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Performance Management Notes

The document outlines the importance of performance management in organizations, detailing the roles of supervisors and HR in appraisals, and the process of performance management. It emphasizes setting clear goals, expectations, performance standards, and effective communication to optimize individual performance. Additionally, it discusses the significance of performance reviews, appraisal factors, and the role of mentoring in enhancing employee development and organizational culture.

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1 views

Performance Management Notes

The document outlines the importance of performance management in organizations, detailing the roles of supervisors and HR in appraisals, and the process of performance management. It emphasizes setting clear goals, expectations, performance standards, and effective communication to optimize individual performance. Additionally, it discusses the significance of performance reviews, appraisal factors, and the role of mentoring in enhancing employee development and organizational culture.

Uploaded by

ss6391650639
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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UNIT 1

PERFORMANCE MANAGEMENT
Importance of performance management
ROLE OF PERFORMANCE IN ORGANIZATION
ROLE OF APPRAISAL IN PERFORMANCE MANAGEMENT

• Supervisor
. - Usually do the actual appraising
- Must know how to conduct the Appraisal fairly
- Must be familiar with basic appraisal formatting
• HR Department
- Serves a policy making and Advisory role
- Prepare forms and procedures And insist that all Department use them
- Appraisal based on their skills
PROCESS OF PERFORMANCE MANAGEMENT
Relevance of objective in organization

The major objectives of performance management that you should consider when establishing, or reformatting,
your performance management system:
1. Setting and Defining Goals
• Setting and defining clear goals yields several key benefits, including:
• Allowing employees to focus on what’s important.
• Aligning individual objectives with business objectives.
• Optimizing employees’ individual performance.
• Identifying the key result areas and work upon improving them.
2. Setting Expectations for Managers and Employees

In order to Set expectations that yield solid results, try to follow this succession of stages for expectation
setting:
• Define the expectations in clear terms. Let your employees know exactly what is expected from them and
provide clarification when needed.
• Explain how the expectations established will help in fulfilling the overall business objectives; draw the
line of sight between their contribution and the business achieving those objectives.
• Document the expectations. Establish a process that clearly defines and measures what to do and who is
responsible for each task.
3. Setting Performance Standards

Every role in a company has a certain performance standard that comes along with it, and a failure to
accomplish performance standards can mean the following for your business:
• Setting even more unrealistic standards for the job that is failing to reach its existing standards.
• Not having enough resources to complete the new demands.
• A failure of cooperation or collaboration from the team and manager.
• A lack of effort on the employees’ part.
4. Establishing Effective Communication

In order to build a communication active environment, consider the following tips:


• Team leaders, or managers, should take sufficient time to indulge in one-on-one interactions with their team
members; regular touch-points and contact.
• To build a workforce with varied skills, that fosters further career development, continuous feedback and
coaching are critical. This can be done through performance reviews, or 360-Feedback resources.
• Set and conduct regular team building activities (there are some great online activities).
• Promote and encourage collaboration and communication among team members, and as an essential part of
the workplace culture.
• Use appropriate and helpful business communication tools.
Dimensions of performance management
INDIVIDUAL PERFORMANCE MANAGEMENT

Individual Performance means the performance objectives specifically


attributable to each Participant reflective of his/her functional area and
responsibilities, taking into consideration top Executive’s evaluation of
performance in that regard.
UNIT 2
PERFORMANCE PLANNING AND ANALYSIS
OBJECTIVE OF PERFORMANCE ANALYSIS
BENEFITS OF PERFORMANCE PLANNING
UNIT 3
PERFORMANCE REVIEW AND
DISCUSSION
What is a Performance Review?

The component featured in essentially all performance management


frameworks is the giving of feedback.
This usually presents itself in the form of a performance review.
Other names for the performance review are performance evaluation or
performance assessment.
As opposed to informal or casual feedback, the performance review is a
formal appraisal of an employee and their work during an established time
period.
SIGNIFICANCE OF PERFORMANCE REVIEW

• Performance reviews give both the company and your employees important
feedback.
• Acknowledgement and constructive criticism helps motivate people to improve.
• Target training and development
• Encourage engagement
• Spot talent
PERFORMANCE APPRAISAL

Definition
Performance Appraisal Definition is given by Edwin B Flippo – “Performance Appraisal is a systematic,
periodic and so far as humanly possible, an impartial rating of an employee’s excellence in matters pertaining to
his present job and to his potentialities for a better job.”
Meaning
• Performance Appraisal is a way to evaluate the performance of an employee and it is also edited as a
complete process document.
• Performance Appraisal is done on a regular basis, there is a regular review of employee performance in an
organization in Performance Appraisal.
• Performance Appraisal is also known as a performance review, employee evaluation.
• Generally, its performance is evaluated by the staff’s manager.
APPRAISAL FACTORS

• JOB KNOWLEDGE (knowledge of duties and responsibiliprocedures)sition)


• QUALITY (correctness, completeness, and accuracy of work duties performed
• QUANTITY OF WORK (amount of work done during workday)
• RESPONSIBILITY AND DEPENDABILITY (willingness to take on assignments and be held accountable)
• INITIATIVE (origination and development of vital job procedures
• EFFECTIVE USE OF TIME (ability to organize, prioritize and schedule)
• INTERPERSONAL RELATIONS (communication and cooperation with fellow employees)
• ATTENDANCE AND PUNCTUALITY (conformity to work hours; timely attendance at meetings)
• INTERNAL CONTROL (performance as related to individual’s internal control responsibilities)
What is Rater’s bias?

Rater biases are conscious or unconscious tendencies that affect how supervisors rate their employees.
Ideally, ratings are based on actual performance and the ratings themselves are accurate reflections of that
performance.
Control of Rater Bias and Error
• Two approaches have been developed to control and eliminate rater bias and error. One approach is to
design better performance appraisal forms that will be resistant to these problems.
• The other is to train raters to avoid rating errors.
Rater Training to Reduce Errors
• The objective of Rater Error Training is to familiarize raters with rater errors and to teach them to avoid
these rating patterns.
• In other words, the raters might reduce the number of halo and leniency patterns in their ratings, but
those ratings are less accurate in reflecting the true levels of performance.
OBJECTIVE OF PERFORMANCE REVIEW DISCUSSION
ROLE OF MENTORING

• A mentor may share with a mentee (or


protege) information about his or her own
career path, as well as provide guidance,
motivation, emotional support, and role
modeling. A mentor may help with
exploring careers, setting goals, developing
contacts, and identifying resources.
• Career mentor can play only three types of
roles for you
• Confidante
• supporter and
• guide.
Process of coaching
UNIT 4
IMPLEMENTING PERFORMANCE
MANAGEMENT SYSTEM
PERFORMANCE MANAGEMENT SYSTEM

“Performance Management
System is the key driving force to
employee’s productivity,
development, rewards and
awards”
Objective of PMS

• Drive individual and hence organisational performance;


• Develop organisational culture and individual capabilities;
• Measure performance in a more objective and systematic manner; and
• Facilitate effective HR and operational decisions in line with
organisational strategy.
Operationalizing change
• An operational change is a change in the structure of your company.
That could be a reorganization, layoffs, or just a team change due to a
strategic or mission statement change.
• Operational changes are some of the roughest for your employees
because they never quite know what to expect. At least with a change
in technology they aren’t likely to find themselves without a job.
IMPLEMENTING PERFORMANCE
MANAGEMENT PROCESS
PITFALLS OF PERFORMANCE
MANAGEMENT
PMS Framework
UNIT 5
APPRAISAL AND REWARD SYSTEMS
Appraisals and HR Decisions

• The first and the foremost responsibility of HR team is to design the entire
appraisal process.
• The criterion of performance appraisal needs to be very clear and transparent.
• The HR team also needs to sit with the reviewing authorities to ensure appraisals
are done on time and only the deserving employees get the benefits.
• It is the human resource team’s responsibility to ensure a smooth implementation
of the appraisal process.
Issues in performance appraisals
Team performance management

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