Vskills certification in Performance Appraisal Management focuses on devising a competency framework for appraisal process based on techniques of job analysis, effective appraisal interview skills, designing appraisal forms, analyzing feedbacks and conducting performance reviews. The certification focuses on enhancing productivity and self development for smoothly handling the day-to-day working of the organization. http://www.vskills.in/certification/Certified-Performance-Appraisal-Manager

1. Certified Performance Appraisal
Manager
VS-1011

2. Certified Performance Appraisal Manager
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CertifiedCertifiedCertifiedCertified Performance Appraisal ManagerPerformance Appraisal ManagerPerformance Appraisal ManagerPerformance Appraisal Manager
Certification Code VSCertification Code VSCertification Code VSCertification Code VS----1010101011111111
Vskills certification in Performance Appraisal Management focuses on devising a
competency framework for appraisal process based on techniques of job analysis, effective
appraisal interview skills, designing appraisal forms, analyzing feedbacks and conducting
performance reviews. The certification focuses on enhancing productivity and self
development for smoothly handling the day-to-day working of the organization.
Why should one take this certification?Why should one take this certification?Why should one take this certification?Why should one take this certification?
This Course is intended for professionals and graduates wanting to excel in their chosen
areas. It is also well suited for those who are already working and would like to take
certification for further career progression. The certification helps build your CV and acts
as an additional qualification that significantly improves your chances of getting the desired
role.
Who will benefit from taking this certification?Who will benefit from taking this certification?Who will benefit from taking this certification?Who will benefit from taking this certification?
The certification benefits managers, supervisors, human resource personnel and those
responsible for conducting performance appraisal activities looking for a better role by
proving their employers the value of their skills through this certification. It also benefits
students wanting to improve their skill set and make their CV stronger.
Test Details:Test Details:Test Details:Test Details:
• Duration:Duration:Duration:Duration: 60 minutes
• No. of questions:No. of questions:No. of questions:No. of questions: 50
• Maximum marks:Maximum marks:Maximum marks:Maximum marks: 50, Passing marks: 25 (50%); There is no negative marking in
this module.
Fee Structure:Fee Structure:Fee Structure:Fee Structure:
Rs. 4,000/- (Includes all taxes)
Companies that hire VskCompanies that hire VskCompanies that hire VskCompanies that hire Vskillsillsillsills PPPPerformance Appraisalerformance Appraisalerformance Appraisalerformance Appraisal ManagerManagerManagerManager
Vskills Certified Performance Appraisal Manager might find employment in all kind of
companies, big or small, since HR is a crucial part of any organization. The candidates can
find employment in HR departments of organizations for Performance and Talent
Management.

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Table of ContentTable of ContentTable of ContentTable of Content
1.1.1.1. IntroductionIntroductionIntroductionIntroduction
1.1 Overview of performance appraisal
1.2 Necessity of Performance Appraisal
1.3 Pitfalls of Performance Appraisal System
1.4 Practice of Self-evaluation
1.5 Traditional Methods of Performance Appraisal
1.6 Modern Methods of Performance Appraisal
1.7 Factors affecting performance appraisal
1.8 Responsibility of the Appraiser
2.2.2.2. Process of Performance AppraisalProcess of Performance AppraisalProcess of Performance AppraisalProcess of Performance Appraisal
2.1 Understanding organizations expectations
2.2 Process of monitoring appraisal system
3.3.3.3. Performance PlanPerformance PlanPerformance PlanPerformance Planning and Executionning and Executionning and Executionning and Execution
3.1 Introduction
3.2 Setting goal and objectives
3.3 Tracking employee's performance
3.4 Performance motivation
4.4.4.4. Job StructureJob StructureJob StructureJob Structure
4.1 Job Specification
4.2 Job Description
4.3 Job Analysis
4.4 Job Evaluation
4.5 Job Design
4.6 Job Specialization
4.7 Job Rotation and Loading
4.8 Job Security
4.9 Job Enrichment and Enlargement
4.10 Job Sharing and Satisfaction
5.5.5.5. Performance Assessment and ReviewPerformance Assessment and ReviewPerformance Assessment and ReviewPerformance Assessment and Review
5.1 Process of performance assessment
5.2 Factors affecting performance assessment
5.3 Evaluating performance information
5.4 Rating scales and rating errors
5.5 Preparing appraisal report

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5.6 Conducting review
5.7 Handling difficult situations
5.8 Establishing successful close
6.6.6.6. Performance Appraisal FormPerformance Appraisal FormPerformance Appraisal FormPerformance Appraisal Form
6.1 Setting core competencies
6.2 Designing appraisal form
6.3 Assignments of weights
6.4 Rating system
7.7.7.7. Interview SkillsInterview SkillsInterview SkillsInterview Skills
7.1 Competency based interview
7.2 Performance review skills
7.3 Annual review interview techniques
7.4 Behavioral interview
7.5 Role profiling methods
7.6 Feedback techniques
8.8.8.8. Performance based CompensationPerformance based CompensationPerformance based CompensationPerformance based Compensation
8.1 Theory of compensation
8.2 Methods of compensation
8.3 Pay Package System
8.4 Concept of wage
8.5 Wage Policy in India
8.6 Compensation structure
9.9.9.9. Performance CounselingPerformance CounselingPerformance CounselingPerformance Counseling
9.1 Need for counseling and counseling pattern
9.2 Effective counseling skills
9.3 Understanding desired and actual performance
9.4 Factors affecting individual's development
9.5 Preparing development plans
9.6 Understanding responsibilities
9.7 Appraising performance
9.8 Appraisal discussion
9.9 Appreciation and Criticism
10.10.10.10.Human Resource Management (HRM) SystemHuman Resource Management (HRM) SystemHuman Resource Management (HRM) SystemHuman Resource Management (HRM) System
10.1 Elements of HRM system
10.2 HRM practices
10.3 HRM strategies
10.4 Pay/Organization system
11.11.11.11.Leadership and MotivationLeadership and MotivationLeadership and MotivationLeadership and Motivation
11.1 Classifying needs
11.2 Need prioritization

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11.3 Theory of motivation
11.4 Leadership styles
11.5 Characteristics of a good leader
12.12.12.12.Effective CommunicationEffective CommunicationEffective CommunicationEffective Communication
12.1 Technical aspects of communication process
12.2 Avoiding communication failures
12.3 Effective communication skills
12.4 Workplace communication

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CourCourCourCourse Outlinese Outlinese Outlinese Outline
IIIIntroductionntroductionntroductionntroduction
Provides a brief overview about the performance appraisal system
Explains the objectives and necessity of Performance Appraisal such as allocation of
resources, reward for performance, fairness, training and development etc
Describes the parameters for evaluating performance
Explains the drawbacks of the performance appraisal system
Describes about necessity of self-valuation
Explains the traditional methods of performance appraisal such as ranking straight,
paired ranking, comparing person to person, evaluation by employee cost etc
Explains the modern methods of performance appraisal such as 360 degree feedback,
MBO (Management by objective), Behavioral Anchored Rating Scale (BARS),
Appraisal by Rater concern, Human Value Accounting as Asset etc
Explains the various factor affecting performance appraisal such as interpersonal-
conflicts, emotional bias etc
Understanding the moral and social responsibility as an appraiser
Process ofProcess ofProcess ofProcess of Performance AppraisalPerformance AppraisalPerformance AppraisalPerformance Appraisal
Explains the need for understanding organizations expectations in terms of
performance appraisal
Explains the procedure of monitoring appraisal system
Performance PlanningPerformance PlanningPerformance PlanningPerformance Planning and Executionand Executionand Executionand Execution
Provides a brief overview of the process involved in performance planning and
execution
Describes the steps involved in setting goal and objectives in the process performance
of planning
Describes the various parameters and tools involved in tracking employee's
performance
Explains the factors affecting motivation of employees performance
Job StructJob StructJob StructJob Structureureureure
Defines a job and the process involved in designing a job
Explains the various factors to be considered while designing a job such as job
specification, job description etc
Explains the process involved in job analysis, job evaluation, job specialization
Explains the concept of job rotation, job loading and the importance of job security
Explains the concept of job enrichment, job enlargement, job sharing
Explains the importance of job satisfaction

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Performance AssessmentPerformance AssessmentPerformance AssessmentPerformance Assessment and Rand Rand Rand Revieweviewevieweview
Explains the process involved in performance assessment
Explains the various factors affecting the process of performance assessment such as
reliability, validity etc
Describes the steps involved in evaluating performance information
Describes the process of performance rating and various errors in rating
Explains the procedure of preparing appraisal report
Describes the process involved in conducting review
Describes the process of handling difficult situations such as silence, disagreement,
excuses etc
Explains the process of establishing a successful close
Performance Appraisal FormPerformance Appraisal FormPerformance Appraisal FormPerformance Appraisal Form
Defines the need and objectives of designing performance appraisal form.
Explains the process involved in setting core competencies for the process of
performance appraisal
Explains the process involved in designing appraisal form and the elements to be
considered
Illustrates the process of assigning weights to each factor while assessing performance of
the employees
Describes the system of rating in the performance appraisal process
IntervieIntervieIntervieInterview Skillsw Skillsw Skillsw Skills
Describes the art of interviewing and the techniques for conducting appraisal interview
Describes the types of interviews conducted for the purpose of appraisal such as
competency based interview, annual review interview, behavioral interview, exit
interview etc
Explains the methods involved in role profiling
Describes the various techniques of feedback
Performance basedPerformance basedPerformance basedPerformance based CompensationCompensationCompensationCompensation
Explains the compensation theory and the different modes of compensation
Describes the wage policy in India
Illustrates the process of designing pay packages and their formulation
Illustrates the various determinants of pay decision
Explains the concept of wage such as minimum wage, fair wage, living wage etc
Describes the compensation structure in terms of performance and competence related
pay and comparison between the two approaches
Performance CounselingPerformance CounselingPerformance CounselingPerformance Counseling
Explains the need for counseling and the counseling pattern
Describes the need for developing effective counseling skills and conducting successful
counseling session
Explains the different types of tools used for the purpose of counseling
Explains the need for understanding desired and actual performance

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Explains the various factors affecting individual's development and necessary steps for
overcoming such problems
Explains the steps involved in preparing development plans
Explains the need for understanding responsibilities as a management and employee
Explains the need for appraising performance and the steps in conducting appraisal
discussion
Describes the process of appreciation and criticism in performance counseling
Human Resource Management (HRM) SystemHuman Resource Management (HRM) SystemHuman Resource Management (HRM) SystemHuman Resource Management (HRM) System
Explains the elements of HRM System
Describes the practices of HRM systems
Explains the HRM strategies and control variables
Explains the Pay/Organization structure in HRM system
Leadership and MotivationLeadership and MotivationLeadership and MotivationLeadership and Motivation
Explains the importance of classifying needs of the employees and Maslow’s hierarchy
of human needs
Explains the process of need prioritization and the theory of two-factor theory of
motivation
Explains the different styles of leadership and their attributes
Describes the various characteristics of a good leader
Effective CommunicationEffective CommunicationEffective CommunicationEffective Communication
Describes the communication process and their technical aspects
Explains the barriers in communication process
Explains the techniques to avoid communication failures
Explains the techniques for effective communication
Explains the communication usage at workplace

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Sample QuestionsSample QuestionsSample QuestionsSample Questions
1.1.1.1. Which of the following is not a type of performance appraisal?Which of the following is not a type of performance appraisal?Which of the following is not a type of performance appraisal?Which of the following is not a type of performance appraisal?
A. Team based appraisal
B. 45 degree appraisal
C. Appraisal of managers
D. Customer appraisals
2. W2. W2. W2. Which of the following statements about performance management systems ishich of the following statements about performance management systems ishich of the following statements about performance management systems ishich of the following statements about performance management systems is
not true?not true?not true?not true?
A. Performance management systems are ineffective
B. Recommendations are prescriptive and suggest one best way
C. Commitment from line managers is questionable
D. They improve organisational performance in the long-term
3.3.3.3. Which of the following statements about performance appraisal is not true?Which of the following statements about performance appraisal is not true?Which of the following statements about performance appraisal is not true?Which of the following statements about performance appraisal is not true?
A. Performance appraisal has become a tool to motivate and control workers
B Performance appraisal reduces managerial control
C. Employees may be appraised on both objective and subjective measures
D. Companies use appraisal to encourage employee loyalty and commitment
4.4.4.4. What is the meaning of upward aWhat is the meaning of upward aWhat is the meaning of upward aWhat is the meaning of upward appraisal?ppraisal?ppraisal?ppraisal?
A. Employees rate the performance of their manager
B. Line managers rate the performance of employees
C. Senior managers rate the performance of line managers
D. Employees rate the performance of their peers
5.5.5.5. Which of the following statementsWhich of the following statementsWhich of the following statementsWhich of the following statements about 360 degree appraisal is not true?about 360 degree appraisal is not true?about 360 degree appraisal is not true?about 360 degree appraisal is not true?
A. 360 degree appraisal has origins in the 1970s US army.
B. 360 degree appraisal may be linked to pay awards.
C. The data generated is normally highly accurate, valid and meaningful.
D. Feedback may comprise both open and closed questions.
Answers:Answers:Answers:Answers: 1 (B), 2 (1 (B), 2 (1 (B), 2 (1 (B), 2 (D), 3 (BD), 3 (BD), 3 (BD), 3 (B), 4 (), 4 (), 4 (), 4 (A), 5 (CA), 5 (CA), 5 (CA), 5 (C))))