I. Needs AssessmentII. Developing &Conducting TrainingIII. EvaluatingTraining5. Training Process Model

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6. Methods of trainingClassroom InstructionVideo and FilmComputer Assisted InstructionComputer Assisted Instruction with VideoSimulation/VestibuleOff the job training

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

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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.

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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.

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B. Performance Appraisal1. Defining Performance AppraisalProcess that involves determining and communicating to employees how they are performing their jobs and establishing a plan for improvement.To work effectively, performance appraisals must be supported by documentation and a commitment by management to make them fair and effective.

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2. Purposes of Performance Appraisal1. Evaluation2. Feedback and development

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Functions of performance appraisal.

Define the specific job criteria against which performance will be measured.Measure past job performance accurately.Justify rewards, thereby differentiating between high and low performance.Define ratees needed development experiences.

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Uses of Performance Appraisal

Feedback to employeesSelf-developmentReward SystemPersonnel DecisionTiming and development

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Performance Appraisal MethodsGraphic Rating ScaleForced ChoiceManagement by ObjectivesEssay Type MethodCritical incidentsRanking and Paired ComparisonBehavioral Anchored Rating Scale (BARS)Weighted ChecklistForced Distribution360 Degree Appraisal

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Graphic Rating ScaleFigure 18.3

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Forced-Choice RatingFigure 18.6

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ChecklistFigure 18.4

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Forced Distribution CurveFigure 18.7

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Potential Errors in Performance Appraisal ProcessHaloEffectThe "halo" effect occurs when a supervisors rating of a subordinates on one trait biases the rating of that person on other traitsCentral TendencyA tendency to rate all employees the same way, such as rating them all average

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LeniencyThe problem that occurs when a supervisory has a tendency to rate all subordinates either high or lowBiasThe tendency to allow individual differences such as age, race, and sex affect the appraisal rates these employees receives.Potential Errors in Performance Appraisal Process

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Overcoming Performance Appraisal ErrorsDos 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.Donts include:

Dont criticize. Be proactive.

Carefully avoid the halo effect and leniency errors.

Dont 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.

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C. Reward SystemIt 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.

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2. The 4Ps of RewardPaySalary, bonus, shares, etc.PraisePositive feedback, commendation, staff-of-the-year award, etc.PromotionStatus, career elevation, secondment, etc.PunishmentDisciplinary action, withholding pay, or criticism, etc

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3. Objectives of RewardSupport the organizational strategyRecruit and RetainMotivate employeesInternal and external equityStrengthen psychological contactFinancially sustainableComply with the legislationEfficiently administer

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. General Model of Reward System

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6. Why Do Rewards Fail to Motivate?

Too much emphasis on monetary rewardsRewards lack an appreciation effectExtensive benefits become entitlementsCounterproductive behavior is rewardedToo long a delay between performance and rewardsToo many one-size-fits-all rewardsUse of one-shot rewards with a short-lived motivational impactContinued use of demotivating practices such as layoffs, across-the-board raises and cuts, and excessive executive compensation

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III. Summary/ConclusionsDiscussions 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.

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III. Summary/ConclusionsWith regard to performance appraisal, employees performance is evaluated and appraised for their professional and self-development 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.

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III. Summary/ConclusionsIn terms 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.

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IV. BibliographyArmstrong, 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. 6th edition. New York. McGraw-Hill Companies Inc. pp. 72-80. (Retrieved July 2015 from www.googlescholar.com)

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Thank you for your attention!

***Reward OptionsBase pay the irreducible minimum rate of pay for a job; calculated on time worked; reflects value of the job as measured by job evaluation. Can be selected for simplicity and for psychological reasons.Performance pay added to base pay and related to certain work-related behaviours: performance, learning or experience. Based on the problematic assumption that pay alone motivates workers.Indirect pay refers to the total reward package in addition to base or performance pay such as health and life insurance, pension plans and other miscellaneous benefits.

OB & HRM Module 2009 - Session 01-pm