1 Procedure The Assessment centre programme commonly used as follows 1 A

1 procedure the assessment centre programme commonly

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1. Procedure : The Assessment centre programme commonly used as follows : 1. A leadership group is made each member supporting a predefined position, but the group must arrive at consensus. 2. A task force is used with an appointed leader, who decides on a course of action. 3. Simulation games and in-basket exercises are used to test organisational and planning abilities. 64 4. Oral report is made by the candidate, which tests his communication skills and straight into his present position. 5. Personal interviews, and projective tests are used to assess work motivation, career orientation, and dependence on other. Paper and pencil tests measure intellectual ability. The duration of Assessment centre programme varies with the persons. For instance, centre designed to select first line supervisors, sales personnel, and management trainee generally last for a day or less; while those used for higher-level managers may run for two or three days or longer if used for developmental and not for selection purposes. 3. Human Asset Accounting Method : This technique refers to money estimates to the value of a firm‘s internal human organisation and its external customer goodwill. If well trained employees leave a firm, the human organisation is worthless; if they join it, its human assets are increased. if distrust and conflict prevail, the human enterprise is devalued. If team work and high morale prevail, the human organisation is a very valuable asset. The current value of a firm‘s human organisation can be evaluated by developed procedures by undertaking periodic measurements of key casual and intervening enterprise variables. The key casual variables include the structure of an organisation‘s management policies, decisions, business leadership, skills, strategies, and behaviour. The intervening variables indicate the internal state and health of an organisation. They include loyalties, attitudes, motivations, and collective capacity for effective interaction, communication and decision-making. These two types of variable measurements must be made over several years to provide the needed date for the computation of the human asset accounting. 5. Behaviourally Anchored Rating Scales (BARS) : This method is also called behavioural expectation scales. These are the rating scales whose scale points are determined by statements of effective and ineffective behaviour. They are said to be behaviourally anchored in that the scales represent a range of descriptive statements of behaviour
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School of Distance Education Human Resource Planning and Development Page 29 varying from the least to the most effective. A rater must indicate which behaviour on each scale best described an employee‘s performance. dimensions. Limitations of Performance Appraisal The main limitations of Performance Appraisal are explained below : 1. Time Consuming : Performance appraisal is a time taking affair. It is a very lengthy process under which different forms are to be filled in and various observations are required to be noted in a careful manner.
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