ZeePedia

CONDITIONS THAT STIMULATE LEARNING:Limitations of Performance Appraisal, Discipline

<< TRAINGING AND DEVELOPMENT:Knowledge, Methods of Training
QUALITY CONTROL:Two Aspects of Quality, Manufactured Quality >>
img
SME Management (MGT-601)
VU
Lesson 29
CONDITIONS THAT STIMULATE LEARNING
·  Behavior of Boss
Boss is the key figure in an organization. Others tend to emulate him. Every meeting between boss and
subordinate presents a teaching learning situation. If the boss favors training and development, the
subordinates tend to become positively inclined to learn. Therefore, the boss should exhibit a tendency
towards learning and training.
·  Behavior of Informal Group.
Informal groups set the behavior norms for its individual members. It may either support or resist the
introduction of any change. If the informal groups support training, measure would find a motivated group
inclined towards obtaining it.
·  Influence of Formal Organization.
The organizational structure, policies, procedures, objectives etc. reflect and reinforce the behavior which
the formal organization prizes. For instance, if the company keeps the top management within the family or
has rigid control, would little opportunity for growth. Learning is stimulated when there is openness, lack of
constraints and climate of exploring new ideas and the objectives of the organization support training and
development.
·  Economical &Technological Influence.
A rapidly growing company in an expanding field offers more opportunities through training.
·  Performance Appraisal
It is a form of counseling and coaching. It is used for defecting and correcting errors. It is the process by
which owner gathers information about each employee's performance, effectiveness and communicates the
same to employee. It includes
a
Establishment of Standards.
b
Recording of Performance.
c
Reviewing of Performance in accordance with Standards.
d
Taking Corrective Action.
·
Purpose of Performance Appraisal
a
To evaluate performance over a specific time.
b
To motivate employees through performance feedback.
c
To evaluate individual employee's potential for growth and development.
d
To collect information for decision making.
e
To evaluate effectiveness of training program.
Limitations of Performance Appraisal
Limitation of Job Description
People are unique. The same job may be performed differently by different people. The same is true of
conditions within the organization. While framing position description, the managers attempt to find some
congruence between the job description and their knowledge of requirements. No wonder, the position
description may not be totally correct.
Inadequacy of Appraisal and Problem of Reliability
Many of the items that are included in appraisal such as initiative, quality of work, cooperation, adaptability
etc. are subject to personal standards of the appraiser. Bias and prejudice are common failings of every
individual. Therefore no appraisal can be considered as absolute. Due to these defects, ratings tend to vary
widely and raise doubts about their reliability.
81
img
SME Management (MGT-601)
VU
Impediments in Communication
Managers insist on fair criticism, based on performance appraisal. The employees, however, regard it as
censure and tend to adopt a defensive mechanism against it. Therefore, there arise conflicts which make the
goal of appraisal self-defeating.
Failure to Motivate
Appraisal procedures are not designed to provide motivation impact. The urge to change must come from
within the individual. There is too long a gap between the act and its consequence and hence its failure to
play any significant role in motivating the employee.
Employee Morale
Morale is the attitude of the employee towards factors in the work environment such as job, pay, superiors
etc. Since it is an attitude, it can not be measured as the profits. Therefore indirect techniques are used to
measure the morale.
Indirect Techniques to Measure the Morale
One such technique is" survey" in it employees are asked to check how they feel in a particular factors in a
company.
Another method of collecting morale data is" descriptive" survey wherein employees are asked to provide
descriptive answer to question.
1) Indicators of employee morale:
2) High employee turnover ratio.
3) Higher number of accidents.
4) Lower productivity.
5) Increased number of defective output.
Discipline
Disciplinary problems arise due to lack of knowledge, Lack of interest and Carelessness. The following acts
call for disciplinary action:
a)
Disorderly conduct: reporting for work under the influence of liquor.
b)
Dishonesty
c)
Obtaining employment by using false or misleading information
d)
Violation of safety procedure
e)
Gambling
f)
Excessive Tardiness
g)
Insubordination.
Types of Discipline
Progressive Discipline
It consists of minimum disciplinary action for first offence. The degree of punishment increases for
subsequent violations. It may be in the form of oral warning, reprimand, written warning stating
consequences of future violation, disciplinary lay off, demotion, discharge etc.
It should have following ingredients:
a) A forewarning
b) Immediate action
c) Consistent
d) Impersonal administration
Positive Discipline
1) It is the most effective type of discipline since it corrects and strengthens an individual. Guidelines
in this behalf are:
82
img
SME Management (MGT-601)
VU
2)
Disciplining should be done in private and never in front of fellow employees.
3)
Concentrate on mistakes than on individual.
4)
Listen to the employees so as to get complete facts and clarify misunderstanding.
5)
Explain not only that something is being done incorrectly but also on as to why employee should
be doing it the other way.
6) There must be no favorites and privileged.
7) Provide for appeal against decision considered unfair.
83
Table of Contents:
  1. THE HISTORY:Cottage Industry, CONCEPT OF SMALL BUSINESS
  2. THE RELATIONSHIP BETWEEN SMALL AND BIG BUSINESS:The SME’S in Pakistan
  3. THE ROLE OF ENTREPRENEURSHIPS IN SMEs:Focus and Perseverance Guide the Entrepreneur
  4. THE ROLE OF ENTREPRENEURSHIPS IN SMEs:Kinds of Entrepreneurs
  5. SMALL ENTREPRENEURS IN PAKISTAN:National Approaches
  6. THE DEVELOPMENT OF SMES IN PAKISTAN:The Industrial History of Pakistan
  7. GOVERNMENT’S EFFORT TOWARDS SME DEVELOPMENT:Financing Programs
  8. THIS LECTURE DEFINES THE ROLE OF NGOS AND SMEDA:Mission Statement
  9. ISSUES AND POLICY DEVELOPMENT FOR SME:Monitoring Developments
  10. ISSUES IN SME DEVELOPMENT:Business Environment, Taxation Issues
  11. LABOR ISSUES:Delivery of Assistance and Access to Resources, Finance
  12. HUMAN RESOURCE DEVELOPMENT:Market and Industry Information, Monitoring Developments
  13. MARKET AND INDUSTRY INFORMATION:Measuring Our Success, Gender Development
  14. LONG TERM ISSUES:Law and Order, Intellectual Property Rights, Infrastructure
  15. THE START UP PROCESS OF A SMALL ENTERPRISE:Steps in Innovative Process
  16. TECHNICAL FEASIBILITY:Market Feasibility, Market Testing
  17. FINANCIAL FEASIBILITY:Financial resources and other costs, Cash Flow Analysis
  18. ASSESSMENT OF PERSONAL REQUIREMENTS AND ORGANIZATIONAL CAPABILITIES:Analysis of Competition
  19. Post Operative Problems of a New Enterprise:Environmental Causes
  20. HOW TO APPROACH LENDERS:Bank’s Lending Criteria, Specific Purpose, Be Well Prepared
  21. WHAT A BANK NEEDS TO KNOW ABOUT YOU:General Credentials, Financial Situation
  22. COMMERCIAL INFORMATION:Checklist for Feasibility Study, The Market
  23. GUARANTEES OR COLLATERAL YOU CAN OFFER:Typical Collateral
  24. Aspects of Financial Management:WINNING THE CASH FLOW WAR, The Realization Concept
  25. MEANING OF WORKING CAPITAL:Gross Working Capital, Net Working Capital
  26. RECRUITMENT, SELECTION AND TRAINING:Job Description, Job Specification
  27. SELECTION AND HIRING THE RIGHT CANDIDATE:Application Blank, Orientation
  28. TRAINGING AND DEVELOPMENT:Knowledge, Methods of Training
  29. CONDITIONS THAT STIMULATE LEARNING:Limitations of Performance Appraisal, Discipline
  30. QUALITY CONTROL:Two Aspects of Quality, Manufactured Quality
  31. QUALITY CONTROL:International Quality Standards, MARKETING
  32. MARKETING:Marketing Function, MARKETING PROCESS - STEPS
  33. MARKETING:Controllable Variable, Marketing Uncontrollable, Marketing Mix
  34. MARKETING:Demerits of Product Mix, Development of new product, SMEDA
  35. ROLE OF TECHNOLOGY:Training programmes, Publications
  36. ROLE OF TECHNOLOGY:Measure to Undertake for Promoting Framework.
  37. EXPORT POTENTIAL OF SME IN DEVELOPING COUNTRIES I:Commonly Seen Assistance Programme
  38. EXPORT POTENTIAL OF SME IN DEVELOPING Countries. II:At the national level
  39. WORLD TRADE ORGANIZATION (WTO):WTO Agreements: Salient Features
  40. WTO MINISTERIAL CONFERENCES:PAKISTAN AND WTO
  41. WORLD TRADE ORGANIZATION (WTO) PAKISTAN & WTO. II:International Treaties
  42. WORLD TRADE ORGANIZATION (WTO) PAKISTAN & WTO. III:Agriculture
  43. WORLD TRADE ORGANIZATION (WTO):PAKISTAN & WTO. III
  44. WORLD TRADE ORGANIZATION (WTO):CONCLUSIONS AND RECOMMENDATIONS
  45. SUMMARY & CONCLUSIONS:Financing Tool, Financing Tool