The main objective of

performance appraisals is to
measure and improve the
performance of employees and
increase their future potential
and value to the company.
Other objectives include
providing feedback, improving
communication, understanding
training needs, clarifying roles
and responsibilities and
determining how to allocate
rewards
Purpose of aapsal
1. Career Development This
provides an opportunity for discussion
of career objectives, and creation of a
strategy designed to maximize career
potential.
To provide an opportunity for career
counseling
To help in succession planning.
To assess training needs
To plan for career development
To assess and develop individual
abilities
To provide an objective basis on
which to base decisions about training
and promotion2. Feedback As well,
feedback is encouraged in both
directions: as such, employees are
encouraged to prepare ratings of their
supervisors.
To provide constructive feedback to
the individual regarding how their
performance is seen.
This provides a structured format for
the discussion of performance issues
on a regular basis.
Feedback either reinforces
performance strengths, or provides the
opportunity to discuss resolution of
performance deficiencies.3.
Administrative Uses of Performance
appraisal Salary
Promotion
Retention/termination
Recognition of performance
Layoffs
Identification of poor
performers4.Performance History
This provides a performance history
which is not dependent upon human
memory, and which may be useful in
the full range of personnel decisions,
including compensation decisionmaking.
To review past and present
performance, identifying strengths and
weaknesses.5. Organizational Goals
To clarify, for the individual,
organizational expectations
This provides an opportunity to view
ones performance in the context of
broader organizational goals.
To assess future promotion prospects
and potential
To set objectives for the next period6.
Job StandardsThis provides an

opportunity for clearer articulation and

definition of performance expectations

characteristics that have

resulted in unfair treatment
and people with these
characteristics

ETHICS IN HRM
Ethics is about morality; about
right and honourable conduct.
It is significantly broader than
the common concept of
choosing right from wrong and
what is considered ethical
willvary from country to
country. In a general sense, it
takes the Biblical dictum, Do
unto others as you would have
them do unto you. Whilst this
is limited in business, where
there is the element of
competition between
organisations, there must then
be rules of ethical competition.
In the competitive labour
market, for example, it is
generally acceptable for you to
draw staff from other
employers, but it would not be
acceptable to draw them in
with promises that you were
not then willing to fulfil.

1SEX AND GENDER2 RACE AND

ETICS 3DISABILITY 4 AGE 5
RELIGION6SEXUAL
ORIENTATION

What is stress?
The UK Government defines stress
as:
The adverse reaction people have
to excessive pressure or other
types of demand placed on them
You will notice this distinguishes
stress from pressure. Pressure is
applied to you from outside. If for
you it is excessive, it is likely to
result in stress.
Some pressure is positive and
motivates but everyone is
different. One persons
pressure is anothers stressor
WHO EXPERIENCE UNFAIR
TRETMENT
There are certain groups in any
society who are discriminated
against for unjustifiable reasons.
Members of such groups are
subjected to treatment which is
different from that accorded to
other people, purely on the basis of
their membership of that
group.Such unequal treatment
derives from the prejudices and
preconceptions of the people with
whom they have to deal and needs
to be seen as a problem of those
acting in a discriminatory manner,
rather than a problem of the victim
of the discrimination.
Within the United Kingdom, the
government has determined
that there are certain

WORK FORCE PLANNIG

Originally called manpower
planning and later human
resource planning, workforce
planning is the way that your
organisation strives to ensure
that it is appropriately staffed
and that your staff are able to
contribute to corporate
success:
The right number of the right
sorts of peoplein the right
place at the right time and for
the right cost.
Human resources are
considered by most to be the
organisations most valuable
(and expensive) asset, so you
need to deploy them with the
maximum efficiency and
effectiveness. Workforce
planning supports this by
providing you with a
systematic plan for recruiting,
organising, developing and
retaining people.
There are four stages.
Analysis of existing
resources
A profile of your workforce, based
on certain characteristics that are
relevant for planning purposes,
supplemented, in some instances,
by analysis of issues such as
absenteeism or overtime working.
Workforce demand
forecasting
An analysis of the staffing
requirements necessary for your
organisation to achieve its business
objectives, taking into account the
requirements of the corporate plan.
Workforce supply
forecasting
A forecast of anticipated changes in
your supply of labour. This takes
account of anticipated losses from
your existing workforce and the
supply of suitable staff from
sources outside your organisation.
Workforce plan
By bringing together information
obtained from the first three stages,

you can make an analysis of the

action required to fill the gap
between supply and demand. This
action may include adjustments to
several personnel processes such
as recruitment, retraining and
redundancy.

How do we analyse a workforce?

Any effective corporate planning
depends on efficient information
systems, and workforce planning is
no exception. An accurate picture
of the composition of your
workforce and analyses of
important features of its
deployment are essential. The
information you will require
includes:
Profileof the existing
workforceA profile of your
employees, divided into different
categories, such as:
Agefor the whole organisation
and by department or specialism.
This will help you spot any
imbalances. As people stay at
work longer this profile becomes
increasingly important.
Genderfor the whole
organisation and by department or
specialism.
Ethnicityfor the whole
organisation and by department or
specialism.
SkillsThis can be obtained
by the HR department
conducting a skills audit to
give an indication of the
existing skills within the
organisation and highlight any
areas of skills
shortageSuccession plans
to determine the type and calibre of
managers available to succeed
senior or middle managers who
retire or leave.Movement of
employees through the
organisationincluding
promotions, secondments and
transfers.Use of staffIn many
cases, a raw headcount of numbers
employed is inadequate as a basis
for planning future personnel
policies, which must take account
of the objective of improving
efficiency in the use of staff. For
this purpose, information relating to

one or more of the following may

be neededOvertime working
Sickness absenceStaff downtime
Improvements in
productivity.Labour turnover
An analysis of the rates at which
staff are leaving and of likely
changes to this. For example, in
the UK, it is now the case that
compulsorily retiring staff at age 65
without good reason is unlawful
age discrimination organisations
need to anticipate the likely effect
of this on retirement
rates.CostsPersonnel
policies should, where possible, be
based on information which
identifies the cost implications of
possible courses of action

What is soft workforce

planning?
Soft workforce planning involves
the assessment of four categories
or areas: (a)Defining where the
organisation is now
(b)Defining where it wants to be in
the future
(c)Analysing its external
environment, influences and trends
(over which it has no control)
(d)Formulating plans to implement
necessary changes.
As we have seen, these four
categories are important
stages in the strategic
planning PROCESS
!!Soft
workforce planning is
concerned with the formulation
of the mission, goals,
objectives and strategy of the
organisation and how variables
such as growth, product, life
cycle, competitive advantage
and HR development will
impact on its human resources.
What is hard workforce
planning?
Hard workforce planning concerns
the type of activities the HR
department will need to carry out to
ascertain the appropriate level of
human resources whether its
current level is sufficient; whether
there is a deficiency in one
department over another, etc. Hard
workforce planning activities
include:
Forecasting the number of
employees required in the future to
support the demand for the
organisations products and
services. It also includes the
assessment of the internal and
external supply of human
resources.
Analysis of how current
employees are being utilised

throughout the organisation and

how this impacts on demand.
Monitoring and review to
reconcile workforce plans with
actual practice and facilitating any
amendments needed to plans.

IMPORTANCE OF WORKFORCE
PKLANNIG
PoliticsGovernments create new
laws, encourage their economies
and invest large amounts of public
money. If any of this changes
significantly, it dramatically affects
employment and therefore,
workforce plans.
EconomicsThe rise and fall of
local, national and the increasingly
global economyaffects which
organisations grow and which
shrink. Unstable financial markets
influence profitability and therefore,
growth or downsizing plans.
SocietyDemographics (e.g.
ageing workforces) affects both
labour supply and demand, as does
the increasingwillingness of
workers to migrate within countries
and across national boundaries.
TechnologyAs work moves
from manual to knowledge based,
through computers and associated
technology, staffing plans move
from employing large numbers of
low skill workers to smaller and
more flexible cohorts of
professional workers.
Environment Everything from the
greening of employment to the
implications of global climate
change impact upon workforce
planning.
Law The law is increasingly
international and is affecting
employment via human rights,
labour relations and environmental
legislation.

What is redundancy?
Redundancy is dismissal unrelated
to the conduct or capability of the
individual or to retirement or
resignation, but because:

RECU SELECTION PROCESS

Purpose of the post

Determine the vacancy

Key tasks

Complete the job analysis

How the responsibilities are to

be carried out

Write the job description

Draft the personnel

specification

Advertise in suitable sources

of recruitment

Receive applications and preselect candidates

Hold interviews (and/or other

selection method)

Make a job offer

Implement an induction
programme
As an employer, you have
ceased or intend to cease, to carry
on the business for the purposes of
which the employee was employed,
or
You have ceased or intend to
cease, to carry on the business in
the place where the employee was
employed, or
The requirements of the
business for employees to carry out
work of a particular kind has
ceased or diminished or are
expected to cease or diminish, or
The requirements of the
business for the employees to carry
out workof a particular kind, in the
place where they were employed,
has ceased or diminished or are
expected to cease or diminish.

JOB DESCRI[PTION
This is the first thing that job
analysis produces. A job
description simply describes the job
in terms of its duties,
responsibilities and purpose. It
sets the parameters of the job, by
covering all of the requirements
the who, what, where, when and
why. The key elements are:
The job title
To whom the job holder reports
(possibly including an organisation
chart to show where the job fits in)

Extent of responsibility
Key contacts and basic
conditions of work.

EMPLOYER BRANDING
The marketing process of
branding is well established,
but it has now become a
significant aspect of 21stcentury HR management for
many large organisations,
particularly those working in
tight labour markets.
Why should we be
concerned about our
employer brand?
Employer branding is concerned
with the image of the organisation
and how attractive it is to work for
and this will have a significant
impact on the type of candidates
who apply for jobs.
Your organisation has an employer
brand whether you like it or not.
Some organisations have a very
poor employer brand image as a
result of their treatment of existing
staff, potential staff and their
generally poor reputation in the
community.
You may wish to position
yourself as an employer of
choice because you wish to
become more attractive to
certain sorts of candidates.
This should increase the
number and quality of
applications, although it may
also increase the number of
unsolicited applications you
receive.
How do we influence our
employer brand?
Clearly, if your organisation is
already well known and has a
good brand image, branding
yourself as an employer of
choice will be easier. There are
several stages:

(i)Establish your current image in

the labour market.
(ii)Identify how your employment
offering is different to that of other
organisations. Yours may be a
dynamic and creative organisation
or you may offer high reward,
friendly working conditions or
fantastic staff development. Many
public sector organisations have
emphasised the job security
element of their brand or the
positive impact that their
employees can have on the lives of
other people.
(iii)Then repeatedly emphasise
these unique selling points in
advertisements, in your
recruitment materials, on your
recruitment website and in all
your other public facing
recruitment activities. Stories
are going to be particularly
important, so small case
studies of individual employees
are very valuable in reinforcing
your employer brand imagE

What is appraisal?
The competent manager will
constantlymonitor staff
performance and make realistic
and considered comments on a
day-to-day basis to assist and
develop their effectiveness. A staff
appraisal scheme should capture
the essence of that relationship and
record comments from both sides
at an annual or twice yearly
meeting. It is a snapshot of
progress and achievement as seen
at a particular time, with ideas
about improvement and
development for the coming period.
Before going on to examine the
role and nature of staff
appraisal in organisations, it is
important to note that there is
considerable disagreement and
conflict surrounding the entire
concept of appraisal. There
are two main reasons for this.
There is a substantial lack of
understanding concerning the
overriding principles behind
appraisal and about the best ways
to carry it out. As a result,
appraisal is viewed with distrust in
some organisations and has lost
credibility in others. It may be seen
as alternatively a heavy-handed
tool of management on the one
hand or an administrative chore
with little value on the other.

It is impossible for a good appraisal

scheme to address more than a
few of the various purposes for
which appraisal may be used,
although many organisations try to
address them all. Some purposes
sit happily together, whereas others
are bound to conflict. All the
purposes need to be addressed by
a caring and developmental
organisation, but different
approaches need to be taken
according to the desired result.
The assessment of past
effectiveness and setting of
new performance targets
The assessment of training
and development needs,
and identification of
strategies for meeting
them
The assessment of potential for
promotion and development of
succession planning

What is motivation?
People are an organisations most
valuable and expensive resource,
but they are the most difficult
element of an organisation to
manage. They possess a variety of
talents and each will react
differently in different
circumstances. In fact, in many
ways people are unpredictable.
This means that, unlike machines,
they are not interchangeable. This

creates problems for organisations

for example, a person may work
well one day, but not the next, or
may cope well with pressures one
day, but fail to cope the next day.
Motivation is concerned with
why people do (or refrain from
doing) things. A motive is a
need or a driving force within a
person. The process of
motivation involves choosing
between alternative forms of
action to achieve some desired
end or goal. Goals can Be
Tangiblesuch as higher
earningsIntangiblesuch as
personal reputation or prestige.
1 Self Actualization -Fulfillment Needs
(full potential) This is the rare level
where people have need of purpose,
personal growth and realization of
their potentials. People on this level
are fully functional, acting purely on
their own volition and have a healthy
personality.2 Ego -Self Esteem Needs
(self respect, personal worth,
autonomy) On this level, people act
from their ego needs. They value the
options of others, in order to believe in
themselves. It is a matter of selfrespect through respect from others. 3
Social - Love and Belongingness
Needs (love, friendship, comradeship)
On this level, people need to feel
loved. Here loving one's self has not
been fully discovered. Some families
are tightly bond. If this need is very
strong, there can be a rush to fulfill this
need resulting in less than ideal partner
selection. 4 Security - Safety Needs
(security; protection from harm) Here
we might include living in a safe area
away from threats. This level is more
likely to be found in children as they
have a greater need to feel safe. Those

who worry about small things, such as

drinking out of plastic glasses have
strong security needs.5 Body
-Physiological Needs (air, food, sleep,
stimulation, activity) People on this
level tend to be sick or in emergency
type situations. They have biological
needs for physical equilibrium
(homeostasis). People with lack of
shelter, clothing, food focus on these
needs. People often neglect some of
these basic needs in normal life when
they eat junk food, go without sleep,