227 terminal exercise 1 write note on appraisal of

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22.7 TERMINAL EXERCISE 1. Write note on: Appraisal of Manager, Potential Appraisal, Assessment Centre, and Behaviourally Anchored Rating Scales. 2. What are the objectives of performance appraisal? Explain 3. What do you mean by performance appraisal? Discuss the purposes of appraisal. What is a process approach to performance appraisal? 4. Discuss the RSDQ model of 360 degree feedback system. 5. Discuss the essence of multi-source assessment and feedback system. What are the differences of this system from a traditional appraisal system? 22.8 SUPPLEMENTARY MATERIALS 1. N.G. Nair and Lalitha Nair, “Personnel Management And Industrial Relations”, New Delhi: S. Chand And Company Ltd., 2001 Edition . 2. S angeetha Jain, “Quality of work life (QWL)”, New Delhi: Deep and Deep Publications, 1991 Edition. 3. Michael W. Drafke and Stan Kossen, “The human side of organizations”, New Delhi: Prentice Hall of India, 8, 2002 Edition. 22.9 ASSIGNMENTS Take help from your teacher or placement officer and visit five organization. Meet the HR Manager or any other manager responsible for appraisal system in the organization. Interrogate him to ascertain the status of adopting MAFS. You may discover them in various stages not planning to adopt in near future, in the managerial level, or implemented for selected managerial level, or implemented for all levels. Collect information relating to the roadblocks, they are facing at the respective stages. Further, collect their action plans to get rid of the roadblocks. Many organizations have implemented MAFS and are deriving benefits. Identify five such organization. Prepare an exhaustive list of benefits, and discuss it with your teacher with your findings. 22.10 SUGGESTED READING /REFERENCE BOOKS/SET BOOKS 1. Axline.L.L 1994: ‘Ethical consideration of performance appraisals’ Management Review, March p.62 2. Bernardin, H.J and Beatty R.W. 1984, Performance Appraisal: Assessing Human Behaviour at Work, Kent Publishing, Boston, p.86.
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212 3. Church, A.H, Gogelberg, S.G., and Waclawski. J 2000: Since when is no news good news? The relationship between performance and response rate in multirater feedback; Personnel Psychology, Summer, pp.435-51. 4. Coleman. D. and Borman. W.C. 2000: ‘Investigating the underlying structure of the citizenship performance domain; Human resource Management Review, 10, pp.25-44. 5. Findley, H.M., Mossholder, K.W and Giles, W.F 2000: ‘Performance Appraisal Process and System Facets; Applied Psychology, August, pp-634-40. 6. Park.J and Chong. K.S 2000: A Comparision of absolute and relative performance appraisal system; International Journal of Management, September, pp.423-29. 7. Segal.J.A 1999: “Performance Management for Jekyll and Hyde; HR Magazine, February, pp.102-35. 22.11 LEARNING ACTIVITIES 1. Try to learn from the manager who has been responsible for evaluate the subordinate performance by taking into consideration of some critical incident happened during production process or accident at factory site or during some important meeting to take financial decision. How he was rated or evaluated the employee performance by adopting critical incident method of performance evaluation during the above type of incident.
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