key employee qualities

8/13/2019 Key Employee Qualities

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KEY EMPLOYEE QUALITIES

All employees of the Lowell Public Schools are expected to actively contribute to the success of the

school system through the effective performance of their job, responsibilities and duties and to do so

within organizational, ethical and legal guidelines.

mployees are expected to be dedicated and committed to the Lowell Public Schools and to

demonstrate the willingness to be!

flexible,

multi-skilled,

at work when scheduled,

considerate to other co-workers and customers,

a team player,

motivated to do a good job,

a problem-solver, and

successful through quality job performance.

mployees who meet these expectations will help ma"e the Lowell Public Schools successful as well as

creating a productive and enjoyable wor" environment for everyone.

Managing human resources within extension

K. Vijayaragavan and Y. P. Singh

K. Vijayaragavanis a Senior Scientist in the Division of Agricultural Extension at the Indian

Agricultural Research Institute, New Delhi, India.Y. P. Singhis a Professor in the Divisionof Agricultural Extension at the Indian Agricultural Research Institute, New Delhi, India.

Human resource lanning for extension!o" anal#sisRecruitment and training of extension ersonnelPerformance araisalSuervision$anagement of rewards and incentivesImrovement of the %ualit# of wor& life'rgani(ational develoment)onclusion

References

'ne of the most significant develoments in the field of organi(ation in recent times is theincreasing imortance given to human resources. $ore and more attention is "eing aid tomotivational asects of human ersonalit#, articularl# the need for self*esteem, grou"elonging, and self*actuali(ation. +his new awa&ening of humanism and humani(ation allover the world has in fact enlarged the scoe of al#ing rinciles of human resourcemanagement in organi(ations. +he develoment of eole, their cometencies, and the
http://www.fao.org/docrep/W5830E/w5830e0g.htm#human%20resource%20planning%20for%20extensionhttp://www.fao.org/docrep/W5830E/w5830e0g.htm#job%20analysishttp://www.fao.org/docrep/W5830E/w5830e0g.htm#recruitment%20and%20training%20of%20extension%20personnelhttp://www.fao.org/docrep/W5830E/w5830e0g.htm#performance%20appraisalhttp://www.fao.org/docrep/W5830E/w5830e0g.htm#supervisionhttp://www.fao.org/docrep/W5830E/w5830e0g.htm#management%20of%20rewards%20and%20incentiveshttp://www.fao.org/docrep/W5830E/w5830e0g.htm#improvement%20of%20the%20quality%20of%20work%20lifehttp://www.fao.org/docrep/W5830E/w5830e0g.htm#organizational%20developmenthttp://www.fao.org/docrep/W5830E/w5830e0g.htm#conclusionhttp://www.fao.org/docrep/W5830E/w5830e0g.htm#referenceshttp://www.fao.org/docrep/W5830E/w5830e0g.htm#job%20analysishttp://www.fao.org/docrep/W5830E/w5830e0g.htm#recruitment%20and%20training%20of%20extension%20personnelhttp://www.fao.org/docrep/W5830E/w5830e0g.htm#performance%20appraisalhttp://www.fao.org/docrep/W5830E/w5830e0g.htm#supervisionhttp://www.fao.org/docrep/W5830E/w5830e0g.htm#management%20of%20rewards%20and%20incentiveshttp://www.fao.org/docrep/W5830E/w5830e0g.htm#improvement%20of%20the%20quality%20of%20work%20lifehttp://www.fao.org/docrep/W5830E/w5830e0g.htm#organizational%20developmenthttp://www.fao.org/docrep/W5830E/w5830e0g.htm#conclusionhttp://www.fao.org/docrep/W5830E/w5830e0g.htm#referenceshttp://www.fao.org/docrep/W5830E/w5830e0g.htm#human%20resource%20planning%20for%20extension


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rocess develoment of the total organi(ation are the main concerns of human resourcemanagement Paree& - Rao, //01.

Extension organi(ations in develoing countries face the ma2or ro"lems of rofessionalincometence and lac& of motivation among their emlo#ees. 3urther, man# of theagricultural extension deartments of these countries do not have a well*defined s#stem ofhuman resource management. Proer lanning and management of human resourceswithin extension organi(ations is essential to increase the caa"ilities, motivation, andoverall effectiveness of extension ersonnel. 4eeing this in view, this chater discussesthe various dimensions of human resource management as alica"le to extensionorgani(ations5 human resource lanning for extension, 2o" anal#sis, recruitment and trainingof extension ersonnel, erformance araisal, suervision, management of rewards andincentives, imrovement of the %ualit# of wor& life, and organi(ational develoment forextension.

Human resource planning for extension

Human resource lanning forecasts the future ersonnel needs of extension organi(ations.6ith the raid changes in technolog#, needs of farmers, mar&et situation, and cometitiveenvironment, lanning for human resources has "ecome an imortant, challenging tas& forextension. Human resource lanning involves lans for future needs of ersonnel, theirre%uired s&ills, recruitment of emlo#ees, and develoment of ersonnel $iller, 7urac&,-Al"recht, /891. Human resource forecasting and human resource audit are the two mostimortant comonents of this t#e of lanning. Human resource forecasting refers toredicting an organi(ation:s future demand for num"er, t#e, and %ualit# of variouscategories of emlo#ees. +he assessment of future needs has to "e "ased on anal#sis ofresent and future olicies and growth trends. +he techni%ues of forecasting include theformal exert surve#, Delhi techni%ue, statistical anal#sis, "udget and lanning anal#sis,

and comuter models. +he human resource audit gives an account of the s&ills, a"ilities,and erformance of all the emlo#ees of an organi(ation 6erther - Davis, /801.

o! analysis

!o" anal#sis traditionall# was done for uroses connected with recruitment, a#,administration, and suervision. 7ut the increasing comlexit# of wor& has made 2o"anal#sis an imortant instrument for develoing eole in organi(ations. !o" anal#sisre%uires a s#stematic collection, evaluation, and organi(ation of information a"out the 2o".+his information is collected through interviews, mailed %uestionnaires, o"servation, stud#of records, and similar methods. +he collected information "ecomes a "asis for rearing

2o" descritions and secifications. +he 2o" descrition, or 2o" rofile, is a written statementwhich includes detailed secifications of duties to "e erformed, resonsi"ilities, andwor&ing conditions and indicates what is exected of a 2o" holder. A 2o" secification is arofile of the human characteristics needed for the 2o", such as education, training, s&ills,exerience, and h#sical and mental a"ilities 6erther - Davis, /801.

Extension organi(ations in develoing countries do not have clearl# defined 2o" descritionsor 2o" secifications for extension ersonnel. +he training and visit s#stem of extensionconsidera"l# imroved the rearation of 2o" charts, wor& lans, and time*"ound wor& for


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different categories of extension ersonnel. However, the actual utilit# of 2o" descritions inextension organi(ations is comlicated "# factors such as wor& overload, seasonalit# ofextension, the range of croing s#stems, and distri"ution of extension service over a largearea Ha#ward, //91. Studies anal#sing the role of extension agents reveal that the# facewor&*related ro"lems such as role am"iguit# and lac& of 2o" authorit#, exertise, andaccounta"ilit# ;i2a#aragavan - Singh, /8/1. +his shows that 2o" anal#sis is needed toimrove the erformance and effectiveness of extension emlo#ees. !o" anal#sis can moreeffectivel# contri"ute towards the develoment of extension ersonnel "# adoting thefollowing rocedures which involve identif#ing &e# erformance areas 4PAs1 and criticalattri"utes.

Key Performance "reas for Various #ategories of $xtension Personnel

A 2o" descrition consists of man# details, "ut does not secif# &e# areas which needattention. 3urther, it gives the details of what is exected from the current 2o"holder. 'n theother hand, &e# erformance areas are secific and show the critical functions relevant atresent and for the future to achieve the o"2ectives Paree& - Rao, //01. +he identification

of &e# erformance areas hels in role clarit# as well as in delegation of functions. +his inturn aids in erformance araisal and training.


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necessar# formal training in agriculture, ractical s&ills and exerience in farming, and&nowledge of modern farm ractices. A"ilities in grou d#namics, human relations, andcommunication are also imortant. 7asic s&ills related to management and leadershi areneeded "# extension suervisors. ;alues and attitudes such as faith in rural eole,commitment to agricultural develoment, and concern for the whole communit# areimortant for all extension ersonnel = 7hasin, /@?1.

+he imortance of assessing ersonal and rofessional attri"utes for selecting roductiveextension ersonnel has "een reorted "# several researchers = Perumal,/@1. Assessment is essential "ecause an unsatisfactor# educational level of extensionstaff is one of the most serious ro"lems of extension in countries li&e 7angladesh,7otswana, 4en#a, $ala#sia, Sudan, and Bam"ia 7lanc&en"urg, /8C1. A worldwideanal#sis of the status of agricultural extension reveals the low level of formal education andtraining of field extension agents in develoing countries Swanson, 3arner, - 7ahal, //91.

%ecruitment and training of extension personnel

Recruitment is imortant in selecting the right &ind of extension ersonnel. Since the 2o" ofextension ersonnel calls for technical s&ills as well as commitment and willingness toeducate rural eole, an aroriate selection s#stem is essential to ensure the rightselection. +he success of extension deends heavil# uon selection of %ualified andmotivated ersonnel. Extension organi(ations in develoing countries use two ma2orsources of recruitment5 from outside and from within. Entr#*level ositions such as villageextension wor&ers and agricultural extension officers are filled "# outside recruitment, usingthe services of government lacement agencies. 'ther channels of recruitment areadvertisements, rivate lacement agencies, rofessional search firms, and educationalinstitutions. In some countries, farmers are recruited to hel extension agents Adams,/801. In Israel, volunteers with ractical exerience in farming, usuall# a coule, were

recruited as extension wor&ers to hel the immigrants. +hese agents were found to "eenthusiastic= the# lived with the farmers, set a ersonal examle, and were effectiveinstruments for ma&ing desired changes 7lum, /8@1.

$ost of the extension deartments in develoing countries have the olic# of romoting orrecruiting within for middle*level and to*level ositions. 3or examle, in India, ositions li&edeut# director, 2oint director, and additional director of extension are filled throughromotion ;i2a#aragavan, //C1. +he advantages of this olic# are that it romotes lo#alt#and rovides oortunities for existing extension staff to get high*level ositions. However,its greatest disadvantage is that it revents the lateral entr# of talented extension ersonneland romotes comlacenc# "ecause seniorit# ensures romotion.

Methods and &echni'ues for Selecting $xtension Staff

+he selection of extension staff starts with ma&ing the 2o" oortunities &nown to allotential alicants through advertisement. +he hel of extension wor&ers: training centres,agricultural colleges, rural institutions, and local government agencies ma# "e sought togive wide u"licit#, as well as to inform candidates living in rural areas. +his is followed "#screening alicants to short*list suita"le candidates and "# evaluating otential candidatesthrough various tests.


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A t#ical selection rocess consists of the following stes5 comleted 2o" alication, initialscreening, testing, indeth selection interview, h#sical examination, and 2o" offer 3rench,/801. In general, extension organi(ations in develoing countries use a simle &nowledgetest and a "rief interview to select extension ersonnel. 7# using the a"ove method, it isimossi"le to discriminate an effective candidate from an ineffective candidate, "ecauseselecting extension ersonnel demands thorough, indeth testing of cognitive andnoncognitive a"ilities.

+esting cognitive a"ilit# includes a &nowledge test, a s&ill or a"ilit# test, and an atitude test.A noncognitive test is a measure of "ehavioural dimensions which are imortant for field*level extension ersonnel, including concern for and commitment to rural eole, emath#,ro"lem*solving orientation, high motivation to influence and educate farmers, a"ilit# towor& under unsuervised and difficult village conditions, atience and ersistence, andteam sirit. A good examle of selecting village*level extension wor&ers on the "asis of"ehavioural characteristics is rovided "# the extension ro2ect of Allaha"ad AgriculturalInstitute 7athgate, /?1. In resonse to an advertisement for 0@ osts of village guides,@99 to 899 candidates had alied. +he final selection rocedure consisted of five da#s of

testing s&ills and attitudes in actual village situations. +he test included testing attitudestowards menial tas&s li&e cleaning a cattle shed or digging a comost it. +he candidates:resonses to emergenc# situations were also tested "# droing them into isolated villages.

+he assessment centre aroach, originall# used during 6orld 6ar II, can "e used to selectextension staff. In this aroach, an organi(ation develos its internal resources forassessing new staff. +he candidates to "e recruited go through a num"er of simulationexercises, and an exert assesses their "ehaviour. +he techni%ues used are as#chological test, role la#, in*"as&et exercise, grou discussion, ro2ective test,&nowledge test, and interviews.

&raining and (evelopment

+he training of extension ersonnel contri"utes directl# to the develoment of humanresources within extension organi(ations. +raining rogrammes are directed towardsmaintaining and imroving current 2o" erformance, while develoment rogrammes see&to develo s&ills for future 2o"s Stoner - 3reeman, //0, . >881. +raining has to start withthe identification of training needs through 2o" anal#sis, erformance araisal, andorgani(ational anal#sis. 'nce the training needs of extension ersonnel have "eenidentified, the next ste is to organi(e training rogrammes. $ethods such as games, rolela#ing, simulation exercises, and case stud# can "e used in extension organi(ations tocreate learning situations "ased on exerience #nton - Paree&, //91. +raining "ased onactual field exerience should "e emhasi(ed. Emerging new farm technologies such as

integrated est management and imroved ractices in horticulture call for actual fieldexerience. Extension agents need training not onl# in the technological asects "ut also inhuman relations, ro"lem solving, sensitivit# towards disadvantaged grous, and the "asicconcets of management Ha#ward, //91.

Management (evelopment Programmes


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$anagement develoment rogrammes are meant to imrove the managerial s&ills ofsenior*level extension officers and to reare them for future roles. +here is a great need formanagement develoment rogrammes in extension organi(ations "ecause the# facecomlex situations due to changing agricultural scenarios. 3urther, extension managershave to "e exosed to modern management techni%ues and methods. $anagementdeveloment rogrammes have to "e suited to the needs of to*level extension managersand should "e "ased on needs anal#sis. $ethods such as coaching, 2o" rotation, trainingsessions, classroom instruction, and educational institute*sonsored develomentrogrammes are used to train managers. In India, a searate institute called $ANA1 to identif# training needs, and C1 to rovide inuts for management of a#administration, rewards, and romotion. +he stes involved in effective erformancearaisal are 1 identification of &e# erformance areas and setting #earl# o"2ectives undereach 4PA, 01 identification of critical attri"utes for effective erformance, >1 eriodicreview of erformance, C1 discussion of erformance with emlo#ees, and 1 identificationof training and develomental needs Paree& - Rao, //01.

Potential "ppraisal

+he otential araisal is a future*oriented araisal "# which the otential of an emlo#eeto occu# higher ositions and to assume higher resonsi"ilities is evaluated. +he otentialaraisal can hel the extension staff to &now their strengths and wea&nesses and canmotivate them to further develo their s&ills. +hus the otential araisal hels in lanningoverall career develoment of emlo#ees. Some of the techni%ues used for the araisalare self*araisals, eer rating, the management "# o"2ectives $7'1 aroach,s#chological test and simulated wor& exercises, case anal#ses, and leadershi exercises.

Performance %eview and #ounselling


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An imortant urose of the erformance araisal is to counsel and guide emlo#eestowards greater 2o" effectiveness. +hus a s#stem of erformance counselling is needed inextension organi(ations. Performance counselling is rovided "# the manager to thesu"ordinates to hel them in the anal#sis of 2o" erformance, identification of trainingneeds, and finding solutions to the ro"lems which hinder 2o" effectiveness. )ounselling isan art of communication involving two eole * manager and emlo#ee. )ounselling differsfrom training in that the former involves a d#adic relationshi and esta"lishes moremutualit# and confidentialit#. +he success of erformance counselling deends uon theemlo#ee:s interest, a climate of oenness and mutualit#, and the counselling rocess.Extension managers can use directive, nondirective, and cooerative counselling 6erther- Davis, /801.

Supervision

+wo ma2or functions of suervision are tas& orientation and concern for emlo#ees.+herefore, direction and organi(ation of activities, motivation of emlo#ees, andmanagement of wor& grous are the imortant functions of extension suervisors.

(irection and )rgani*ation

Extension suervisors have to lan the wor& and maintain a high standard of erformance.+he whole rocess of 2o" anal#sis, identification of &e# erformance areas, anderformance araisal will hel in lanning and organi(ing extension wor&. +he training andvisit s#stem of extension has introduced mechanisms for defining goals, lanning, andscheduling wor& at the field level with rovisions for monitoring and evaluation. Some of themanagement techni%ues used "# extension organi(ations in overall lanning andmanagement of rogrammes are the rogramme evaluation and review techni%uePER+Fcritical ath method )P$1 6iest - ev#, /801, management "# o"2ectives $7'1

$c)on&e#, /8>1, rogramme and erformance "udgeting s#stem PP7S1, and timemanagement techni%ues. +hese techni%ues have "een ractised "# extensionorgani(ations in Asian and African countries with var#ing success. Personal comuters offergood scoe for extension managers to increase certain managerial s&ills.

A stud# of suervisor# ractices to imrove field erformance of agricultural extension in4en#a, $alawi, and the Philiines revealed the following effective suervisor# racticesHonadle, /8015 1 use of colla"orative, realistic, and result*oriented target setting and adail# activit# lan= 01 a needs*"ased articiator# evaluation s#stem= >1 involvement offarmers in decision ma&ing and a reacha"le service target under local constraints= and C1effective communication and use of simle roforma and reort rocedures.

Studies of agricultural extension in Asia and Africa show that extension suervisors must "econsiderate as well as tas& oriented, involving su"ordinates in decision ma&ing and treatingthe emlo#ees with more interersonal cometence eonard, /@@= ;i2a#aragavan -Singh, //1. G to 8? er cent of field agents in Southeast

Asia reorted friendshi as the most effective wa# for suervisors to ensure extensionwor&ers: relia"le erformance 1. +hus if extension managers are to "e


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effective, the# have to give suortive evaluation "# wa# of enhancing emlo#ee motivationand imroving the functioning of wor& grous.

Motivating the $xtension Personnel

+he wor& motivation and morale of extension staff, as reorted earlier, are ver# oor inman# countries. +he reasons are man#. +he "ureaucratic structure of extensionadministration, lac& of rewards and incentives, oor facilities, oor romotional avenues,and the low esteem given to extension are the ma2or causes of oor motivation and morale.Extension suervisors should have the a"ilit# to motivate and lead the field extensionwor&ers so that the field agents erform more than routine 2o"s, and suervisors should "einvolved in attaining excellence in extension wor&. +his calls for extension managers havingan understanding of various theories of motivation as alica"le to frontline extensionagents. +herefore, a &nowledge of ma2or theories of motivation such as $aslow:s hierarch#of needs theor#, Her("erg:s two factor# theor#, $c)lelland:s need theor#, theor# andtheor# , and exectanc# theor# of motivation is essential Stoner - 3reeman, //01.Secial training for develoing motivation among field*wor&ers has to "e underta&en "#

suervisors.

+or,-roup Management

Ever# organi(ation has formal and informal grous. 3ormal grous are esta"lished "# themanagement, while informal grous are sontaneous and develoed to satisf# mutualinterest of the mem"ers. 7ecause wor& grous have a considera"le influence on the wor&situation, suervisors should "e sensitive to the needs of the grou and develo s&ills toguide and achieve the grou:s goal, which will "enefit the organi(ation and the mem"ers.Effective extension suervision can use wor& grous in ro"lem solving "ecause the# canrovide man# creative solutions. 'ne wa# to imrove suervisor# effectiveness in extension

wor& is to develo a leadershi st#le which reresents the extension wor&ers: grou interestat the higher level of organi(ation. +his will increase the confidence and morale of the wor&grou. An understanding of grou d#namics and their imlications for increasing wor&*grouerformance is essential for extension suervisors. 3or examle, in the Hawthorne Effect,increased erformance due to secial treatment of the grou can "e effectivel# used inextension organi(ations Honadle, /801. Studies have ointed out that well*develoedgrou d#namics result in increased extension erformance eonard, /@@1.

Management of rewards and incentives

An imortant asect of human resource management which needs secial attention inextension organi(ations is the develoment of a reward s#stem which will attract, retain,and motivate extension ersonnel, as well as rovide training and romotionaloortunities. Extension organi(ations in Asian and African countries have a oor rewards#stem ;i2a#aragavan, //C= Swanson, 3armer, - 7ahal. //91. +he extension agents arenot onl# oorl# aid "ut are aid late and after reminders or visits to head*%uarters6iggins, /8?1. $ost of the extension services are run "# government agencies andoerate under rules and regulations of u"lic administration. +hese rules do not haverovisions for rewarding suerior erformance or for a wage s#stem "ased on merit.Promotion criteria are "ased on seniorit# and length of service. +hus the "ureaucratic


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structure of extension services is a "asic hindrance to designing a "etter reward s#stem.Among man# of the government deartments, the agricultural deartment and extensionservice have a low u"lic esteem and oor a# structure ;i2a#aragavan - Singh, //01.

+he rewards and incentive s#stem can "e imroved in several wa#s.

Rewaring Superior !erfor"ance.Extension organi(ations have to develo a rewards#stem which encourages suerior erformance so that a# and wage administration will "ean effective tool to romote erformance, motivation, and satisfaction. A clear 2o"descrition, erformance standards, and erformance araisal will hel in evaluatingextension wor& and rewarding eole for meritorious service. 6a#s and means have to "efound within the existing framewor& of u"lic administration for "asing a# on erformance.3or examle, extension wor&ers on the "asis of their erformance can "e sent for highereducation. Nonmonetar# rewards such as recogni(ing the good ideas of field wor&ers orawarding honoura"le titles will also hel in imroving erformance. Extension ersonnelma# also "e encouraged to form rofessional societies to develo and communicate highstandards, as well as to recogni(e suerior erformance. A rofessional monthl# 2ournal or

newsletter can hel extension agents to communicate innovative ideas and reinforcesuerior erformance.

#"prove Working $onitions at t%e &iel 'evel. +he reward s#stem must also "e internall#e%uita"le. +he relative imortance of field*level extension functionaries has to "e reali(ed interms of a# comensation and other amenities. ower level extension wor&ers often haveto wor& under unleasant and isolated conditions. A carefull# lanned s#stem of fieldallowance will comensate this 7axter, //91. +he living conditions of field extensionwor&ers must "e imroved "# roviding ade%uate facilities for housing, transort, andmedical and educational allowances for children.

$areer !lanning an (evelop"ent for Extension !ersonnel.A career refers to all of the 2o"sthat eole hold during their wor&ing lives. )areer lanning is the rocess "# whichemlo#ees lan their career goals and aths. )areer develoment refers to all of thetechnical and managerial s&ills emlo#ees ac%uire to achieve their career lans. )areeradvancement, which gives a icture of future oortunities in terms of romotion, is amotivating factor for erformance and develoment of s&ills. Gnfortunatel#, no careerstructure exists for extension ersonnel in man# organi(ations. In develoing countries li&eIndia, there are man# cases where one 2oins as a village extension wor&er and retires in thesame osition after serving thirt# to thirt#*five #ears. As art of imroving the rewards andincentives s#stem, extension organi(ations have to develo suita"le career aths andadvancement for different categories of extension ersonnel on a s#stematic "asis.

As art of career develoment, extension ersonnel should "e rovided with oortunitiesto develo their technical and managerial s&ills to ena"le them to occu# higher ositions.Extension ersonnel should have a salar# structure as well as romotion oortunitiescomara"le to other rofessions li&e health or engineering. In 4en#a, the a# and careeroortunities of extension wor&ers are comara"le to other government emlo#ees'n#ango, /8@1. Recommendations have alread# "een made to e%uate the status ofagricultural extension with that of agricultural research "# offering an e%ual salar# structure,rofessional advancement, and incentives and rewards 3A', /81.


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/mprovement of the 'uality of wor, life

+he earlier aroach to human resource develoment emhasi(ed individual develomentthrough training and roer suervision. However, with the increasing comlexit# oforgani(ations and societ#, it was soon reali(ed that training individuals la#s onl# a limited

role in the develoment of organi(ations. +he need for imroving the %ualit# of wor& lifethrough ma&ing the 2o" more satisf#ing and roductive has "een greatl# felt. 3actors suchas the nature of the 2o" or the role and involvement of emlo#ees in wor& decisions areimortant for imroving the %ualit# of wor& life. +he methods used to do so are 2o"enrichment, 2o" design, and role interventions Paree&, //>1. An understanding of thesemethods and their alication in extension organi(ations are essential for extensionmanagers to imrove the erformance of extension agents. Studies have shown that thewor& environment of extension organi(ations is oor and needs imrovement !hamtani -Singh, /8/, //01.

o! $nrichment and o! (esign

!o" enrichment refers to detailed anal#sis of the wor& to &now the factors which ma&e it asatisf#ing exerience. !o" enrichment uses the 2o" as the medium of develoing emlo#eesand changing organi(ational ractices. Some of the factors which increase 2o" satisfactionare a sense of achievement in the 2o", recognition for the 2o", the nature of the wor& itself,and oortunities to learn new things and grow. +he rinciles of 2o" enrichment, accordingto Her("erg /??1, are removing controls while retaining accounta"ilit#, introducing newtas&s, giving a comlete unit of wor&, granting 2o" freedom, and heling emlo#ees to"ecome exert in their tas&s. +hese rinciles can "e ractised "# extension managers toincrease the %ualit# of wor& and 2o" satisfaction among extension ersonnel.

!o" enrichment rogrammes were successful in imroving the %ualit# of wor& and 2o"

satisfaction. However, it was found that 2o" enrichment had a limited view of the 2o", and theneed for greater emhasis on human values was reali(ed. +his led to the concet of 2o"design, which refers to structuring a 2o" to satisf# the technical, organi(ational, social, andhuman re%uirements of the erson erforming the wor& Davis - +a#lor, /@/1. 7ased onthe humani(ation of wor&, 2o" design aims at increasing the %ualit# of wor& life throughtreating the emlo#ees as human "eings and emhasi(ing their develoment andinvolvement in wor& decisions. It emhasi(es the use of extrinsic and intrinsic 2o" factors,emlo#ee articiation in management, autonom#, adata"ilit#, and variet#. +he concet of

2o" design can "e used "# extension managers to increase articiation of extensionersonnel in the lanning and management of extension rogrammes, which will imrovethe %ualit# of their wor& life.

%ole /nterventions

+he stud# of roles, which are the ositions emlo#ees hold in an organi(ation, as defined "#the exectations of significant ersons and the individuals occu#ing the ositions, is acomarativel# neglected asect of organi(ations. Roles are an imortant dimension inincreasing organi(ational effectiveness. +hrough their roles, eole are lin&ed with theorgani(ation. +his lin&age increases organi(ational effectiveness "# integrating theindividuals with the organi(ation. Such integration increases mental well*"eing and ersonal


11/24

effectiveness Paree&, //>1. +he urose of role*"ased intervention is to increase themutualit# of roles in organi(ations. Role*"ased interventions are done through learningsituations such as rocess la"orator#, grou discussion, and use of %uestionnaires andschedules. Role*"ased interventions in extension organi(ations will result in increased wor&commitment, motivation, creativit#, and team sirit.

)rgani*ational development

An efficient extension organi(ation needs to develo the caa"ilit# of resonding tochanges in relation to its environment. Extension organi(ations have to coe with changeswithin and outside the organi(ation, such as changes in farm technolog#, communicationmethods, needs of farmers, rural situations, exort and imort of farm roduce, and mar&eteconom#. 'rgani(ational develoment allows for lanned changes in the organi(ation:stas&s, techni%ues, structure, and eole. Attitudes, values, and ractices of the organi(ationare changed so that it can coe with changing situations. +he emlo#ees also gain greaters&ills to deal with new ro"lems.

Also focussing on team "uilding and conflict management )hattoadh#a# - Paree&, /801,organi(ational develoment is a lanned effort and is done with the hel of an externalexert in the "ehavioural sciences. +he rocess consists of diagnosis of the ro"lem, datacollection, feed"ac& of data to the organi(ation, introduction of secific interventions,evaluation, and follow*u. +echni%ues such as sensitivit# training, transactional anal#sis,and team*"uilding exercises are used to develo interersonal relationshis. 'rgani(ationaldeveloment is an effective aroach that can "e used "# extension organi(ations to "ringa"out lanned changes and to increase the interersonal relationshis among theemlo#ees.

#onclusion

+he &e# factor in the success of extension organi(ations is imroving their humanresources. +his chater has discussed various dimensions of human resource managementwhich will hel extension managers imrove their human resource s#stem. +he roerlanning and imlentation of the human resource s#stem will result in overall develomentof extension ersonnel. +his will also ena"le extension organi(ations to adat to the raidchanges occurring in the extension environment of develoing countries.

TEN Attributes of a good employee - billgates

I'm often asked how to be a good manager, a topic I've taken on in this column more than once !ess

often does anybody ask an e"ually important "uestion# $hat makes a good employee%

&ere are ( of the "ualities I find in the )best and brightest) employees, the people companies should

attract and retain

If you have all of these attributes, you're probably a terrific employee


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First, it's important to have a fundamental curiosity about the product or products of your company or

group *ou have to use the products yourself

This can't be stressed enough in the computer world It also carries special weight in other knowledge-

based fields where technology and practices are advancing so fast that's it's very hard to keep up If

you don't have a fascination with the products, you can get out of date--and become ineffective--pretty"uickly

Second, you need a genuine interest in engaging customers in discussions about how they use

products--what they like, what they don't like *ou have to be a bit of an evangelist with customers,

and yet be realistic about where your company's products are falling short and could be better

Third, once you understand your customer's needs, you have to en+oy thinking through how a product

can help If you work in the software industry, for eample, you might ask# )&ow can this product make

work more interesting% &ow can it make learning more interesting% &ow can it be used in the home in

more interesting ways%)

These first three points are related uccess comes from understanding and caring deeply about your

products, your technology and your customers' needs

Fourth, you as an individual employee should maintain the same type of long-term approach that a

good company does Employees need to focus on lifelong goals such as developing their own skills and

those of the people they work with This kind of self-motivation re"uires discipline, but it can be "uite

rewarding

.anagement can also encourage motivation, of course If you're in sales, "uotas are important tools

for measuring performance, and it's great when employees beat a "uota /ut if beating your sales

"uota or maimi0ing your net bonus or salary increase is all that motivates you, you're likely to miss

out on the kind of teamwork and development that create success in the long term

Fifth, you need to have speciali0ed knowledge or skills while maintaining a broad perspective /ig

companies, in particular, need employees who can learn specialties "uickly No one should assume

that the epertise they have today will suffice tomorrow, so a willingness to learn is critical

Sixth, you have to be fleible enough to take advantage of opportunities that can give you

perspective At .icrosoft we try to offer a person lots of different +obs through the course of a career

Anyone interested in +oining management is encouraged to work in different customer units, even if it

means moving laterally within the organi0ation or relocating to a different part of the world

$e try to move people from our product groups out into the field and move field people into theproduct groups $e have many people in our 1 subsidiary from other countries, and we have many

1 employees who work for subsidiaries in other nations This helps us better understand world

markets, and while we do a pretty good +ob of cross-pollination, there's still not "uite as much of it as I

would like

Seventh, a good employee will want to learn the economics of the business $hy does a company do

what it does% $hat are its business models% &ow does it make money%


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I'm always surprised to learn of a company that doesn't educate its employees in the fundamental

financial realities of its industry Employees need to understand the )make or break) aspects of their

industry so that they know what it is about their own +ob that really counts 2f course, employees have

to be willing students who direct attention to the areas where it makes the biggest difference

Eighth, you must focus on competitors I like employees who think about what's going on in themarketplace $hat are our competitors doing that's smart% $hat can we learn from them% &ow can we

avoid their mistakes%

Ninth, you've got to use your head Analy0e problems but don't fall prey to )analysis paralysis)

1nderstand the implications of potential tradeoffs of all kinds, including the tradeoff between acting

sooner with less information and later with more

1se your head in practical ways, too 3rioriti0e your time effectively Think about how to give advice

crisply to other groups

Finally, don't overlook the obvious essentials such as being honest, ethical and hard working These

attributes are critical and go without saying

&he 01 Professional "ttri!utes$mployers +ant Most in $mployees

7# Meriit% 'evinson)reated Sep )* )+,+ - /0a"

6ith so man# eole cometing for so few 2o"s, savv# 2o" see&ers are loo&ingfor an# wa# the# can differentiate themselves from their cometition and standout to rosective emlo#ers in their 2o" searches. +his need to stand out hasdriven some 2o" see&ers to romote their exerience in some wacwa#sJK,2a(( u their resumesJ0Kor develo uni%ue ersonal "randsJ>K.

According to 2o" search engine Indeed.com, one of the "est wa#s 2o" see&erscan differentiate themselves in their2o" searchesJCKfrom others with similars&ills and wor& exerience is "# emhasi(ing their rofessional attri"utesLtraits that indicate how the# will erform at wor&. $an# emlo#ers are as

interested in a rosective emlo#ee:s rofessional attri"utes and soft s&ills asthe# are in the emlo#ee:s technical s&ills and wor& exerience.

4nowing the rofessional attri"utes that emlo#ers value most allows #ou toosition #ourself "etter against the cometition, sa#s Indeed.com.

Indeed.com anal#(ed millions of its 2o" ostings over six months to identif# therofessional attri"utes that emlo#ers most commonl# see& in rosective
http://advice.cio.com/meridith_levinson/the_wackiest_thing_youve_done_to_get_a_jobhttp://advice.cio.com/meridith_levinson/the_wackiest_thing_youve_done_to_get_a_jobhttp://advice.cio.com/meridith_levinson/give_your_resume_sex_appealhttp://www.cio.com/article/552565/Developing_a_Personal_Brand_for_Your_Job_Searchhttp://www.cio.com/article/496886/IT_Job_Search_Biblehttp://advice.cio.com/meridith_levinson/the_wackiest_thing_youve_done_to_get_a_jobhttp://advice.cio.com/meridith_levinson/the_wackiest_thing_youve_done_to_get_a_jobhttp://advice.cio.com/meridith_levinson/give_your_resume_sex_appealhttp://www.cio.com/article/552565/Developing_a_Personal_Brand_for_Your_Job_Searchhttp://www.cio.com/article/496886/IT_Job_Search_Bible


14/24

emlo#ees. Here is Indeed.com:s list of the to 9 rofessionalattri"utesJKthat emlo#ers want to see in their emlo#ees, in order ofimortance.

. eadershi s&ills

0. Interersonal s&ills

>. Pro"lem*solving s&ills

C. Self*motivation

. Efficient

?. Detail*oriented

@. +he a"ilit# to rioriti(e

8. +eam la#er

/. Relia"le

9. +he a"ilit# to multitas&

I+ hiring managers5 6hat rofessional attri"utes or soft s&ills do #ou want tosee most in #our emlo#eesM

$mployee "ttri!utes #hec,list

;alua"le emlo#ees increase the roductivit# of the organi(ation or the coman#. 3inding emlo#ees withgood attri"utes can "e a comlex tas& "ecause assessing the attri"utes of an emlo#ee is difficult until

she has 2oined the wor&force. As an emlo#er, #ou ma# "e interested in desira"le characteristics of a new

hire.


15/24

minded. He is conscious of the set goals, read# to ta&e ris&s and ut in his maximum efforts and not 2ust

wait for others to do the wor& for him. He can "e relied uon to comlete his art of the wor&.

Positive Attitude

An emlo#ee with a ositive attitude cares and en2o#s what she does. +he ositive attitude ma&es her do

her 2o" well and also motivates others to do the same. An emlo#ee with a ositive attitude does not dwell

on the negative asects of a 2o" or the challenges that must arise. She is alwa#s striving for good in thewor&lace and among her cowor&ers. She is areciative and gracious at wor& and alwa#s enthusiastic

a"out her 2o" and serves as a role model to other emlo#ees.

Honest# and Integrit#

Integrit# means ma&ing the right decision when faced with right and wrong while honest# is said to "e the

"est olic#. Emlo#ees invo&e trust and resect when the# have honest# and integrit# values. Integrit#

and honest# are ver# imortant in the wor&lace as the# will revent scams and scandals such as l#ing,

fraud or stealing from the coman#1 that normall# occur if emlo#ees are not honest.

2 &op /nspirational "ttri!utes reat 3eaders 4se to Motivate $mployees

"rticle )verview5Are #ou one of the leaders who thin& that some emlo#ees onl# wor& for

mone#M Do #ou send sleeless nights worried that #our good and talented emlo#ees

might "e loo&ing for greener asturesM Do #ou wonder wh# there are emlo#ees with

negative attitudes a"out #our organi(ation, its goals and exectationsM Are #ou concerned

that there are "right and talented emlo#ees who are less li&el# to share new ideas andFor

are afraid of changeM In m# more than ten #ears of conducting hundreds of surve#s on what

emlo#ee consider their leaders: strengths or wish their leaders had1, and ma&es them

want to wor& under that leader, the findings are consist across industries and across u"lic

and rivate organi(ations

4 Top Inspirational Attributes 5reat !eaders 1se to .otivate Employees

Are you one of the leaders who think that some employees only work for money% 6o

you spend sleepless nights worried that your good and talented employees might

be looking for )greener pastures%) 6o you wonder why there are employees with

negative attitudes about your organi0ation, its goals and epectations% Are you

concerned that there are bright and talented employees who are less likely to share

new ideas and7or are afraid of change%

In my more than ten years of conducting hundreds of surveys on what employee

consider their leaders' strengths 8or wish their leaders had9, and makes them want

to work under that leader, the findings are consist across industries and across

public and private organi0ations

:esults are the same for sports teams and for church or nursing home employees,

or for employees of corporate America, sports team coaches, church employees or

nursing home personnel


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$hile vision, ability to communicate and trustworthiness top the list of desirable

traits of great leaders, how they 8great leaders9 treat employees is what makes

them great &ere is a synthesis of what employees consider the difference that

separates great ordinary leaders

They care A caring leader is far easier to trust, work with and communicate withhonestly and openly

They embrace an optimistic view of their organi0ation's goals Their positive energy

and ability to believe in possibilities creates the )we-can-do-it) attitude which is the

engine for creativity, accountability, team spirit, and increased productivity They

dislike pessimistic views of life

They respect employees as individuals with ability to have vision, make good

decisions, and act on goodwill to make their organi0ation a successful one It is

respect that buys in other people's commitment to team success

They create an environment where people don't work because they fear being fired,

but work because what they 8employees9 do matters and has a meaning from an

employee's perspective In such an environment, there is open communication,

timely feedback, clear understanding of why things are the way they are and what

is in it for everyone

They encourage new ideas and innovations by empowering employees to try doing

things in different ways without the risk of losing their +obs The fear of trying new

things is the surest way to keep things as they are

They develop their employees professionally and personally at all times The ability

to maintain a healthy bottom line is made possible by people who have

opportunities to broaden their knowledge and skills

Awards, giving credit where credit is deserved, and creating opportunities for

employees' professional growth 8promotion9 speak volumes about the kind of leader

you are 5reat leaders understand that their own efforts are meaningless if

employees are not clear about the organi0ation's direction and are not recogni0ed

for their efforts

They know for a fact that ((; commitment in an employee's efforts, even if that

employee is only


17/24

/onus

They make having fun an integral part of work The key is to break down positional

or turf boundaries that stifle creativity, commitment and teamwork &aving fun at

work minimi0es work-related stress It can and does spark innovation and makes

accomplishment of monumental pro+ects possible

Their enthusiasm, creativity and productivity are the by-products of the work, family

and personal life balance they not only practice but embrace /urning midnight oil

and7or having unused vacation times are what people who work do /ut people who

have life to live and do what they love have time for what matters in life

They don't treat people as things

&he "dvantages of the #hec,list $mployee $valuationMethod

Performance evaluations can "e a source of tension "etween emlo#ees and their managers. 6henevaluations go awr#, accusations of favoritism, arguments a"out exectations and hurt feelings are the

unleasant results. Gsing a rating chec&list can revent some of these ro"lems, "ut an evaluation form

that com"ines chec& "oxes and written comments ensures a review that:s "oth fair and tailored to each

emlo#ee:s rofessional goals.

Prevents A"solute Ratings

Ever#one has strengths and wea&nesses, "ut s&ills usuall# fall on a continuum. ou usuall# can:t

descri"e someone as all or nothing in terms of his a"ilities. $isunderstandings result when managers,

intentionall# or not, ma&e extreme*sounding araisals of an emlo#ee:s s&ills in written comments. 3or

examle, an emlo#ee with wea&er resentation s&ills might get uset if a manager writes that she

doesn:t demonstrate u"lic sea&ing a"ilities. 7ecause chec&lists force managers to rate s&ills on a

scale ** for examle, needs imrovement and a"ove and "e#ond exectations ** it:s easier toavoid ma&ing exaggerated statements and using inflammator# language.

Avoids Discrimination

7ecause ever#one gets evaluated according to the same scale and criteria, using chec&lists in emlo#ee

evaluations hels managers avoid discrimination. 6ith written evaluations, managers have more freedom

to overemhasi(e and overloo& strengths and wea&nesses. )hec&list formats force reviewers to evaluate

emlo#ees on a s&ill*"#*s&ill "asis and to thin& criticall# a"out areas of emlo#ee erformance that

otherwise might have "een left unconsidered. +he chec&list framewor& removes some of the emotional

"ias that goes into erformance reviews.

Ensures )larit#

3or erformance reviews to "e effective, emlo#ees have to understand the criteria used for evaluation

"efore the review meeting. 6hen emlo#ees are on the same age as their managers, eole can focustheir wor& efforts to show s&ills and traits that the emlo#er values. )hec&lists "rea& "ehaviors into s&ill*

related categories. 3or examle, in a section a"out initiative, managers might rate items such as Sta#s

late to comlete wor& when necessar#, and Suggests new ro2ect ideas. 7ecause emlo#ees see

these erformance criteria secificall# outlined, the# &now what their managers are loo&ing for.

6rite )omments 3irst

Although chec&lists have their "enefits, a written comments section is also imortant. 7ecause chec&lists

are relativel# %uic& to fill out, a manager might unthin&ingl# select chec& "oxes without considering


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secific examles that 2ustif# each rating. Include a written comments section, and write general

imressions a"out an emlo#ee first "efore comleting the chec& "oxes. As #ou move through the

criteria, thin& a"out how #our written comments line u with the "ox that #ou:re chec&ing.

&he "ttri!utes of an $ffective &eam 3eaderAn effective team leader has attri"utes that can instill confidence in her team as well as contri"ute to thegrowth of the coman# through imroved team roductivit#. 6hen #ou are hiring or romoting eole into

managerial ositions, #ou need to loo& for the attri"utes that ma&e effective team leaders. Hiring the right

leaders is one wa# in which #ou insure the success of #our coman#.

;ision

An effective leader needs to "e a"le to envision team success and "e a"le to ut that vision into action.

+he a"ilit# to act on an idea or ma&e decisions that are in line with the coman# mission is what

searates an effective leader from an ineffective leader. +he ineffective leader ma# have ideas and

understand the coman#:s vision, "ut he is una"le to translate those ideas into actions. +he effective

leader envisions the results that will "ring success and creates lans that will "ring a"out those results.

)onstitutionAn effective team leader has a level*headed constitution. She does not get rattled ever# time there is a

ro"lem, and her a"ilit# to remain calm hels her to ma&e good decisions. our coman# managers will

deal with issues and ro"lems all da# long. Panic&ing each time a decision needs to "e made leads to

rash actions, and it also erodes the staff:s confidence in management. +he a"ilit# to rationall# anal#(e a

situation and ma&e imortant decisions is a strong attri"ute in an effective team leader.

Delegation

'ne of the traits of an effective team leader is the a"ilit# to use availa"le team resources to create

maximum roductivit#. Rather than dictating team actions, a leader anal#(es the situation and delegates

resonsi"ilit# to team mem"ers who are "est e%uied to handle the tas&s. +his means that an effective

team leader sends time understanding the strengths and wea&nesses of his staff mem"ers and hels

emlo#ees to reali(e their otential.Energ#

An effective leader offers more than enthusiasm to her team. She "ecomes a source of ositive energ#

that insires and motivates team mem"ers to "e roductive. +he cometent leader understands that

ositive energ# needs to "e temered "# realistic exectations. +here is a difference "etween "eing

energetic and tr#ing to insire emlo#ees to do things the# are not %ualified for or caa"le of doing.

+hat is Performance "ppraisal6Performance management, Performance review or erformance araisalas used "# different esta"lishments are all

tal&ing a"out the same thing, it has to do with aligning the human resources with the cororate goals of the firm,

evaluate their erformances and recommend commensurate rewards. It involves s&ill lanning, s&ill develoment,

and maintaining a good a# for erformance culture in an organi(ation.

'ver the #ears, effective erformance management has "een roven to imrove emlo#ee lo#alt#, morale and

general roductivit#. Due mainl# to the highl# cometitive "usiness environment toda#, there is the need for firms to

"oost the morale and lo#alt# of their emlo#ees in order to stand the heat of cometition. 7ecause of the high cost of

selection, recruitment, training and develoing new emlo#ees, it is imerative for firms to motivate and retain their

high erforming emlo#ees. 6hat am I sa#ing in essence as a Human resources exert, #ou are to have in lace a

good erformance management s#stem in #our firm to hel motivate and retain to erformers, align individual
http://www.manpowerindia.net/appraisal-form.htmlhttp://www.manpowerindia.net/appraisal-form.htmlhttp://www.manpowerindia.net/appraisal-form.html


19/24

erformances with cororate goals there"# creating a more involved wor&force, which will lead to greater roductivit#.

A ver# good Performance management s#stem must include emlo#ee and management articiation for it to "e non

"iased and fair.

+here are different stes involved in erformance management or araisal deending on the t#e of firm or si(e.

+hese stes ma# not "e followed rigidl#, "ut the# will assist in having a good review result. +he following stes willact as a guide to a good erformance management=

(efine different jo!s. Each 2o" or dut# should have a name. +he deartment each dut# reorts to should

"e esta"lished and &nown.

(efine o! (uties. +here should "e clearl# defined duties and resonsi"ilities for each defined 2o". It

should "e done in a clear manner to avoid clash and interference "etween different 2o"s.

(efine Performance oals5 Performance goals should "e defined with measura"le outcomes.

(efine Priority for each jo! goal and responsi!ility. +he main riorit# for each 2o" goal should "e clearl#

stated for eas# assessment and measurement of resultFoutcome.

(efine performance standard5 3or each &e# comonent of the 2o", a erformance standard should "e

defined to &now when a staff has erformed "elow or a"ove the given standard.

Keep %ecord of all staff performances !efore during and after every appraisal exercise. It is alwa#s

good to have records &et for each staff in his file. Discussions with staff suervisors and with staff should "e

noted even when araisal exercise is not on. It sure will "e of hel during an# araisal exercise.

&he "ppraisal form should !e ela!orate5 +he form should have columns for the araiser and a art for

araiseeOQs agreement or disagreement with the araisers comments a"out him as well as the

ariaseeOQs comments Self "ssessment1.

You May Provide a feed!ac, column5 +his column will "e used to get feed"ac& from emlo#eeOQs

eers, customers or su"ordinates if need "e.

Very /mportant to have a training need column in the form5A ver# imortant asect of an araisal is to

find out how an emlo#ee is erforming in his resent resonsi"ilit# and if not wh# he is not erforming as well as

training needs that ma# "e used to imrove erformance.

%easons 7or Performance "ppraisal in a 7irm5

Aart from the general reason of increasing the morale, motivation, involvement and roductivit# of staff, there are

other streamlined reasons wh# firms carr# out erformance araisal exercises. +hese reasons include=

&o provide feed!ac, on individual performance in a given period5 3irms emlo# "ecause of the need

the# want met. During araisals, firms find out if emlo#ees are adding value to the firm or not.

&o plan for future Promotion5As a reward for erformance, emlo#ees are romoted and given greater

resonsi"ilities and authorities. Performance araisal or review is needed to &now staff who are due for

romotion.

"s a succession Planning tool5 D#namic and future oriented firms lan for tomorrow leaders toda# "#

lanning how to hand over ower, authorit#, and running of the firm in advance. Perfomance araisal exercise

showcases emlo#ees who are future leaders.

&o assess &raining and (evelopment needs of employees5A good erformance araisal exercise

reveals training needs of emlo#ees.

Provides /nformation for salary planning5After araisal, some staff are romoted to the next level,

which attracts salar# and allowances increment. Also some staff who are not romoted are rewarded with gifts or

salar# increment too. +his assists in lanning for staff salaries.


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#areer Planning5 )areer lanning is a cororate organi(ational issue. After araisals, it is alwa#s found

out that most emlo#ees are wor&ing in deartments the# have little or no flair for. +his generall# affects their

individual as well as general cororate erformance. Performance araisal results hel in lanning and

reositioning emlo#ees career.

It should "e noted that erformance araisal is a ver# imortant asect of organi(ation future growth and ositioning

as such it should "e carried out with all seriousness and sincerit#. +he Human resources erson should "e a"le to

advice all suervisors and managers "efore ever# araisal exercise to avoid getting a "iased result, which will

ultimatel# affect the general roductivit# of the firm. Suervisor F$anagers should avoid elements of favoritism or

emotions during araisals. $ost $anagers use araisal exercise as a time to get "ac& at su"ordinates. +his is a

wrong aroach to araisal. Araisal exercises should "e fair and without "ias. 7efore a manager can araise his

su"ordinate, he should "e a"le to &now the emlo#ee ver# well, the coman# goals, the roducts Fservices the# are

handling, their customers, other colleagues, the target given to the staff etc "efore a fair and non "iased 2udgment

can "e given.

3inall# for an# Performance araisal exercise to "e successful and without re2udice, the


21/24

shortcomings which are coming in #our wa# to growth. Rather mention the areas where #ou need his cooeration.

Identif# and see& his thoughts and ideas on how the two of #ou can wor& "etter together.

(o not mention your disappointment at your wor, responsi!ilities in the previous review cycle5 If #ou were so

let down at the monotonous tas&s handed over to #ou, #ou should not have waited so long . ou could have

mentioned this in the ver# "eginning when #ou had felt the tas&s were not challenging enough and #ou could have

done much "etter. A erformance review meeting is not the ideal time to mention this

(o not !lame others for your non-performance56hatever #ou do, do not la# the "lame game. +his reflects aver# "ad imression and also shows #our ettiness. Accet #our mista&es gracefull# in the meeting. earn from them,

and move on and rectif# those mista&es. our "oss will resect #ou more if #ou are oen to get rid of #our

shortcomings.

(o not lose your patience at criticism5Remem"er to maintain a ositive frame of mind all through the discussions.

Even if #our "oss critici(e #ou, ut forth #our oint of view firml# "ut olitel#. ou never &now if #our "oss is testing

#ou for resilience, reaction under ressure, and atience that #ou will need at the next level.

9ote 5+he article has inuts from another article Performance araisal5 Dos and don:ts from rediff.com.

$mployee Performance "ppraisalEmlo#ee erformance araisal does not date too "ac& in the ages of histor# "ut emlo#ee erformance araisal

"egan its 2ourne# in earl# 09th centur#. It is "asicall# the 2udgment "# the senior on emlo#ee:s erformance for the

said eriod of time and emlo#ee erformance araisal rocess also includes the imrovement in emlo#ee:serformance through training if re%uired. +he a# hi&e and other rewards are associated with the emlo#ee

erformance araisal so it is longed "# all the emlo#ees wor&ing in an# organi(ation across the world. +he time

eriod for the araisal var# from organi(ation to organi(ation, which can "e annual, half #earl# and %uarterl#. It is

also called erformance araisal or emlo#ee araisal.

Emlo#ees erformance araisalis also a good wa# to chec& that to what extent the needs of the organi(ation andemlo#ee are met. Senior comes to &now a"out their wor&ing "ehavior and emlo#ees can &now what is exectedfrom them, area of their imrovement and develoment, their strengths and wea&nesses.

)!jectives of $mployee Performance "ppraisal

+o chec& the erformance of an emlo#ee for the given time eriod.

3ind out the ga "etween actual erformance and the exected erformance.

3ind out the reason for the negative ga, if an#.

)larif# the role and exectation from the emlo#ee.

3ind out the training need and area of imrovements.


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3or the emlo#ee erformance araisal rocess to "e effective, it should "e an oen discussion and simle tounderstand. Standards set must also "e achieva"le, measura"le and "ounded "# time. Also the communicationduring the entire araisal must "e two wa# and oen so that "oth the sides can resent their views in a clear wa#.

+ays of (oing $mployee Performance "ppraisal

Straight ran&ing method, eas# araisal method, aired comarison, critical incident method, field review, chec& listmethod, grahic rating scale and forced distri"ution are the traditional emlo#ee erformance araisal methods.6here as the "elow given are the modern araisal methods and used "# most of the organi(ations.

>?9 Degree Performance Araisal

$anagement "# '"2ectives $7'1

7ehavioral '"servation Scale

7ehaviorall# Anchored Rating Scale

>?9 degree erformance araisal is the most extensivel# used and has four comonents including self araisal,suerior:s araisal, su"ordinate:s araisal and eer araisal. >?9 degree erformance araisal is mostl# done forthe managers as in this their leadershi %ualities and st#le of management is chec&ed to the full extent.

ou can also get online emlo#ee erformance araisal forms and %uestionnaire that are in well defined format socan "e used. 'r #ou can ma&e #our own erformance araisal form "ased on #our organi(ation:s olicies and wa#s

of measuring the erformance. Also there are man# emlo#ee erformance araisal softwares few of them are

Halogen eAraisal "# Halogen Software

+ra&Star Professional "# Promante&

ReviewSNAP "# Alied +raining S#stems

+alent Platform "# i)I$S

ou organi(ation can use these emlo#ee erformance araisal softwares to evaluate the emlo#ee:s erformance.

+he whole emlo#ee erformance araisal rocess needs regular evaluation, feed"ac& and oen communication so

that it can "e done effectivel#.

&he Pre-appraisal #hec,list :for the $mployer;

Set a calendar date and time in advance that is mutuall# convenient for "oth #ou and the emlo#ee to discuss #ourerformance araisal. +his will allow enough time for each of #ou to do rearation.$anower )onsultantsalso

hel in rearng a roer araisal form.

Ma,e sure you have5

+he 2o" descrition and erformance standards


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ist the main areas of resonsi"ilit#

6hat the emlo#ee has done well

6hat the emlo#ee needs to imrove in

6hat #ou can do to hel the emlo#ee do a "etter 2o"

Self "ppraisalSelf araisal is an imortant comonent of the erformance araisal rocess. In self araisal, the emlo#eehimself gives a feed"ac& of his erformance, including his views and oints regarding his growth rosects. +heemlo#ee has to fill a self araisal form where he rates himself on various arameters his strengths, wea&nesses,achievements , new s&ills ac%uired, rearation for the future, his goals, ersonal growth, the areas in which trainingand develoment are re%uired etc.

Self "ppraisal &ips


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* 3uture Resonsi"ilities

* $easures ta&en for ersonal and rofessional develoment.

" self appraisal form also consists of certain parameters which the employee has to rate himself such as

follows5

* Inter*ersonal s&ills

* )ommunication s&ills

* Pro"lem*solving

* +eam wor&

* Adata"ilit#F3lexi"ilit#

* Initiative

* Decision $a&ing

* eadershi

* $aturit#

+he emlo#ee can also give examles and incidents to suort his ratings and answers. +he self araisal form

generall# ends with a summar# statement of the emlo#ee:s role, his achievement and future lans.

key employee qualities

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