Course Title: Competency Mapping and Appraisal Systems L T P/ SW/F TOTAL

Course Level: PG Course Code: Credit Units: 03 S W CREDIT

UNITS

Course Objectives: 2 0 0 2 3
This course will enable students to:
 Utilize the basic knowledge of performance management system.
 Use competency mapping strategies to achieve organizational goals.
 Analyze the role of feedback in enhancing employee performance.

Prerequisites: Nil

Course Contents / Syllabus:

Weightage
Module I: Competency Mapping in Human Resource Management
Descriptors/Topics
 Definitions and Features of Competency Mapping Methods 10%
 Historical Development of Competency Mapping
 Approaches to Mapping and Case Studies in Competency Mapping.
 Relevance of Competency Mapping
Module II: Competency Mapping Models
Descriptors/Topics
 McClleland’s (1976) model of Competency Mapping 20%
 Lancester model of Managerial Competency
 Single Incumbent Job Model
 Validating the Competency Models- Short Cut Method, Mapping Future Jobs
Module III: Performance Appraisal System
Descriptors/Topics
 Performance Appraisal System–Meaning, Features and Objectives of Performance Appraisal,
 Factors affecting Performance Appraisal 30%
 Benefits of Performance Appraisal
 Essentials of a Good Appraisal System
 Concept of Potential Appraisal– Requirements for an Effective Potential Appraisal system
 Performance Appraisal and Potential Appraisal.
Module IV: Theories of Performance Appraisal
Descriptors/Topics
 Learning Theories, Principles of Learning: Reinforcement and Punishment 20%
 Management by Objective (MBO) by Peter Ducker
 Role of Organizational Reward Systems
Module V: Methods of Performance Appraisal
Descriptors/Topics
 Ranking
 Forced Distribution 20%
 Paired Comparison
 Check List
 Critical Incident–Graphic Rating Scale
 360 degree Feedback– Definition & Uses of 360 degree feedback– Rationale for 360 degree feedback—Scope of
application in various industries – Advantage and disadvantage of 360 degree feedback
 Behaviorally Anchored Rating Scales (BARS)
Student Learning Outcomes:
On completion of the course the student will be able to –

 explain the relevance, and analyze different models of competency mapping

 recognize and recall the need for performance appraisal systems
 differentiate between theories underlying performance appraisal practice different methods

Pedagogy for Course Delivery:

The class will be taught using theory and case based method. In addition to assigning the case studies, the course instructor will spend considerable time in
understanding the concept of employee coaching and counseling at workplace. The instructor will cover the ways to think innovatively liberally using thinking
techniques.
Assessment/ Examination Scheme:

Theory L/T (%) Lab/Practical/Studio (%) End Term Examination

30% NA 70%

Theory Assessment (L&T):

Continuous Assessment/Internal Assessment

Components (Drop down) Project Home Presentation Attendance End Term Examination
Assignment

Weightage (%) 10% 10% 5% 5% 70%

Texts:

 Armstrong, M. (2006). Performance Management: Key Strategies and Practical Guide, Kogan Page
 Luthans, F. (1998). Organizational Behaviour, McGraw – Hill International
References:

 Murphy, K. & Cleaveland, J. N. (1995). Understanding Performance Appraisal: Social, Organizational and Goal Based Perspectives. Sage Publication
 Aguinis, H. (2007). Performance Management. Pearson Education
 Kohli, A. S. & Tapomoy, D. Performance Management. OXFORD University Press.
 Singh, B. D. (2007). Compensation and Reward Management, Excel Books, New Delhi