors are closely involved in daily operations, they are well-positioned to offer practical, relevant training. They can observe employee performance, provide instant feedback, and ensure that organizational standards are followed. For instance, in a hotel, a housekeeping supervisor may train new employees on room cleaning procedures and quality standards directly on the job. 2. Off-The-Job Training: Off-the-Job Training refers to training that takes place away from the actual workplace. This method is focused more on learning and development in a non-work setting and is often used to build theoretical knowledge, analytical skills, or general capabilities that may not be easily taught during regular work hours. The environment is typically more relaxed and allows for deeper concentration without the pressure of job responsibilities. Advantages of ‘Off the Job’ Training  Audio-Visual method aids the visual medium of a brain  The method is economical  The method is highly time-saving Disadvantages of ‘Off the Job’ Training  The method is completely detached from the workplace  It is often formal  It is expensive.  Trainees may not be much motivated Different Methods of Off-The Job Training 1. Lectures involve oral presentations by trainers or experts to deliver knowledge on a specific topic. It is a one-way communication method suitable for imparting theoretical knowledge to large groups. For example, a training consultant might deliver a lecture on labor laws to HR executives in a training hall. 2. Seminars are structured meetings where participants gather to explore a specific subject in depth. These involve presentations, Q&A sessions, and discussions. For example, a seminar on digital.

10 marketing trends might involve experts from various companies sharing insights with marketing professionals. 3. Conferences are large-scale formal events where experts from different organizations or regions come together to discuss industry-wide issues. It allows for idea exchange and professional networking. For instance, a national management conference might gather CEOs to discuss economic challenges and future strategies. 4. Case Studies involve analyzing real or hypothetical business scenarios. Trainees examine the problem, explore alternatives, and propose solutions. This method improves analytical and decision-making skills. For example, a group of managers might analyze a failed product launch and suggest corrective measures. 5. Role-Play puts trainees in simulated situations where they act out roles to develop interpersonal and behavioral skills. It is useful for improving communication, conflict resolution, and customer handling. For example, employees may role-play a negotiation between a supplier and a procurement officer. 6. Programmed Instructions is a self-paced learning method using materials (like manuals, computer programs, or apps) that provide content followed by questions and immediate feedback. It ensures individual learning and progress tracking. For instance, employees may complete a compliance training module online with built-in quizzes. 7. T-Group Training (Sensitivity Training) focuses on personal growth and interpersonal awareness. Participants engage in unstructured group discussions, receiving feedback on how their behavior affects others. For example, a T-group session might reveal a manager's communication gaps and help them develop empathy. 8. Retraining is used when employees need to update their skills due to changes in technology or job roles. It helps them stay relevant in their positions. For example, factory workers may be retrained to operate newly introduced automated machinery. 9. Management Games are simulated business scenarios where teams compete to solve business problems. These games develop strategic thinking, leadership, and teamwork. For example, in a simulated business environment, teams may manage a virtual company, making decisions on pricing, staffing, and production. 10. Audio-Visual Training uses tools such as videos, animations, and presentations to convey information. It enhances learning through visual and auditory elements. For instance, safety training videos can demonstrate accident prevention measures more effectively than text. DESIGNING A TRAINING PROGRAM Designing a Training Program is a structured process that involves identifying training needs, setting objectives, developing content, choosing methods, and evaluating effectiveness. The main goal is to ensure that employees gain the necessary knowledge, skills, and attitudes to perform their jobs efficiently. A well-designed training program enhances productivity, boosts morale, reduces errors, and supports organizational growth. Process of Designing a Training Program 1. Assess Training Needs: The first step is to identify the gap between current employee performance and the desired performance. This can be done through performance appraisals, job analysis, employee feedback, customer complaints, or observation. For example, if customer service agents are unable to resolve complaints effectively, training might be needed on communication and problem-solving skills..

11 2. Define Training Objectives: Once the needs are identified, clear and measurable objectives should be set. Objectives outline what the trainee is expected to learn and achieve by the end of the program. For example, an objective could be: "By the end of the training, employees will be able to process customer returns using the new software within 5 minutes." 3. Design the Training Content: Content is developed based on the training objectives. It should be relevant, concise, and focused on the actual job requirements. The content may include theoretical knowledge, practical skills, policies, procedures, and behavioral aspects. For example, content for sales training may include customer engagement techniques, product knowledge, and objection handling. 4. Select Training Methods: Choose appropriate training methods based on the type of skills being developed, the nature of the audience, and available resources. Methods can be:  On-the-job: Coaching, mentoring, job rotation  Off-the-job: Lectures, role-play, simulations, case studies, e-learning For instance, software training might use simulation-based methods, while communication skills could be developed through role-plays. 5. Develop Training Materials: Prepare supporting materials such as manuals, presentations, videos, handouts, and exercises. These tools help reinforce learning and make the sessions interactive. For example, an induction training kit for new employees may include an employee handbook, organizational chart, and video tours. 6. Select Trainers: Choose trainers who are knowledgeable, skilled in communication, and capable of engaging participants. Trainers may be internal employees, managers, or external experts, depending on the subject. For technical topics, it may be best to involve experienced professionals. 7. Conduct the Training Program: Deliver the training as planned. Ensure the environment is comfortable and free from distractions. Interactive techniques such as discussions, activities, and Q&A should be used to keep learners engaged. For online programs, ensure a smooth platform experience. 8. Evaluate Training Effectiveness: After the training, it is important to assess whether the objectives have been met. Evaluation can be done using the Kirkpatrick Model, which includes:  Reaction: How did participants feel about the training?  Learning: What knowledge or skills did they gain?  Behavior: Are they applying what they learned on the job?  Results: Has there been a measurable improvement in performance? Feedback forms, tests, observations, and performance metrics can be used for evaluation. 9. Follow-up and Reinforcement: Training should be supported with follow-up activities like refreshers, mentoring, or real-life assignments to ensure the learning is retained and applied. For example, after sales training, employees might be given sales targets and tracked for progress. 4. Performance Appraisal: Importance Methods of performance appraisal, Career Development and Counselling, group interaction. Performance appraisal is a process of summarizing, assessing and developing the work performance of an employee. In order to be effective and constructive, the performance manager should make every effort to obtain as much objective information about the employee’s performance as possible. Performance Appraisal is a review and discussion of an employee’s performance of assigned duties and responsibilities based on results obtained by the employee in their job, not on the employee’s personality characteristics. Definition Performance appraisal has been defined by different scholars in various ways. Some of the important definitions are as follows: Dale S. Beach, “Performance appraisal is systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development”. Randall S. Schuler, “Performance appraisal is a formal, structured system of measuring and evaluating an employee’s job, related behaviour and outcomes to discover how and why the.

12 employee is presently perfuming on the job and how the employee can perform more effectively in the future so that the employee, organisation, and society all benefit.” Performance What does the term performance actually mean? Employees are performing well when they are productive. Productivity implies both concern for effectiveness and efficiency, effectiveness refers to goal accomplishment. However, it does not speak of the costs incurred in reaching the goal. That is where efficiency comes in. Efficiency evaluates the ratio of inputs consumed to outputs achieved. The greater the output for a given input, the greater the efficiency. It is not desirable to have objective measures of productivity such as hard data on effectiveness, number of units produced, or percent of crimes solved etc and hard data on efficiency (average cost per unit or ratio of sales volume to number of calls made etc.). Appraisal Appraisals are judgments of the characteristics, traits and performance of others. Appraisals are essential for making many administrative decisions: selection, training, promotion, transfer, wage and salary administration etc. Besides they aid in personnel research. Performance appraisal helps to identify those who are performing their assigned tasks well and those who are not and the reasons for such performance. Performance appraisal is a term applied to a variety of processes that involve the assessment and development of an individual and their performance at work. In the United Kingdom, performance appraisal has been with us for the best part of a century. While it is to a large extent about evaluating a person’s performance at work, three key issues are worth bearing in mind: 1. Performance appraisal is a two-way process. As much as the employer wishes to measure and understand an employee’s performance, the employee wishes to gain something from the process. 2. The appraisal process is about the development of staff as well as about assessing their performance; it is about exploring the appraisee’s potential for development in terms of their career; 3. In appraisal there is an important issue about the extent to which one looks at the overall picture of the individual and what they bring to the workplace beyond doing the basic job tasks and activities (e.g. to what extent do they help their team to function more effectively?). Some of the terminology can be confusing with regard to performance appraisal. In this unit we use performance appraisal to describe the process of collecting and using data about employee performance. It does not just refer to the performance appraisal interview (although that is an important part of it). You might see other terms used in the literature such as performance review, or performance management. These are slightly broader terms than performance appraisal (e.g. they consider issues such as aligning individual performance goals with organisational strategy, and may include employee counselling and personal development. Need/objectives of Performance Appraisal or Performance Assessment Objectives of performance appraisals although are many, we can classify all of them into three easy categories: 1. Performance Appraisals serve as a yardstick to plan promotions, salary revisions, promotions, empowerments, training and development, and also demotions and terminations. 2. They also help superiors to narrate an employee about his performance and suggesting or guiding needed changes in his behaviour, attitude, skills, knowledge, and dedication..

13 3. Performance Assessment reports are always provide a basis for the coaching and counseling of individuals by the organization, and also they act as a self-monitoring tool. Performance appraisal in any organisation will be done at a specific period, like annually or half yearly or quarterly or maybe regularly. It all depends upon the nature or size of the organisation, and sometimes necessity of the managers decide the period of performance appraisal of their employees. Most of organisations are insisting employee appraisal should be a continuous process and should not be limited to a formal review once in a year. The frequency of formal appraisals will depend on the nature of the organization and on the objectives of the system. Advantage of Performance Appraisal in industries It is said that performance appraisal is an investment for the company which can be justified by following advantages: 1. A Basis for Promotion and Demotion: Performance Appraisal helps the supervisors to chalk out the promotion programmes for efficient employees. As well as the demotion programs for inefficient workers they can be dismissed or demoted as the case may be. 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 employee 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 if the individual performance evaluation is possible. 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 higher jobs can be designed for efficient employees. It also helps in framing future development programmes. 4. To check Selection criteria: Performance Appraisal helps the supervisory Board 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 employee management relationship. d. It develops the spirit of team work and boosts the morale of employees. All the above factors ensure effective communication. 6. Motivation: Performance appraisal serves as a motivation tool. Through evaluating performance of employees, a person’s efficiency can be determined if the targets are achieved. The employees shall feel motivated and if the targets are not achieved we may show their legging part to improve their efficiency and motivate them for better job and helps him to improve his performance in the future. Methods performance appraisals Numerous methods have been devised to measure the quantity and quality of performance appraisals  Each of the methods is effective for some purposes for some organizations only. None should be dismissed or accepted as appropriate except as they relate to the particular needs of the organization or an employee. Broadly all methods of appraisals can be divided into two different categories..

14  Past Oriented Methods  Future Oriented Methods Past Oriented Methods 1. Rating Scales: This is the simplest and the most popular technique for appraising all employee performance. The typical rating scales system consists of several numerical scales, each representing job related performance criterion such as dependability initiative output, attendance attitude, co – operation and the like. Each scale ranges from a excellent to a poor. The number of points scored may be linked to salary increases where by so many points equal to a rise of some %. Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required. Disadvantages – there is fear of Rater’s biases. 2. Checklist: A checklist appraisal format lists down various employee traits which would be ticked off in ‘Yes’ and ‘No’ check boxes. The rater has an easy task with a checklist appraisal format by ticking the preferred check box on the list based on personal perception before passing the checklist form to the HR department for compilation and reports. 3. Forced Choice Method: This method was evolved by Tiffen to eliminate the central tendency of rating most of the employees at a higher end of the scale. The method assumes that employees’ performance level confirms to a normal statistical distribution i.e., 10,20,40,20 and 10 per cent. This is useful for rating a large number of employees’ job performance and promo ability. It tends to eliminate or reduce bias. It is also highly simple to understand and easy to apply in appraising the performance of employees in organisations. It suffer from the drawback that improve similarly, no single grade would rise in a ratings. 4. Forced Distribution Method: The forced-choice method is developed by J. P. Guilford. It contains a series of groups of statements, and rater rates how effectively a statement describes each individual being evaluated. Common method of forced-choice method contains two statements, both positive and negative.Here employees are clustered around a high point on a rating scale. Rater is compelled to distribute the employees on all points on the scale. It is assumed that the performance is conformed to normal distribution. 5. Critical Incidents Method: In this method, the rater focuses his or her attention on those key or critical behaviours that make the difference between performing a job in a noteworthy manner (effectively or ineffectively). 6. Behaviorally Anchored Rating Scales: Behaviourally anchored scales sometimes called behavioural expectation scales, are rating scales whose scale points are determined by statements of effective and ineffective behaviours. They are said to be behaviourally anchored in that the scales represent a range of descriptive statements of behaviour varying from the least to the most effective. A rater must indicate which behaviour on each scale best describes an employee’s performance. 7. Field Review Method: When there is a reason to suspect rater’s biasedness or his or her rating appears to be quite higher than others, these are neutralised with the help of a review process. The review process is usually conducted by the personnel officer in the HR department. 8. Performance Tests & Observations: This is based on the test of knowledge or skills. This appraisal technique tests knowledge and skills in written or actual forms. Reliable tests are required to be formulated and validated in order to be unbiased. 9. Confidential Records: Mostly used by government departments, however its application in industry is not ruled out. Here the report is given in the form of Annual Confidentiality Report (ACR) and may record ratings with respect to following items; attendance, self expression, team work, leadership, initiative, technical ability, reasoning ability, originality and resourcefulness etc. 10. Essay Method: In this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promote ability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee..

[Audio] The company has been using various methods to evaluate its employees' performance. The company uses Management By Objectives (MBO) to set clear goals and desired outcomes for each subordinate. The MBO process involves setting performance standards, comparing actual goals with goals attained by the employee, and establishing new goals and new strategies for goals not achieved in the previous year. The company also uses Psychological Appraisals to assess employees' potential for future performance. This method involves in-depth interviews, psychological tests, and discussions with supervisors and reviews of other evaluations. In addition, the company utilizes Assessment Centers to evaluate employee participation in job-related exercises. Trained observers participate in these exercises and provide feedback to managers. Furthermore, the company employs 360-Degree Feedback to collect performance data from multiple stakeholders, including immediate supervisors, team members, customers, peers, and self. This approach helps to identify areas for improvement and develop strategies for growth..

[Audio] The annual performance appraisal is the most common type of performance evaluation in organizations. An annual appraisal is a formal review of an employee's work over the course of a year. The employer evaluates the employee's efforts in light of predetermined standards. The employer provides suggestions for improvement and pinpoints skill gaps that may be addressed by further training..

[Audio] Organisations are prioritising collaboration and teamwork because it provides a more holistic view of an employee's performance. This approach allows for a comprehensive evaluation of each employee's strengths and weaknesses, enabling organisations to make informed decisions about employee development and career growth. By fostering a collaborative environment, organisations can encourage open communication, creativity, and innovation among team members, which leads to improved productivity and job satisfaction. Furthermore, organisations can use performance appraisals to identify areas where employees need additional training or support, ensuring that they have the necessary skills to excel in their roles..

[Audio] Career Counselling is a process that guides individuals in making informed decisions about their careers. A counsellor assists students or employees in understanding their strengths, weaknesses, interests, and career options. The primary objectives of career counselling include helping individuals make sound career choices, identifying their talents and interests, solving career-related problems, providing information about education and job opportunities, and improving their confidence and decision-making abilities. Through career counselling, individuals can gain clarity on their career aspirations and develop the necessary skills to succeed in their chosen field. By doing so, they can enhance their overall quality of life and contribute to the growth and development of their organization..

[Audio] The character "A" is a symbol for the letter A, which represents the first letter of the word "Alpha". The character "B" is a symbol for the letter B, which represents the first letter of the word "Bravo". The character "C" is a symbol for the letter C, which represents the first letter of the word "Charlie". The character "D" is a symbol for the letter D, which represents the first letter of the word "Delta". The character "E" is a symbol for the letter E, which represents the first letter of the word "Echo". The character "F" is a symbol for the letter F, which represents the first letter of the word "Foxtrot". The character "G" is a symbol for the letter G, which represents the first letter of the word "Golf". The character "H" is a symbol for the letter H, which represents the first letter of the word "Hotel". The character "I" is a symbol for the letter I, which represents the first letter of the word "India". The character "J" is a symbol for the letter J, which represents the first letter of the word "Juliet". The character "K" is a symbol for the letter K, which represents the first letter of the word "Kilo". The character "L" is a symbol for the letter L, which represents the first letter of the word "Lima". The character "M" is a symbol for the letter M, which represents the first letter of the word "Mike". The character "N" is a symbol for the letter N, which represents the first letter of the word "November". The character "O" is a symbol for the letter O, which represents the first letter of the word "Oscar". The character "P" is a symbol for the letter P, which represents the first letter of the word "Papa". The character "Q" is a symbol for the letter Q, which represents the first letter of the word "Quebec". The character "R" is a symbol for the letter R, which represents the first letter of the word "Romeo". The character "S" is a symbol for the letter S, which represents the first letter of the word "Sierra". The character "T" is a symbol for the letter T, which represents the first letter of the word "Tango". The character "U" is a symbol for the letter U, which represents the first letter of the word "Uniform". The character "V" is a symbol for the letter V, which represents the first letter of the word "Victor". The character "W" is a symbol for the letter W, which represents the first letter of the word "Whiskey". The character "X" is a symbol for the letter X, which represents the first letter of the word "X-ray". The character "Y" is a symbol for the letter Y, which represents the first letter of the word "Yankee". The character "Z" is a symbol for the letter Z, which represents the first letter of the word "Zulu". The letters A through Z are used as symbols to represent the first letter of each word. The letters A through Z are used as symbols to represent the first letter of each word. The letters A through Z are used as symbols to represent the first letter of each word. The letters A through Z are used as symbols to represent the first letter of each word. The letters A through Z are used as symbols to represent the first letter of each word. The letters A through Z are used as symbols to represent the first letter of each word. The letters A through Z are used as symbols to represent.