Human Resource Management (HRM)

Chapter-1 (Introduction)
Q. What is HRM or Definition of Human Resource Management?
Answer: Many authors define it is different manner. Some of them are quoted below:
According to M.J. Jucious, "The field of HRM involves Planning, Organization, Directing and Controlling
functions of procuring, developing, maintaining and utilizing a labor force."
According to Dale Yoder, "HRM is the provision of leadership and direction of people in their working or
employment relationship."
According to Mathis and Jackson, "HRM is the effective use of Human resources in an organization through
the management of people related activities."
Most popular definition is
“The field of management which has to do with planning, organizing, directing, and controlling various
operative functions of procuring, developing, maintaining, and utilizing a labour force, such that the: (a)
objectives, for which the company is established are attained economically and effectively: (b) objective of all
levels of personnel are served to the highest possible degree; and (c) objectives of the community are duly
considered and served.
Q. What is Management?
Answer: Management has been defined by various authors/ authorities in various ways. So, the definitions of
management are numerous. A few often-quoted definitions are:
➢ “The process of planning, organizing, leading and controlling the work to reach stated organizational
goals (James A. F. Stoner, et. al., 1997).”
➢ “The process of planning, organizing, leading and controlling the work to an organization’s human,
financial, physical, and information resources to achieve organizational goals in an efficient and
effective manner” (Griffin, 1984).
Q. What is Features of human resource management?
Answer: The following are the feature of human resource management: -
1. The human resource management is interested in managing people at work.
2. It relates to employees both as individuals as well as a group in order to obtain better results with their
working in association with other and their effective participation in organization’s work.
3. Human resource management is concerned with giving assistance to employees to increase their
potentialities.
4. Since recruitment, selection, progress and effective use of people are necessary part of any orderly
endeavor, human resource management is essential part in all organizations.
5. Human resource management requires a continuous vigilance and knowing about human relations and
their importance in everyday process of working having knowledge of their activities. Etc.

Q. What is Key Functions of HRM?

1. Recruitment and Selection: Attracting, selecting, and onboarding suitable candidates.
2. Training and Development: Enhancing employees' skills and career growth.
3. Performance Management: Monitoring and evaluating employee performance.
4. Compensation and Benefits: Providing fair and motivating salary structures and benefits.
5. Employee Relations: Managing workplace relationships and addressing grievances.
6. Compliance: Ensuring adherence to labor laws and organizational policies.
HRM serves as the bridge between the workforce and organizational goals, ensuring both parties achieve mutual
growth and success.

Q. Scope of Human Resources Management

Answer: The personnel function consists of numerous activities, including:
1. Employment planning
2. Employee recruitment, selection and orientation
3. Career development and counseling
4. Performance evaluation
5. Training and development
6. Compensation and protection
7. Labour relations
8. Equal employment opportunity programme
9. Discipline and control
10. Evaluation of the personnel function

Q. Four C’s of Human Resource Management.

Answer: This leads to a ‘map of HRM territory,’ the core of which Beer et al. refer to as the ‘four Cs’:
1. Competence of employees: High competence creates a positive attitude towards learning and
development.
2. Commitment of employees: High commitment means that employees will be motivated to ‘hear,
understand, and respond’ to management’s communication relating to the organisation of work.
3. Congruence between the goals of employees and those of the organisation: Higher congruence is a
reflection of policies and practices which bring about a ‘higher coincidence of interests among
management, shareholders and workers.
4. Cost effectiveness of HRM practices: ‘means that the organisation’s human resource costs – wages,
benefits, and indirect costs such as strikes, turnover and grievances – have been kept equal to or less than
those of competitors.’

Q. Importance of HRM.
Answer: 1) Formulation of HR policies
2) Implementation of HR Policies
3) Review of employee needs
4) Development of social welfare
5) Utilization of Human Resources
6) Development of Labor Management Relation.
7) Overall development of organization.

Q. Model of HRM.
Answer: In recent years there has been relative agreement among HRM specialists as to what consitutes the
fiels of HRM. The model that provided the focus was developed by the American Society for Training and
Development (ASTD). In its study, ASTD indentified nine human resource areas:
• Training and Development
• Organization and Development
• Organization/Job Design
• Human Resource Planning
• Selection and Staffing
• Personnel Research and Information Systems
• Compensation/Benefits
• Employee Assistance
• Union/Labor RElations
Q. Objectives of HRM.
Answer: The objectives of Human Resource Management (HRM) are aimed at ensuring the effective
and efficient utilization of human resources to achieve organizational, employee, and societal goals. These
objectives serve as the foundation for HR policies, practices, and initiatives. Below is a breakdown of the
key objectives of HRM:
1. Organizational Objectives
HRM ensures that human resources are aligned with the strategic goals of the organization by:
1. Achieving Business Goals: Supporting the organization in meeting its short-term and long-term
objectives.
2. Optimal Resource Utilization: Ensuring efficient use of human resources to increase productivity and
reduce costs.
3. Building Organizational Competitiveness: Attracting, retaining, and nurturing talent to give the
organization a competitive edge.
4. Adaptability to Change: Helping the organization adapt to technological, economic, and market changes
by building a flexible workforce.
2. Employee Objectives
HRM ensures that employees' personal and career aspirations are met, leading to their satisfaction and
engagement:
1. Job Satisfaction: Creating a positive work environment and promoting job satisfaction among
employees.
2. Career Development: Providing growth opportunities through training, promotions, and career planning.
3. Fair Compensation: Ensuring fair and equitable pay and benefits in line with market standards.
4. Work-Life Balance: Implementing policies that help employees maintain a balance between their
personal and professional lives.
3. Social Objectives
HRM contributes to society by promoting ethical practices and fulfilling corporate social responsibility:
1. Equal Opportunity and Diversity: Ensuring non-discrimination in hiring, promotions, and workplace
practices.
2. Community Development: Supporting societal well-being by creating job opportunities and contributing
to community programs.
3. Compliance with Laws: Adhering to labor laws, workplace safety regulations, and ethical standards.
4. Functional Objectives
HRM ensures that its functions are efficiently designed to support the organization and its workforce:
1. Effective Recruitment and Selection: Ensuring the organization hires the right talent.
2. Performance Management: Monitoring employee performance and ensuring alignment with
organizational goals.
3. Employee Relations: Fostering healthy workplace relationships and addressing grievances.
4. Training and Development: Enhancing the skills and capabilities of the workforce to meet current and
future demands.
5. Societal and Environmental Objectives
1. Sustainability: Promoting environmentally sustainable practices within the organization.
2. Ethical Responsibility: Encouraging ethical behavior among employees and business operations.
3. Public Image: Enhancing the organization’s reputation by practicing social and environmental
responsibility.
Conclusion
The objectives of HRM aim to balance the needs of the organization, employees, and society. By focusing
on these, HRM plays a strategic role in driving organizational success while ensuring the well-being and
development of its workforce.
Chapter-2 (HUMAN RESOURCE PLANNING)

Q. Definition of RH Planning. What is RH planning?

Answer: Human Resource Planning (HRP) is a systematic process of analyzing, forecasting, and planning
an organization’s workforce needs to ensure it has the right number of employees, with the right skills, in
the right roles, at the right time. It involves aligning human resources with the organization’s goals to meet
future challenges and opportunities effectively.
Human resource planning (HRP) is an effort to anticipate future business and environmental demands on an
organization and to provide personnel to fulfill that demand. - Cascio (1982:145).
Human resource planning (HRP) is the process by which an organization ensures that it has the right member
and kinds of people, at the right places at the right time, capable of effectively and efficiently completing
those tasks that will help the organization achieve its overall objectives. - David A. DeCenzo and Stephen
P. Robbins (1988:79)
Human resource planning is the process of formulating plans to fill future openings based on an analysis of
the positions that are expected to be opened and whether these will be filled by inside or outside candidates.
- Gary Dessler (1997:119)

Q. Importance / Benefits of Human Resource Planning.

Answer: Human resource planning allows the organization to get the following benefits:
1. Gap elimination: Human resource planning is a mechanism to eliminate any gap that may exist between
supply and demand for manpower.
2. Integration with organizational strategies: Human resource planning has to be integrated with the
organizational strategies as human resource must ‘fit’ strategically with the mission of the organization.
3. Matching with future: Planning is made for future work. Human resource planning is made to match
human resource activities and future organizational objectives efficiently.
4. Economy hiring: Hiring of human resources is costly. If we know future needs of different types of human
resource well ahead of time, then we could hire them at low cost and hazards.
5. Expands the HR information base: Human resource planning collects internal and external information
to project future demands for and supply of human resources.
6. Coordination of programs: Human resource planning coordinates different departmental needs of human
resources and compliance with various legal and voluntary action programs such as affirmative action plans
and hiring needs.
7. Ensures more effective and efficient use of human resource (HR): Human resource planning ensures
on-time supply of required workforce to the various sections/departments of the organisaiton.
8. Satisfaction of workforce: Human resource planning ensures getting right persons on time and placing
them in their appropriate positions where they would get maximum possible satisfaction in jobs. Thus, it
brings about more satisfied and better developed employees.
9. Ensure equal opportunity: Human resource planning takes into account all factors, internal and external,
to make plan for resourcing organizational positions with qualified workforce.

Q. Factors of Affecting of HR Planning.

Answer: HRP is influenced by several considerations. These are:
1. Type and Strategy of Organization: The type of organization is an important consideration because it
determines the production processes involved, number and type of staff needed and the supervisory and
managerial personnel required.
2. Environmental Uncertainties: HR managers rarely have the privilege of operating in a stable and
predictable environment. Political, social and economic changes affect all organizations.
3. Time Horizons: Yet another major factor affecting personnel planning is the time horizon. On the one
hand there are short-term plans spanning six months to one year.
 4. Type and Quality of Information: The information used to forecast personnel needs originates from a
multitude of sources. A major issue in personnel planning is the type of information, which should be used
in making forecasts.
5. Nature of Jobs being Filled: Personnel planners must consider the nature of jobs being filled in the
organization. Job vacancies arise because of separations, promotions and expansion strategies.

Q. HR Planning/Stepa of HR Planning/ Process of HR Planning.

Answer: Setp-1: Determine the Forecasting Period & Manpower Required: Determine the period for
forecasting requirements of manpower in the future (i.e., requirements at the end of the first year, second
year, third year, fourth year, fifth year, etc.) and forecast the manpower required at the end of such period.
Step-2: Find out the Surplus or Shortage in Manpower Requirements: From the number available at the
commencement of the period, deduct the expected wastage through deaths, resignations, retirements and
discharges. This would give the manpower available from existing staff at the end of the period concerned.
Step-3: Decide the action on surplus or shortage:
(a) In case of shortages, decide how such shortages are to be met (i.e., whether through fresh recruitment
and/or promotions from within) and whether any training or developmental facilities would be required for
this purpose.
(b) If surpluses are anticipated, decide how these surpluses will be dealt with like through early retirements,
discharges, or layoffs.

Chapter-3 (Job and Job Analysis)

Q. What is Job and Job Analysis? Job Analysis Process.

Answer: A job is a group of positions that are similar in their duties. It is viewed differently by different
agencies and experts. Let us see a few of those below:
A job is a pattern of tasks, duties, and responsibilities that can be done by a person.
-William B. Wrether and Keith Davis (1996:117).
A job is a type of position within the organization, while a position is one or more duties performed by one
person in an organization. - DeCenzo and Robbins, 1997:99).

Job Analysis: Job analysis is a purposeful, systematic process for collecting information on the important
work-related aspects of a job. -Gatewood and Field (1994:285).
Job analysis is the procedure for determining the duties and skill requirements of a job and the kind of person
who should be hired for it. -Gary Dessler (200:83)

Here involve six steps in the process of job analysis. They are stated below:
1) Set job Analysis Objectives: First we are to set objectives of job analysis. Why shall we of job analysis?
So, identify the use of the job analysis information which will be used to determine the type of data to be
collected.
2) Review of the Relevant Background Information: This review is done from organization charts, process
charts and other organizational documents to know how each job fit with the total fabric of organization;
3) Selection of Representative Jobs: For the purpose of job analysis, jobs from each category of job will be
selected for the analysis.
4) Collection of Data: Collection of data on job activities, required employee behaviors, working conditions
and human traits and abilities needed to perform the job.
5) Review Job Data: Collected job data will be checked and cross-checked with experts, job incumbents and
other competent sources to verify their authenticity and reliability.
6) Develop a Job Description and Job Specification: Now, at the final stage, two concrete products of the job
analysis- job description and job specification will be drawn and be preserved for future uses.
 Q. Data collection Methods of Job Analysis and Technique.
Answer: The methods usually used to determine job elements and the concomitant knowledge, skills and
abilities necessary for successful performance are stated below:
1. Observation Method: Job analyst observes the job performance of the job incumbents and records the
performance from which job contents and activities are identified.
2. Interview Method: Face-to-face interview is an effective way to collect job information. Both job
incumbents and supervisors are usually interviewed. This interview may be individual interview or group
interview.
3. Questionnaire Method: Questionnaire is the least costly method for collecting a large amount of
information in a short period of time.
4. Technical conference Method: The conference method is used to collect job information from a panel
of technical experts meeting for this purpose.
5. Job Incumbent Diary or Log Method: The diary or log is a method in which the job incumbent will
record his/her job duties, responsibilities, authorities, working conditions, equipment's used for doing job,
frequency of job performance, time to accomplish the job etc. information in a diary or log given to him/her
for this purpose.
6. Performance Method: In this method, the job analyst does the selected job by himself/herself and records
all job information to get a true picture about job duties, responsibilities, working conditions etc.
7. Critical Incidents Method: Critical incidents are the snapshot accounts of effective or ineffective job
performance. This method is used to record only critical or exceptional items of the job that are done or that
exist in the job conditions only as all other parts of the job are routine jobs and are known to the job analyst.

Job Analysis Techniques:

In addition to the data collection methods, several techniques can be used to analyze the collected data and
develop a comprehensive understanding of the job. Some of these techniques include:
1. Functional Job Analysis (FJA):
Analyzing the job in terms of its purpose, tasks, and the worker functions required to perform those tasks.
2. Job Element Method:
Identifying the knowledge, skills, abilities, and other characteristics (KSAOs) required for successful job
performance.
3. Threshold Traits Analysis (TTA):
Focusing on identifying the minimum qualifications necessary to perform the job.
4. Job Competency Modeling:
Identifying the competencies (sets of KSAOs) that are critical for successful job performance.
The choice of data collection methods and analysis techniques will depend on the specific purpose of the job
analysis, the nature of the job, and the resources available. In many cases, a combination of methods and
techniques may be used to obtain a more complete and accurate understanding of the job.

Q. What is Job Design? Approaches of Job Design.

Answer: Job Design
Job design is the process of organizing work tasks, duties, responsibilities, and other elements into a productive
unit of work. It aims to improve job satisfaction, productivity, and efficiency by considering both
organizational needs and employee well-being.
Approaches to Job Design
Here are some key approaches to job design:
1. Job Simplification:
• Breaks down jobs into smaller, simpler tasks.
• Focuses on specialization and efficiency.
• Can lead to repetitive and monotonous work, potentially reducing motivation.
2. Job Rotation:
• Involves moving employees between different tasks or jobs at regular intervals.
• Reduces monotony and boredom.
• Increases employee skills and knowledge.
3. Job Enlargement:
• Expands the scope of a job by adding more tasks at a similar skill level.
• Increases task variety and reduces monotony.
• May not necessarily increase job satisfaction if the added tasks are not meaningful.
4. Job Enrichment:
• Increases the level of responsibility, autonomy, and control in a job.
• Provides opportunities for growth, development, and achievement.
• Increases job satisfaction and motivation.
5. Job Characteristics Model:
Focuses on five core job characteristics:
• Skill variety: The degree to which a job requires different skills and talents.
• Task identity: The degree to which a job involves completing a whole and identifiable piece of work.
• Task significance: The degree to which a job has a substantial impact on the lives of other people.
• Autonomy: The degree to which a job provides freedom and independence 1 in scheduling work and
determining procedures.
• Feedback: The degree to which performing the job provides clear and direct information about the
effectiveness of performance.

Chapter-4 & 5 (Recruitment of Potential Applicants and Selection of Employees)

Q. Employee Requitement and Selection Process.

Answer: Employee Recruitment and Selection Process

The recruitment and selection process is a systematic approach to attracting, identifying, and hiring the right
candidates for a job role. It ensures the organization finds skilled employees who fit the job requirements and
organizational culture.
1. Recruitment Process
Recruitment is the process of finding and attracting potential candidates for a job. It involves the following
steps:
Step 1: Identifying the Hiring Need
• Understanding the job vacancy (new position or replacement).
• Defining job roles, responsibilities, and required skills.
Step 2: Job Analysis and Job Description
• Conducting a job analysis to identify tasks and qualifications.
• Preparing a job description (tasks, responsibilities) and job specification (skills, qualifications).
Step 3: Sourcing Candidates
Recruitment can be internal (within the company) or external (outside the company).
• Internal Sources: Promotions, transfers, employee referrals.
• External Sources:
o Job Portals (e.g., LinkedIn, Indeed).
o Recruitment Agencies.
o Campus Placements.
o Social Media and Advertisements.
Step 4: Attracting Applicants
• Publishing job ads to attract candidates.
• Highlighting the role, qualifications, salary, and benefits.
2. Selection Process
Selection is the process of choosing the most suitable candidate from the pool of applicants. It includes the
following steps:
Step 1: Screening Applications
• Reviewing resumes, cover letters, and applications.
 • Shortlisting candidates based on qualifications and experience.
Step 2: Conducting Initial Interviews
• Conducting phone or video screenings to assess basic fit for the role.
Step 3: Conducting Tests (if needed)
• Skill Tests: To check job-related skills.
• Aptitude Tests: To assess problem-solving and logical reasoning.
• Psychometric Tests: To evaluate personality, behavior, and mindset.
Step 4: Final Interview
• Face-to-face interviews with managers or HR.
• Focus on assessing technical skills, cultural fit, and communication.
Step 5: Reference and Background Checks
• Verifying previous employment, qualifications, and background.
Step 6: Job Offer
• Sending an offer letter to the selected candidate with salary, benefits, and job details.
Step 7: Onboarding
• Introducing the new employee to the organization.
• Training and integrating them into their team.

Summary of the Process

Recruitment Selection
1. Identifying hiring needs 1. Screening applications
2. Job analysis and job description 2. Initial interview
3. Sourcing candidates 3. Conducting tests
4. Attracting applicants 4. Final interview
5. Reference/background check
6. Job offer and onboarding
Conclusion
The recruitment and selection process are vital for hiring qualified candidates who can contribute to the
success of the organization. By following a structured approach, companies can ensure they attract the right
talent and make effective hiring decisions.

Chapter-7 (Employee Development)

Q. Employee Training Process.

Answer: Employee Training Process
The employee training process is a systematic approach to improving employees' skills, knowledge, and
abilities to help them perform their jobs effectively and contribute to organizational success.
Steps in the Employee Training Process
1. Identify Training Needs
• Assess what skills or knowledge employees lack to perform their jobs effectively.
• Methods to identify needs:
o Performance appraisals.
o Feedback from managers and employees.
o Skills gap analysis.
Example: If customer service agents struggle with communication, training on customer interaction skills
may be needed.
2. Set Training Objectives
• Define what the training aims to achieve (clear and measurable goals).
• Objectives should align with both employee growth and organizational goals.
Example: "By the end of the training, employees will improve their sales calls by 20%."
3. Design the Training Program
• Choose the training content, methods, and materials based on the objectives.
• Decide the format of training:
o On-the-job training: Learning while working (e.g., mentoring).
o Off-the-job training: Classroom sessions, workshops, or online courses.
o Blended training: Combination of on-the-job and off-the-job methods.
Example: Use role-playing for customer service training or e-learning modules for software training.
4. Implement the Training Program
• Conduct the training session as planned.
• Ensure employees participate actively and understand the content.
• Use tools like:
o Group discussions.
o Role plays.
o Videos, presentations, and interactive exercises.
Example: Trainers can use real-life scenarios to teach problem-solving techniques.
5. Evaluate Training Effectiveness
• Assess whether the training met its objectives.
• Methods to evaluate training:
o Feedback surveys (from trainees).
o Tests or quizzes to check knowledge gained.
o Observing improved job performance.
• Use the Kirkpatrick Model for evaluation:
o Reaction: Did employees like the training?
o Learning: What knowledge or skills did they gain?
o Behavior: Are employees applying what they learned?
o Results: Did training improve organizational performance?
Example: Monitor if customer satisfaction improves after communication skills training.

Q. Management Development.
Answer: Management Development: Management development is the systematic process of enhancing
the skills, knowledge, and abilities of managers to prepare them for current and future leadership roles
within the organization. It focuses on improving decision-making, problem-solving, leadership, and
communication abilities to increase managerial effectiveness.
Importance of Management Development
• Prepares managers for higher responsibilities.
• Enhances leadership and decision-making skills.
• Improves team performance and productivity.
• Helps organizations adapt to change and competition.
• Increases job satisfaction and retention of managers.
Management Development Process
1. Identify Development Needs
• Analyze the skills and competencies required for managerial roles.
• Identify gaps through performance appraisals, feedback, or organizational goals.
Example: A manager may need training in leadership, strategic planning, or conflict resolution.
2. Set Development Objectives
• Define clear, specific, and measurable objectives for the development program.
• Objectives should align with the organization’s goals.
Example: "Improve leadership skills to successfully manage teams and projects within 6 months."
3. Design the Development Program
• Select appropriate methods and tools to develop managerial skills.
• Focus on both on-the-job and off-the-job learning methods.
Methods of Management Development
1. On-the-Job Methods:
• Job Rotation: Moving managers through different roles to develop diverse skills.
• Coaching: A senior manager guides and mentors a less experienced manager.
• Action Learning: Solving real organizational problems as part of learning.
• Understudy Assignments: Training an employee to take over a senior’s role.
2. Off-the-Job Methods:
• Workshops and Seminars: Focus on specific skills like leadership or decision-making.
• Formal Education Programs: Management courses (e.g., MBA or executive programs).
• Conferences: Networking and learning from industry leaders.
• Simulation Exercises: Role-playing or business games to solve hypothetical problems.
4. Implement the Program
• Conduct the development activities as planned.
• Ensure managers actively participate and apply learning in real work situations.
5. Evaluate the Program
• Assess if the program achieved its objectives.
• Methods to evaluate:
o Manager performance improvements.
o Feedback from participants.
o Achievement of organizational goals.
Example: Measure improvement in leadership effectiveness, team productivity, or decision-making ability.

Chapter-8 (Performance Appraisal)

Q. Performance Appraisal Stapes and Method.

Answer: Performance Appraisal: Steps and Methods
Performance appraisal is a process used by organizations to evaluate and assess an employee's job
performance, strengths, areas for improvement, and overall contributions to the company. It helps to align
individual goals with organizational objectives and identify development needs.

Steps in the Performance Appraisal Process

1. Setting Performance Expectations
Define clear job roles, responsibilities, and expectations.
Set SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) for the employee.
Example: A sales representative's goal could be to achieve $100,000 in sales by the end of the quarter.

2. Monitor Performance
Continuously observe and record the employee’s performance throughout the appraisal period.
Collect feedback from various sources, such as supervisors, colleagues, and self-assessment.
Example: Regular check-ins to track progress towards sales targets or project deadlines.

3. Conduct Performance Appraisal

A formal meeting between the employee and their manager to discuss performance.
Use data and examples to provide constructive feedback.
Example: A manager highlights an employee’s strengths in client communication and suggests ways to
improve in time management.

4. Provide Feedback
Discuss achievements, areas of improvement, and future goals.
Offer guidance on how the employee can improve and grow professionally.
Example: “You’ve done an excellent job in handling customer complaints, but improving your time
management skills will help you meet deadlines more consistently.”

5. Set New Goals and Development Plans

Based on the appraisal, set new performance goals for the next review period.
Discuss training or development needs to help the employee achieve these goals.
Example: If an employee struggles with leadership, setting a goal for leadership training in the coming year.
6. Document the Appraisal
Document the entire performance appraisal process and keep a record for future reference.
This helps in tracking employee growth, promotions, and potential rewards.
Example: An appraisal report summarizing performance strengths, areas to work on, and future goals.

Methods of Performance Appraisal

There are various methods for evaluating employee performance. Here are some of the most commonly used:

1. Rating Scales Method

Employees are rated on various performance factors (e.g., teamwork, communication, productivity) using a
scale (e.g., 1-5).
Often used for providing a quick and simple evaluation.
Example: A manager rates an employee's communication skills on a scale from 1 (poor) to 5 (excellent).

2. 360-Degree Feedback
Collects feedback from multiple sources: the employee, their peers, subordinates, and supervisors.
Provides a well-rounded view of the employee's performance.
Example: A manager receives feedback not only from their boss but also from their team members and peers.

3. Self-Assessment
Employees assess their own performance and achievements.
This encourages reflection on personal growth and areas for improvement.
Example: An employee fills out a self-assessment form before the performance review meeting to highlight
their accomplishments.

4. Management by Objectives (MBO)

Employees and managers agree on specific goals to achieve during the evaluation period.
Performance is measured by how well these goals are met.
Example: A manager and employee agree on a target, like increasing sales by 20% in six months, and evaluate
performance based on whether this goal is achieved.

5. Critical Incident Method

The manager records specific incidents of effective or ineffective behavior throughout the review period.
These incidents are then discussed in the appraisal meeting.
Example: A manager documents when an employee handled a customer complaint exceptionally well or
missed an important deadline.

6. Behavioral Checklist Method

A list of behaviors that are considered important for the job is given, and the evaluator checks off which
behaviors the employee demonstrated.
Simple and focuses on specific job-related behaviors.
Example: A list for a customer service role might include behaviors like “actively listens to customers” or
“resolves issues quickly.”