MSHR-7205- Advances in Performance Appraisal & Management On completion of the course, students will be more able to: 1.

Understand the role of Performance Appraisal as part of the performance management cycle 2. Collect evidence to objectively support performance evaluations 3. Prepare themselves and their team member for the appraisal 4. Confidently conduct a structured and positive performance evaluation which increases performance 5. Address poor performance with confidence in a constructive way 6. Avoid common errors in evaluation 7. Create an effective and workable plan that aligns work with company objectives Conceptual Framework of Performance Management & Appraisal System Understanding the components of Performance Management Framework and related Metrics Strategic Management- Strategic assessment, Business environment analysis, competitive intelligence, communication of strategy, result analysis Operational Management- operational planning, resource allocation, setting targets, monitor measures. Financial Management- budgeting, financial performance analysis. Risk Management- risk mapping and key risk indicators Process Management - process identification, measurement/analytics, continuous improvement Information Management- Identification of KPIs, modeling and data acquisition Customer Relationship Management- customer profitability analysis, customer intelligence etc. Performance Management Techniques Understanding of the techniques and their importance in Enterprise Performance Management: Benchmarking- comparative analysis of business practices and resulting outcomes Balance Score Card- setting up objectives and measurement through metrics Value Chain- understanding of all chain of activities and the value gained at each activity Target Costing- profit planning and cost management Activity Based Management.- understand cost to improve customers value . Lean Management; Process Mapping Whole life costing and Lifecycle costing

Importance of IT tools in Performance Management Information leads to more efficient monitoring of the business performance drivers

and hence Information management is the key for Performance management and Appraisal. Understanding of: Data Availability (Capturing relevant data which is interpretable) Data Quality (How technology and IT applications are efficient in ensuring data quality) Software tools (Spread sheets to BI applications) Different resources of technology: Data Warehouse, Business Intelligence Systems, Scorecards and Dashboards, Decision Support Systems, Management Information Systems ,OLAP - Online Analytical Processing tools

Performance Appraisal Report Deep understanding of the key components of Performance Appraisal Report: Capacity Utilization Analysis Productivity/Efficiency Analysis Utilities/Energy Efficiency Analysis Key Costs & Contribution Analysis Product/Service Profitability Analysis Market/Customer Profitability Analysis Working Capital & Inventory Management Analysis Manpower Analysis Impact of IFRS on the Cost structure, cash flows and profitability. Application of Management Accounting tools Inventory Analysis Input price volatility Price Sensitivity Analysis Environment, sustainability and CSR analysis Risk Mapping Analysis. Suggested Readings Einstein, W. O., & LeMere-Labonte, J. 1989. Performance appraisal: dilemma or desire? Sam Advanced Management Journal, 54 (2): 26-30. Monga, M. L. 1983. Management of Performance Appraisal. Bombay: Himalaya Publishing House. Oberg, W. 1972. Make performance appraisal relevant. Harvard Business Review, JanuaryFebruary 1972: 61-67. Patten, T. H., Jr. 1982. A Manager's Guide to Performance Appraisal. London: Free Press. Rao, T. V. 1985. Performance Appraisal Theory and Practice. New Delhi: Vikas Publishing House.

Craig, S. E., Beatty, R. W., & Baird, L. S. 1986. Creating a performance management system. Training and Development Journal, April: 38-42; May: 74-79.

MSHR 7102: Career Planning and Management

Career Development is a process where employees strategically explore, plan, and create their future at work by designing a personal learning plan to achieve their potential and fulfil the organization's learning, seeking opportunities, taking risks, and finding ways to contribute to the organization in a productive and motivated fashion. This course is designed to help employees take responsibility for their careers by offering courses in career Planning (CP) and management and. It will serve the employees in conducting individual assessments and establishing a professional career development plan that helps them reach their full potential and fulfil the organization's mission. Course Content Unit 1: Career: Concept, meaning and importance Unit 2: Career Theories and Models Unit 3: Fundamentals of career planning Unit 4: Career management Unit 5: Individual-based career planning and management Unit 6: Organization-based career planning and management Unit 7: Career planning and management strategies Unit 8: Career anchor theory Unit 9: Protean career theory Unit 10: Boundaryless careers

Recommended Text Books

Baruch, Y. (2004). Managing careers theory and practice. London: Prentice Hall. Arthur, M. B., & Rousseau, D. M. (1996). A career lexicon for the 21st century. Academy of Management Executive, 10(4), 28-39. Arthur, M. B., Inkson, K., & Pringle, J. K. (1999). The new careers; Individual action and economic change. London: Sage. Arthur, M. B., Hall, D. T., & Lawrence, B. S. (1989). Generating new directions in career theory: the case for a transdisciplinary approach. In M. B. Arthur, D. T. Hall & B. S. Lawrence (Eds.), Handbook of career theory (pp. 7-25). Cambridge: Cambridge University Press. Arnold, J. (1997). Managing careers into the 21st century: Paul Chapman Publishing.

Derr, C. B. (1986). Managing the new careerists. San Francisco: Jossey Bass. Hall, D. T. (1996). Protean careers of the 21st century. Academy of Management Executive, 10(4), 8-16. Hall, D. T., & Mirvis, P. H. (1995). The new career contract: Developing the whole person at midlife and beyond. Journal of Vocational Behavior, 47, 269-289. Hall, D. T., & Moss, J. E. (1998). The new protean career contract: Helping organizations and employees adapt. Organizational Dynamics, Winter, 22-37.