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Chapter 2

The performance management process involves several key components: performance planning, execution, assessment, review, and renewal. It is an ongoing process that links an employee's objectives and development to the organization's mission and goals.

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Muhammad Nabeel
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110 views

Chapter 2

The performance management process involves several key components: performance planning, execution, assessment, review, and renewal. It is an ongoing process that links an employee's objectives and development to the organization's mission and goals.

Uploaded by

Muhammad Nabeel
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Performance Management Process

Performance
Prerequisites
Planning

Performance
Execution

Performance
Performance
Renewal and
Assessment
Recontracting Performance
Review
Prerequisites

A. Knowledge of the
organization’s mission and
strategic goals
B. Knowledge of the job in
question
A. Knowledge of mission
and strategic goals

 Strategic planning
• Purpose or reason for
organization’s existence
• Where organization is going
• Organizational goals
• Strategies for attaining goals
Mission and Goals

Cascade effect throughout


organization

Organization Unit Employee


B. Knowledge of the job
 Job analysis of key components
• Activities
• Tasks
• Products
• Services
• Processes
 KSAs required to do the job
• Knowledge
• Skills
• Abilities
Job Description

 Job duties
 KSAs
 Working conditions
Job analysis

 Use a variety of tools


• Interviews
• Observation
• Questionnaires (available on
Internet)
Job analysis follow-up
 All incumbents should
• review information and
• provide feedback
• Task
 Frequency
 Criticality
Performance Planning:
Results
Key accountabilities

Specific objectives

Performance standards
Key Accountabilities

Broad areas of a job for which


the employee is responsible
for producing results
Specific Objectives

 Statements of outcomes
 Important
 Measurable
Performance Standards
 “Yardstick” to evaluate how well
employees have achieved each
objective
 Information on acceptable and
unacceptable performance, such as
quality
quantity
cost
time
Performance Planning:
Behaviors
 How a job is done
Performance Planning:
Competencies
 Measurable clusters of KSAs

 Critical in determining how


results will be achieved
Performance Planning:
Development Plan

 Areas for improvement


 Goals to be achieved in each
area of improvement
Performance Execution:
Employee Responsibilities
 Commitment to goal achievement
 Ongoing requests for feedback and
coaching
 Communication with supervisor
 Collecting and sharing performance
data
 Preparing for performance reviews
Performance Execution:
Manager Responsibilities
 Observation and documentation
 Updates
 Feedback
 Resources
 Reinforcement
Performance Assessment

 Manager assessment
 Self-assessment
 Other sources (e.g., peers,
customers, etc.)
Multiple Assessments Are
Necessary

 Increase employee ownership


 Increase commitment
 Provide information
 Ensure mutual understanding
Performance Review
Overview of Appraisal Meeting
 Past
• Behaviors and results
 Present
• Compensation to be received
 Future
• New goals and development
plans
Six Steps for Conducting
Productive Performance Reviews

1. Identify what the employee has


done well and poorly
2. Solicit feedback
3. Discuss the implications of
changing behaviors
Six Steps for Conducting
Productive Performance Reviews

4. Explain how skills used in past


achievements can help overcome
any performance problems
5. Agree on an action plan
6. Set a follow-up meeting and
agree on behaviors, actions,
attitudes to be evaluated
Performance Renewal and
Recontracting
 Same as/different from Performance
Planning
• Uses insights and information from
previous phases
• Cycle begins again
Performance Management Process
Summary: Key Points

 Ongoing process
 Each component is important
If one is implemented poorly, whole
system suffers
 Links between components must
be clear

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