meaning of knowledge & knowledge management, process and issue of knowledge management, measurement of knowledge management, performance appraisal

1. Knowledge Management
Asst. Prof. Parasmani Jangid
SDJ International College

2. What is Knowledge?
Knowledge
Knowing something
External sources
(Description or elements of anything)
Facts
(can exist or can be conceived of)
It can neither true nor false

3. Does knowledge require verification?
When one claims to know is, belief or
judgement.
But all beliefs are not knowledge
Verification shows the evidence
Knowledge

4. Meaning
• Knowledge leads business
towards the effective usage of
information, technology and
other aspects and thus making
informed and successful
decisions and add value to
organization.
• Knowledge management (KM) is
the process of creating, sharing,
using and managing the
knowledge and information of an
organization. It refers to a
multidisciplinary approach to
achieve organisational objectives
by making the best use of
knowledge

5. Knowledge management
• Knowledge management
is an approach to utilize
knowledge base of the
company in association
with individual skills,
competencies, innovative
ways to create a more
efficient and effective
business organization.

6. Importance
• Globalization (status of economic
growth, foreign exchange,
geographic ,location, culture,
language, multiple culture, etc.)
• Nature of Organization (single
authorized, lean structure,
decentralized, network structure,
etc.)
• Knowledge about Organization
(methods of production,
distribution, selling, appoint the
new employees, etc.)
• Technological Developments
(about the new technologies to
develop the business)

7. Process
• Developing Knowledge (create
by providing training, seminar,
developmental programme)
• Consolidating Knowledge
(store the information so that
one can use the same at the
right time & at right place)
• Distributing Knowledge
(information available to
everyone)
• Combining Available
Knowledge(strength of org. will
increase, all can easily over
come the fear.)

8. Issues of Knowledge Management
• Shermon has narrated the
issues:
1. Loss of knowledge workers (if
someone dies, retires,
transfers, etc.)
2. Resistance to share the
knowledge (try to convince
your employees by positive
communication)
3. Absence of adequate
knowledge management
system (lack of experience,
knowledge about method to
manage, etc.)

9. Issues of Knowledge Management
• Shermon has narrated the
issues:
4. Absence of developing
learning organizational
culture (to ensure that
people or employees
continue to learn on daily
basis for that provide them
the best learning condition)
5. Hurdles in Disseminating
Knowledge (communication
channel must be right)

10. Successful Measurement of
Knowledge Management

11. Performance Appraisal
• Performance Appraisal - A
performance appraisal is a
regular review of an
employee's job performance
and overall contribution to a
company. Also known as an
annual review, performance
review or evaluation, or
employee appraisal, a
performance appraisal
evaluates an employee's
skills, achievements, and
growth--or lack thereof.

12. Definition of Performance Appraisal
• According to Flippo, “It is
the systematic, periodic,
and an impartial rating of
an employee’s excellence
in matters pertaining to
his present job and his
potential for a better
job.”

13. Objectives
• To make the employees
understand their existing &
requires abilities for org.
performance
• To identify the training to
improve the level
• To analyze the cause for
effective & ineffective
performance
• To improve the communication
between seniors, peers,
subordinates
• To evaluate effectiveness of HR

14. Objectives
• To promote the employees on
the basis of performance,
competence and potential for
development.
• To provide confirmation to
employees who was on
probation last year
• To take decision for hike in
salary etc.
• To prevent grievances &
indisciplinary activities
• To assist employees to self
assess in terms of performance.

15. Methods of Performance Appraisal
I. Appraisal of employees
based on traits
II. Appraisal of employees
based on results
III. Other techniques for
appraisal

16. I. Based on traits
• Ranking Method
• Paired Comparison
• Grading
• Forced Distribution
Method
• Forced choice Method

17. I. Based on traits
• Check-list method
• Critical incidents method
• Graphic scale rating method
• Essay evaluation method
(qualitative, descriptive
evaluation of employees)
• Field review method
(interview by outsiders, a set
questions)
• Confidential reports

18. II. Based on results
• MBO
it has been presented by Peter
Drucker to reduce the external
control & increase internal
motivation. MBO is a strategic
management model that aims to
improve the performance of an
organization by clearly defining
objectives that are agreed to by both
management and employees.
it require more time & energy. It’s
been difficult to set the goal by both
party’s understanding.

19. III. Other techniques for appraisal
• Adjective Rating Scales
The Adjective Rating
Scale is an absolute
standard method for
appraisal wherein the
individual is measured
against a set benchmark
by the seniors for
qualitative measurement.

20. III. Other techniques for appraisal
• 360 Degree Appraisal
A 360 degree appraisal can be
defined as an anonymous
employee performance review
process in which an employee is
collectively rated by
subordinates, co-workers, and
managers.
main four integral components
of this technique:
– Self-Appraisal
– Superior’s Appraisal
– Subordinate’s Appraisal
– Peer’s Appraisal

21. III. Other techniques for appraisal
• Balanced Score Card
Method
This method has been
given by Dr. Robert Kaplan
and Mr. David Norton.
The four perspectives of a
traditional balanced
scorecard are Financial,
Customer, Internal
Business Process,
and Learning and Growth.

22. • BARS Technique : Behaviorally anchored
rating scales (BARS) are scales used to
rate performance. BARS are normally
presented vertically with scale points ranging
from five to nine. It is an appraisal method
that aims to combine the benefits of
narratives, critical incidents, and quantified
ratings by anchoring a quantified scale with
specific narrative examples of good,
moderate, and poor performance.
Developing Bars includes following 5 steps:-
– Generating critical incidents
– Developing performance dimensions
– Reallocating incidents
– Scaling Incidents
– Developing Final Bars Instrument
III. Other techniques for appraisal

23. • Person-To-Person Comparison
In this method, certain factors like initiative,
faithfulness, leadership, dependability, creativity, etc.
are selected for the purpose of analysis. After this, a
scale is designed for each factor. Now, instead of
defining varying degrees of each factor like
leadership, dependability, etc. particular employees
are used to represent these degrees.
For each factor the most efficient and least efficient
person are selected. These two persons represent the
two ends of the scale. Then an average person is
selected to represent the medium point. After this,
two points are marked one above and one below the
average. In this way a scale of five points is
ascertained.
Factor comparison is systematic and
scientific method designed to carry out job evaluation
which instead of ranking job as a whole, ranks
according to a series of factors. The aim of factor
comparison is to assign financial value to the relative
parts of each job role.
III. Other techniques for appraisal

24. Keep learning, keep shining.

25. Thank You