The HRM model emphasizes: The need to search for new ways of working The central role of managers in promoting change The treatment of workers as individuals

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.0 INTRODUCTION

Human Resource Management or Personnel management is the activity of managing personnel, usually employees. In any organization, managing personnel is the process of making sure the employees are as productive as they can be. This can include hiring, firing, or transferring people to/from jobs they can do most productively. (http://en.wikipedia.org/wiki/Human_Resource_Management)

Human Resource Management is based on ideas and techniques developed to enhance worker motivation, productivity and performance.

The HRM model emphasizes:

* The need to search for new ways of working

* The central role of managers in promoting change

* The treatment of workers as individuals rather than part of a collective workforce

* The encouragement of workers to consider management as 'partners' rather than as opponents - 'us and us', rather than 'us and them'

Human resources management is the term increasingly used to refer to the philosophy, policies, procedures, and practices related to the management of an organization's employees. Human resources management is particularly concerned with all the activities that contribute to successfully attracting, developing, motivating, and maintaining a high-performing workforce that results in organizational success.(Sims, Ronald R. Organizational Success through Effective Human Resources Management. Quorum Books, 2002).

Human Resource Management includes the activities of human resources planning, recruitment, selection, orientation, training, performance appraisal, compensation, and safety. In this report we will look briefly on training and development, performance appraisal and occupational health and safety issues.

In this essay an attempt would be made to critically review literature on performance appraisal and occupational health and safety, and Training and development.

2.0 PERFORMANCE APPRAISAL

2.1 Introduction

It is believed that employees do not perform well when they are not being observed or not being appraised. To overcome this situation the organizations have to manage performance of employee. So when employees are aware that the company is mindful of thee performance and they could be rewarded, they are motivated to work.

Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on performance of the organization, a department, processes to build a product or service, employees, etc

West Virginia University defines the performance appraisal as a process provides an opportunity to communicate performance feedback, review the job description, plan upcoming goals and objectives and develop an individual development plan. The program requires effort by both the employee and supervisor to identify strengths and improvement opportunities from a performance and development point of view.

Effective performance appraisal systems contain two basic systems operating in conjunction: an evaluation system and a feedback system

The main aim of the evaluation system is to identify the performance gap. This gap is the shortfall that occurs when performance does not meet the standard set by the organization as acceptable.

The main aim of the feedback system is to inform the employee about the quality of his or her performance. (However, the information flow is not exclusively one way. The appraisers also receive feedback from the employee about job problems, etc.)

The goal of performance appraisal is to allow an employee the opportunity to progress to their full potential in order to meet organizational needs and his/her personal development goals. Through this process, true teamwork and maximum performance can be achieved. The foundation of the performance appraisal process is improved communications between the employee and the supervisor. The Employee Relations unit is available to assist managers, supervisors, and employees in utilizing the appraisal process and resolving workplace performance issues.

Bratton and Gold, (2003, p 487) Defines performance appraisal as "analysis of an employee's capabilities and potential drawn from assessment data of past and current work, behavior and performance, allowing decisions to be made in relation to purpose".

Another definition of performance appraisal (www.managementhelp.org /hr_ mgmnt /hr_mgmnt.htm) is the process of reviewing employee performance, documenting the review, and delivering the review verbally in a face-to-face meeting.

In recent years, appraisal has become a key feature of an organization's drive towards competitive advantage through continuous performance improvement and change.

2.2 Literature Review and Critical Analysis

Research studies show that employees are likely to feel more satisfied with their appraisal result if they have the chance to talk freely and discuss their performance. It is also more likely that such employees will be better able to meet future performance goals. (E.g., Nemeroff & Wexley, 1979).

Employees are also more likely to feel that the appraisal process is fair if they are given a chance to talk about their performance. This especially so when they are permitted to challenge and appeal against their evaluation. (Greenberg, 1986).

It is very important that employees recognize that negative appraisal feedback is provided with a constructive intention, i.e., to help them overcome present difficulties and to improve their future performance. Employees will be less anxious about criticism, and more likely to find it useful, when they believe that the appraiser's intentions are helpful and constructive. (Fedor et al., 1989)

In contrast, other studies (e.g., Baron, 1988) have reported that "destructive criticism" - which is vague, ill-informed, unfair or harshly presented - will lead to problems such as anger, resentment, tension and workplace conflict, as well as increased resistance to improvement, denial of problems, and poorer performance.

It has been shown in numerous studies that goal setting is an important element in employee motivation. Goals can stimulate employee effort, focus attention, increase persistence, and encourage employees to find new and better ways to work. (E.g., Locke, et al., 1981)

The useful of goals as a stimulus to human motivation is one of the best-supported theories in management. It is also quite clear that goals which are "...specific, difficult and accepted by employees will lead to higher levels of performance than easy, vague goals (such as do your best) or no goals at all." (Harris & DiSimone, 1994)

It is important that the appraiser (usually the employee's supervisor) be well informed and credible. Appraisers should feel comfortable with the techniques of appraisal, and should be knowledgeable about the employee's job and performance.

When these conditions exist, employees are more likely to view the appraisal process as accurate and fair. They also express more acceptances of the appraiser's feedback and a greater willingness to change. (Bannister, 1986)

2.3 Appraisal Methods

In a landmark study, Locher & Teel (1977) found that the three most common appraisal methods in general use are rating scales (56%), essay methods (25%) and results- oriented or MBO methods (13%).

2.3:1 Rating Scales

The rating scale method offers a high degree of structure for appraisals. Each employee trait or characteristic is rated on a bipolar scale that usually has several points ranging from "poor" to "excellent".

The traits assessed on these scales include employee attributes such as cooperation, communications ability, initiative, punctuality and technical (work skills) competence. The nature and scope of the traits selected for inclusion is limited only by the imagination of the scale's designer, or by the organization's need to know. (http://www.performance-appraisal.com/ratings.htm)

Advantages

The greatest advantage of rating scales is that they are structured and standardized. This allows ratings to be easily compared and contrasted - even for entire workforces.

Each employee is subjected to the same basic appraisal process and rating criteria, with the same range of responses. Rating scale methods are easy to use and understand.

Disadvantages

It is inevitable that with a standardized and fixed system of appraisal that certain traits will have a greater relevance in some jobs than in others.

Rating scales, and the traits they purport to measure, generally attempt to encapsulate all the relevant indicators of employee performance. There is an assumption that all the true and best indicators of performance are included, and all false and irrelevant indicators are excluded. Problems of perceived meaning occur when appraisers do not share the same opinion about the meaning of the selected traits and the language used on the rating scales.

2.3:2 Essay Method

In the essay method approach, the appraiser prepares a written statement about the employee being appraised. The statement usually concentrates on describing specific strengths and weaknesses in job performance. It also suggests courses of action to remedy the identified problem areas.

The statement may be written and edited by the appraiser alone, or it be composed in collaboration with the appraise. (http://www.performance-appraisal.com/essay.htm )

Advantages

The essay method is far less structured and confining than the rating scale method. It permits the appraiser to examine almost any relevant issue or attribute of performance
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Appraisers may place whatever degree of emphasis on issues or attributes that they feel appropriate. So the process is open-ended and very flexible.

Disadvantages

Essay methods are time-consuming and difficult to administer. Appraisers often find the essay technique more demanding than methods such as rating scales.

The techniques greatest advantage - freedom of expression - is also its greatest handicap. The varying writing skills of appraisers can upset and distort the whole process.

2.3:3 Results Method (MBO Method)

MBO (management by objectives) methods of performance appraisal are results-oriented. That is, they ...

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