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Module 4 Pms

The document discusses performance management and provides information on data collection, presentation and interpretation of performance information. It also discusses guidelines for performance management, common problems in assessment, and ways to avoid pain during appraisals.

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juntupallirohitkumar2000
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23 views

Module 4 Pms

The document discusses performance management and provides information on data collection, presentation and interpretation of performance information. It also discusses guidelines for performance management, common problems in assessment, and ways to avoid pain during appraisals.

Uploaded by

juntupallirohitkumar2000
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 16

PERFORMANCE MANAGEMENT SYSTEM

MODULE: 4 PERFORMANCE MANAGEMENT CHECKLISTS


PRESENTED BY MAHESH
CONTENTS

• Data collection on Performance information - Presentation, interpretation and


corrective action - Performance management guidelines and checklists for
managers - Common problems in assessment - Ways to avoid pain during
appraisals.
DATA COLLECTION ON PERFORMANCE INFORMATION

• The collection of unprocessed, raw facts without any particular meaning is


called data. Information is created when unprocessed data is structured,
processed, and presented in a certain way to make it relevant and practical.
PROVIDERS OF PERFORMANCE INFORMATION

• Supervisor or team leader.


• Peers.
• Subordinates.
• Self-appraisal.
• Customers served.
• Computers.
PRESENTATION OF DATA

• Data presentation is the method by which people, summarize, organize and


communicate information using variety of tools, such as tables, graphs and
charts.
• Tables:- Tables are standard method of presenting qualitative or categorical
data, but they can also be used to summarize quantitative data.
• Graphs:- Graphs are useful method to display quantitative data.
• Charts:- It is often convenient to present data pictorially. Information can be
conveyed much more quickly by a diagram than by a table of numbers. Charts
and diagram can help a reader or audience quickly get the salient point of an
analysis or report.
INTERPRETATION OF DATA.

• Interpretation attaches meaning to such organized information in order to


draw supportable conclusions. In this sense, data interpretation calls for value
judgements.
• Even the fairest and most well-meaning evaluators will be biased to some
extent.
• This alignment is critical throughout the evaluation process. The data
collected are relevant and valid indicators of the results on want to achieve,
which was previously related to important evaluating questions and want an
answer so that stakeholders can make good decisions about how to improve
performance.
CORRECTIVE ACTION

• Job performance can be improved by selectively using four methods. The


choice of which method or methods to sue depends on the employee’s current
circumstances. The performance appraisal process helps in determining the
best strategy. The four methods are as follows.
• Training.
• Incentives.
• Discipline.
• Job-restructuring.
BRIEF EXPLANATION.

• Training:- Training is appropriate for increasing an employee’s skills if the low


performance is due to limited ability and if he or she has both motivation and
capacity to improve. It is also beneficial in the case of an outstanding
employee who still has some room to grow.
• Incentives:- About incentives it is sufficient to say that providing an incentive,
such as a pay raise or a bonus based on production, will change the behavior
when the employee sees the incentive as valuable, and related to job
performance, and if he or she has the ability to improve. If the employee lacks
any of these elements, then incentives are not an appropriate behavioral
change strategy.
CONTD

• Discipline:- the same holds true for discipline. Threats and the removal of
rewards only change performance when the threats are perceived as credible,
the rewards are desired, and the employee has skill to improve. If the
employee really does not want the job or the rewards, or is unable to improve,
then discipline will have no effect.
• Job-restructuring:- Job-restructuring involves changing a job to compensate
for an employee’s strengths and weaknesses.
PERFORMANCE MANAGEMENT GUIDELINES

• Organization’s objective.
• Communication.
• Document.
• Frequency of appraisal-Multiple assessment.
• Frequent Feedback.
• Development support.
CHECKLISTS FOR MANAGERS

• As we know performance management has a variety of purposes, one of


which is documentation should there be legal challenge related to
performance. To ensure that the performance management process is
defensible, the manager needs to go through the following checklist:
COMMON PROBLEMS IN ASSESSMENT

• Businesses use performance appraisals as tools to determine how effectively


employees achieve goals, grow in job scope and communicate with others.
Performance appraisal can prove very effective in gauging employee
performance. Despite this, performance appraisal systems are not without
problems and drawbacks. Some of the common problems are as follows.
• Limited perspective.
• Erosion of motivation.
• Time-consuming.
• Subject to appraiser bias.
WAYS TO AVOID PAIN DURING APPRAISAL.

• Performance appraisal can be a painful condition for both the organization


and employees. Therefore, both employees and organization should work to
avoid the painful conditions during the whole appraisal process.
• Know the problem.
• Use the right appraisal tool.
• Keep a diary.
• Get agreement on a plan.
• Develop clear policies.
• Be consistent.
• Train supervisors.
CONTD

• Refinements in the design of appraisal methods.


• Review appraisals.
• Ask for feedback.
• Eliminate the anguish.

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