1 / 33

Performance Management in Context: Overview

Performance Management in Context: Overview. Definition of Performance Management (PM) The Performance Management Contribution Disadvantages/Dangers of Poorly-implemented PM systems Definition of Reward Systems Aims and role of PM Systems Characteristics of an Ideal PM system

hu-stevens
Download Presentation

Performance Management in Context: Overview

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Performance Management in Context: Overview • Definition of Performance Management (PM) • The Performance Management Contribution • Disadvantages/Dangers of Poorly-implemented PM systems • Definition of Reward Systems • Aims and role of PM Systems • Characteristics of an Ideal PM system • Integration with Other Human Resources and Development Activities

  2. Performance Management: Definition Continuous Process of • Identifying performance of individuals and teams • Measuring performance of individuals and teams • Developing performance of individuals and teams and • Aligning performance with the strategic goals of the organization

  3. PM is NOT performance appraisal PM Strategic business considerations Ongoing feedback So employee can improve performance Driven by line manager Performance appraisal Assesses employee Strengths & Weaknesses Once a year Lacks ongoing feedback Driven by HR

  4. Contributions of PM For Employees • The definitions of job and success are clarified • Motivation to perform is increased • Self-esteem is increased • Self-insight and development and enhanced

  5. Contributions of PMFor Managers • Supervisors’ views of performance are communicated more clearly • Managers gain insight about subordinates • There is better and more timely differentiation between good and poor performers • Employees become more competent

  6. Contributions of PM For Organization/HR Function • Organizational goals are made clear • Organizational change is facilitated • Administrative actions are more fair and appropriate • There is better protection from lawsuits

  7. Disadvantages/Dangers of Poorly-implemented PM Systems for Employees • Lowered self-esteem • Employee burnout and job dissatisfaction • Damaged relationships • Use of false or misleading information

  8. Disadvantages/Dangers of Poorly-implemented PM Systems for Managers • Increased turnover • Decreased motivation to perform • Unjustified demands on managers’ resources • Varying and unfair standards and ratings

  9. Disadvantages/Dangers of Poorly-implemented PM Systems for Organization • Wasted time and money • Unclear ratings system • Emerging biases • Increased risk of litigation

  10. Purposes of PM Systems:Overview • Strategic • Administrative • Informational • Developmental • Organizational maintenance • Documentation

  11. Strategic Purpose • Link employee behavior with organization’s goals • Communicate most crucial business strategic initiatives

  12. Administrative Purpose • Provide information for making decisions re: • Salary adjustments • Promotions • Retention or termination • Recognition of individual performance • Layoffs

  13. Informational Purpose Communicate to Employees: • Expectations • What is important • How they are doing • How to improve

  14. Developmental Purpose • Performance feedback/coaching • Identification of individual strengths and weaknesses • Causes of performance deficiencies • Tailor development of individual career path

  15. Organizational Maintenance Purpose • Plan effective workforce • Assess future training needs • Evaluate performance at organizational level • Evaluate effectiveness of HR interventions

  16. Documentational Purpose • Validate selection instruments • Document administrative decisions • Help meet legal requirements

  17. Characteristics of an Ideal PM System

  18. Congruent with organizational strategy • Consistent with organization’s strategy • Aligned with unit and organizational goals

  19. Thorough • All employees are evaluated • All major job responsibilities are evaluated • Evaluations cover performance for entire review period • Feedback is given on both positive and negative performance

  20. Practical • Available • Easy to use • Acceptable to decision makers • Benefits outweigh costs

  21. Meaningful • Standards are important and relevant • System measures ONLY what employee can control • Results have consequences Evaluations occur regularly and at appropriate times • System provides for continuing skill development of evaluators

  22. Specific Concrete and detailed guidance to employees • what’s expected • how to meet the expectations

  23. Identifies effective and ineffective performance • Distinguish between effective and ineffective • Behaviors • Results • Provide ability to identify employees with various levels of performance

  24. Reliable • Consistent • Free of error • Inter-rater reliability

  25. Valid • Relevant (measures what is important) • Not deficient (doesn’t measure unimportant facets of job) • Not contaminated (only measures what the employee can control)

  26. Acceptable and Fair • Perception of Distributive Justice • Work performed  evaluation received  reward • Perception of Procedural Justice • Fairness of procedures used to: • Determine ratings • Link ratings to rewards

  27. Inclusive • Represents concerns of all involved • When system is created, employees should help with deciding • What should be measured • How it should be measured • Employee should provide input on performance prior to evaluation meeting

  28. Open (No Secrets) • Frequent, ongoing evaluations and feedback • 2-way communications in appraisal meeting • Clear standards, ongoing communication • Communications are factual, open, honest

  29. Correctable • Recognizes that human judgment is fallible • Appeals process provided

  30. Standardized • Ongoing training of managers to provide • Consistent evaluations across • People • Time

  31. Ethical • Supervisor suppresses self-interest • Supervisor rates only where she has sufficient information about the performance dimension • Supervisor respects employee privacy

  32. Integration with other Human Resources and Development activities PM provides information for: • Development of training to meet organizational needs • Workforce planning • Recruitment and hiring decisions • Development of compensation systems

More Related