Hi Friends! If anybody knows what is MBO then pl write me in detail, I want to understand how this would work in Performance Appraisal System. Regards,
From India, Hyderabad
From India, Hyderabad
Mbo means management by objectives... Simply it idicates well planning ... Starting a work with well planned manner reduce mistakes.. U can also refer koontz bookk
From India, New Delhi
2From India, New Delhi
Hi
MBO is Management By Objectives .It is a method of performance appraisal.At time of hiring of candidate , company provide some targets, objectives , goals . According to that objectives or goals or target, employer give them appraisal.
Regards
Shruti Gupta
From India, New Delhi
MBO is Management By Objectives .It is a method of performance appraisal.At time of hiring of candidate , company provide some targets, objectives , goals . According to that objectives or goals or target, employer give them appraisal.
Regards
Shruti Gupta
From India, New Delhi
MBO means Management By Objectives..
It is one of the Modern Methods of Performance Appraisal.
The process starts with setting up of objectives first..
then assessing the various means of achieving those objectives..
From India, Kochi
It is one of the Modern Methods of Performance Appraisal.
The process starts with setting up of objectives first..
then assessing the various means of achieving those objectives..
From India, Kochi
One Important point- The Goals & Objectives are applicable across all levels of hierarchy and is set by both the Reporting Superior as well as the Subordinate to give a clear direction to the entire organization as a whole.........................rgrds
From India, Mumbai
From India, Mumbai
Dear Rashika Manth,
Formal definition:
Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources. It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their objectives, time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to reach objectives.
Do check with the given links,
Management by objectives: Definition from Answers.com
MANAGEMENT by OBJECTIVES ( MBO) - focus on achievable goals and to attain the best possible results from available resources (Your freeTen3 Business e-Coach)
From India, Bangalore
Formal definition:
Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources. It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their objectives, time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to reach objectives.
Do check with the given links,
Management by objectives: Definition from Answers.com
MANAGEMENT by OBJECTIVES ( MBO) - focus on achievable goals and to attain the best possible results from available resources (Your freeTen3 Business e-Coach)
From India, Bangalore
Simply...
1.At the time of joining employee KRA's are discussed and given to him.
2.After the evaluation period he/ she is rated on the set targets given when joined
3.The self evaluation is done by the employee (appraisee)
4.The employee evaluation is done by the Reporting Officer/ HoD (appraiser)
5.Feedback is given to the employee by checking the gap between both evaluations
SF
From India, Mumbai
1.At the time of joining employee KRA's are discussed and given to him.
2.After the evaluation period he/ she is rated on the set targets given when joined
3.The self evaluation is done by the employee (appraisee)
4.The employee evaluation is done by the Reporting Officer/ HoD (appraiser)
5.Feedback is given to the employee by checking the gap between both evaluations
SF
From India, Mumbai
Dear Rashika,
As indicated by all it is Management by Objectives
1. The Key Result Areas (KRA) or Key Performance Indicators (KPI) is discussed with each employee and the objectives are set.
2. The metrics (unit of measurement) is also decided.
3. The frequency of review is indicated.
4.The weightage for each objective KRA is also indicated.
For example for a HR professional the following may the Key Result Areas.
1. Maintaining the recruitment cost Vs Turnover at a specified percentage. The metric here is the percentage of Recruitment cost Vs Turnover. The frequency may be half yearly or annual. The weightage may be 25 marks.
2. The salary as a percentage of Turnover is restricted to a specified percentage.25 marks
3. The training cost Vs Turnover. 25 marks
4. Filling up vacancies within a specified time frame. 25 marks
All the KRA put togather totals to 100. Based on the achievements the rating is done. It is very objective and there can be no prejudice in the assessment.
Trust matter is clarified
M.V.KANNAN
From India, Madras
As indicated by all it is Management by Objectives
1. The Key Result Areas (KRA) or Key Performance Indicators (KPI) is discussed with each employee and the objectives are set.
2. The metrics (unit of measurement) is also decided.
3. The frequency of review is indicated.
4.The weightage for each objective KRA is also indicated.
For example for a HR professional the following may the Key Result Areas.
1. Maintaining the recruitment cost Vs Turnover at a specified percentage. The metric here is the percentage of Recruitment cost Vs Turnover. The frequency may be half yearly or annual. The weightage may be 25 marks.
2. The salary as a percentage of Turnover is restricted to a specified percentage.25 marks
3. The training cost Vs Turnover. 25 marks
4. Filling up vacancies within a specified time frame. 25 marks
All the KRA put togather totals to 100. Based on the achievements the rating is done. It is very objective and there can be no prejudice in the assessment.
Trust matter is clarified
M.V.KANNAN
From India, Madras
Management By Objectives (MBO) :
MBO requires the management to set specific, measurable goals with each employee and then periodically discuss the latter’s progress towards these goals. This technique emphasises participatively set goals (that are agreed upon by the superior and the employee) that are tangible, verifiable and measurable. MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished. It is, thus, a kind of goal setting and appraisal programme involving six steps:
Set the organisation’s goals: Establish an organisationwide plan for next year and set company goals.
Set departmental goals: Department heads at this stage take the broader company goals (Such as improving profits by 20 per cent, increasing market share by 10 per cent etc.) and, with their superiors, jointly set goals for their departments.
Discuss departmental goals: The departmental goals are now put to discussion in a departmental meeting with subordinates. The departmental heads would require the subordinates to set their own preliminary individual goals, focusing mostly on what they can do to achieve the department’s goals.
Define expected results : In the next step, the departmental heads and their subordinates agree on a set of participatorily set short term, and individual performance targets.
Performance reviews: Departmental heads compare each employee’s actual and targeted performance, either periodically or annually. While periodic review is intended to identify and solve specific performance problems, the annual review is conducted to assess and reward one’s overall contribution to the organisation. Because employees are evaluated on their performance results, MBO is often called a result – based performance appraisal system.
Provide Feedback: Both parties now discuss and evaluate the actual progress made in achieving goals, where things have gone off the track, how best to rectfy the mistakes made in the past, and how the employee could meet the targets next time, focusing attention on his strengths
Warm Regards,
Suthanthira Selvan.C
From India, Madras
MBO requires the management to set specific, measurable goals with each employee and then periodically discuss the latter’s progress towards these goals. This technique emphasises participatively set goals (that are agreed upon by the superior and the employee) that are tangible, verifiable and measurable. MBO focuses attention on what must be accomplished (goals) rather than how it is to be accomplished. It is, thus, a kind of goal setting and appraisal programme involving six steps:
Set the organisation’s goals: Establish an organisationwide plan for next year and set company goals.
Set departmental goals: Department heads at this stage take the broader company goals (Such as improving profits by 20 per cent, increasing market share by 10 per cent etc.) and, with their superiors, jointly set goals for their departments.
Discuss departmental goals: The departmental goals are now put to discussion in a departmental meeting with subordinates. The departmental heads would require the subordinates to set their own preliminary individual goals, focusing mostly on what they can do to achieve the department’s goals.
Define expected results : In the next step, the departmental heads and their subordinates agree on a set of participatorily set short term, and individual performance targets.
Performance reviews: Departmental heads compare each employee’s actual and targeted performance, either periodically or annually. While periodic review is intended to identify and solve specific performance problems, the annual review is conducted to assess and reward one’s overall contribution to the organisation. Because employees are evaluated on their performance results, MBO is often called a result – based performance appraisal system.
Provide Feedback: Both parties now discuss and evaluate the actual progress made in achieving goals, where things have gone off the track, how best to rectfy the mistakes made in the past, and how the employee could meet the targets next time, focusing attention on his strengths
Warm Regards,
Suthanthira Selvan.C
From India, Madras
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