Page 112 - DMGT517_PERFORMANCE_MANAGEMENT_SYSTEM

Unit 9: Performance Counselling

14. Performance counselling may not serve its purpose if it includes discussion about salary Notes
raise, rewards, etc.
15. Communication may get distorted if people are not empathic to each other and do not try
to understand each others’ point of view.

9.8 Review Questions

1. “Performance Counselling is quite often misunderstood.” Substantiate.

2. Is there any difference between feedback and performance counselling? Explain your
answer with suitable examples.
3. “Interpersonal communication is the basis of performance review in which both the
employee and his reporting officer are involved.” Discuss.

4. Is performance counselling the right tool to deal effectively with employee
dissatisfaction?
5. Development does not occur just because there is counselling but counselling could be an
effective instrument in helping people integrate with their organization and have a sense of
involvement and satisfaction. Discuss the necessary conditions for effective counselling.
6. Why are some managers more articulate in performance counselling as compared to
others?

7. Performance appraisal does not serve the purpose of developing employees unless an
effective system of performance counselling is introduced and practiced in the organization.
Give the key reasons in support of the given statement.
8. “Interpersonal communication is the basis of performance review in which both the
employee and his reporting officer are involved.” Defi ne.

9. “Performance counselling is the heart of performance management system.” Do you
agree?
10. “Listening to feelings and concerns is very important for effective counselling.” Discuss.

Answers: Self Assessment

1. dyadic 2. training needs
3. Performance appraisal 4. Listening

5. Questions 6. feedback
7. Infl uencing 8. feelings
9. work-related 10. minimum trust
11. True 12. False
13. False 14. True

15. False

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