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Performance Management

Performance Management. “Ensuring organizational goals are met through motivated people”. Free ITC and Criminal checks. http://www.etraffic.co.za/affiliate-consumer-assist-itc-checks.html http://www.lawyersouthafrica.co.za/free-criminal-records-checks/. References. Learning unit 7

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Performance Management

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  1. Performance Management “Ensuring organizational goals are met through motivated people”

  2. Free ITC and Criminal checks • http://www.etraffic.co.za/affiliate-consumer-assist-itc-checks.html • http://www.lawyersouthafrica.co.za/free-criminal-records-checks/

  3. References • Learning unit 7 • Chapter 19 pages 491 - 504 • Notes

  4. Outcomes At the end of this module you should: • Be able to describe the steps in developing a Performance Management system • Make decisions as to who should perform the evaluation • Compare relative and absolute performance evaluation techniques • Explain common rater errors • Conduct effective feedback interviews

  5. Drucker’s Five Needs • Tell me what you expect of me • Give me the opportunity to perform • Give me help when I need it • Tell me how I am doing • Reward me for my efforts

  6. Individual Reflection Think about your last performance review (Appraisal) • What did you like? • What did you not like? • What would you change?

  7. Definition of performance mngt “The process of • guiding, • assessing and • recording of staff performance. To ensure that the companies strategic objectives are met, and personal goals satisfied.

  8. *Process of performance management • Aligning group & individual performance with business strategy • Coaching & mentoring • Evaluating performance & providing feedback • Reviewing and improving the system

  9. 1. Rolling out dept & individual goals Bus Strategy 2. Ind coaching & mentoring 4. Evaluating & Improving system 3. Performance reviews *

  10. 1. Aligning PMS to business strategy • Mngr & subordinate agree how strategic goals be adapted by department & individual • Agree an individual action plan • Agree progress checks • Agree the measures for evaluation and reward

  11. 2. Coaching & mentoring • Regular interim progress reviews & coaching sessions • May be informal and formal • Remove performance barriers • Create an environment conducive to performance

  12. 3. Performance evaluation Who should perform evaluation? • Immediate supervisor • Peers • Subordinates • Self appraisal • Customer appraisal • 360* feedback • Team appraisal

  13. RELATIVE JUDGEMENTS Compare peers Differentiate between employees Ranking of employees Does not determine how good or bad the performance ABSOLUTE JUDGEMENTS Performance based against agreed standards Feedback more specific May not differentiate between employees 3. Performance evaluation Vs

  14. Unclear standards Halo/horns effect Central tendency Leniency/strictness Recency * Bias Single criterion 1. Discuss & agree beforehand 2. Be aware of total performance 3. Change rating to even number 4. Training on how 5. Measure throughout period 6. Be careful of people we like/dislike 7. Measure on a range of measures Rater problems & remedies

  15. *Appraisal interview • Before interview • Gather appropriate information, plan the intervention, get training on appraisals, communicate with employee • During interview • Encourage participation, focus on performance, be specific, provide motivational feedback, set action plans for improvement • After the interview • Review performance, coach, guide, amend goals if necessary

  16. 4. Evaluating performance mngt system Process of reviewing system and ensuring that the following are appropriate: • Strategy & critical objectives • Departmental & individual goals • Coaching processes • Review processes If not ~ change & communicate

  17. Next week • National skills Development issues & • Training & development

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