Coaching and Performance Management Chapter 10 Werner, J. & DeSimone, R. (2009). Human Resource Development. (5 th ed.). Mason, OH: South-Western Cengage.
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Coaching and Performance Management
Chapter 10
Werner, J. & DeSimone, R. (2009). Human Resource Development. (5th ed.). Mason, OH: South-Western
Cengage Learning.
Emily Vande Loo
Learning Objectives
1. Describe needs for coaching2. Define coaching3. Describe two main coaching activities4. Define poor performance5. Describe deviant workplace behaviors
Need for Coaching
Sometimes employees know how to effectively do their jobs.
However, sometimes they simply
don’t know.
Page 314
Need for CoachingSome managers “choose to ignore poor performance.” They may reassign work or just do it themselves rather than address the problem.
Page 314
Need for Coaching“If superior performance is neither noticed nor rewarded, a climate may exist in which effective performance is actually discouraged.”
Page 314
Managers and Performance
Based on the pictures, how would you describe their management styles?
Page 315
Positive and Active Negative and Reactive
Managers and Performance
Positive and Active• Empowers employees
• Informs employees of job-related changes and provides
opportunities for training
• Provides feedback regularly and rewards effective performance when it occurs
Negative and Reactive• Controls employees
• Sink or swim approach to job-related
changes
• Provides feedback or intervenes only to correct problems or increase production
Page 315
Two Ways to Provide Feedback
• Performance appraisal: annual formal evaluation using a
standardized rating system to “evaluate various aspects of employee performance”
• Performance management: “goes beyond annual appraisal ratings and interviews and incorporates goal setting, feedback,rewards, and individual developments”
Pages 315-316
What is Coaching?
Ferdinand Fournies: “a face-to-face discussion between a manager and a subordinate to get the subordinate to stop performing undesirable behaviors and begin performing desirable ones.”
Dennis Kinlaw: “a mutual conversation between a manager and an employee (or between colleagues) that follows a predictable process and leads to superior performance, commitment to sustained improvement, and positive relationships.”
Kirkpatrick & Zemke and Evered & Selman: liken managerial coaching to coaching athletics because they have similar responsibilities such as: “gathering data, providing feedback, recruiting, motivating, ensuring results, [and] working with individuals and the team.” Management should be seen as “empowering or enabling employees” rather than “controlling” them. Pages 316-317
What is Coaching?
• Coaching is “a process used to encourage employees to accept responsibility for their own performance, to enable them to achieve and sustain superior performance, and to treat them as partners in working toward organizational goals and effectiveness.”
1. Coaching Analysis2. Coaching Discussions
Page 318
Coaching Activities
Coaching Analysis• “Analyzing performance
and the conditions under which performance occurs”
Coaching Discussions• “Face-to-face
communication between employee and supervisor to solve problems and to enable the employee to maintain and improve effective performance”
Page 318
Role of Manager in CoachingEstablishes Standards Monitors Performance Delegates Assignments
Possesses information, opportunity, and authority necessary to serve as COACH
Page 318
Defining Poor Performance
• Poor performance: “specific agreed-upon deviation from expected behavior”
• Standard behaviors defined by measuring against other behaviors
• Acceptable exceptions to the standard must be explicit
Page 320
Establishing Standards
The situation: • expectations about attendance and shortened work days
(coming in late/leaving early) have never been established in your workplace
• you are attending a meeting either as a manager or an employee to establish standard expectations about attendance at work
• all stakeholders must agree upon the standards
• the standards should align with the company’s goal of productivity
Establishing Standards
The process: • read your entire role to
yourself• take turns reading your
role to the group• as a group, complete
the task steps
The task: • define standard of
acceptable attendance• define deviations and
additional exceptions (if any exist)
Establishing Standards
Red = Manager
Blue = Employee with Attendance Issues
Green = Employee
Yellow = Employee
Deviant Workplace Behavior
• “Voluntary behavior that violates significant organizational norms, and in doing so threatens the well-being of an organization, its members, or both.”
Page 321
Deviant Workplace Behavior
Page 321
Production Deviance
Deviant Workplace Behavior
Page 321
Property Deviance
Deviant Workplace Behavior
Page 321
Political Deviance
Deviant Workplace Behavior
Page 321
Personal Aggression
Responding to Poor Performance
• Figuring out why there is deviant behavior and using an appropriate solution is key.
• One behavior “may be caused by different factors at different times.”
Page 321
Responding to Poor Performance
• Causal attribution theory: “process by which people assign causes to their own and others’ behavior”
• Internal:1. Effort2. Ability
• External:3. Task difficulty4. Luck
Page 321
Responding to Poor Performance• Fundamental attribution error: “tendency to
overattribute a behavior to a cause within a person rather than to a situation”
Page 322
• Manager bias yields toward focus on employee
• Employee need to maintain self-esteem yields to focus on situation
Person –effort and ability
Situation –task difficulty and luck
Responding to Poor Performance-Coaching Process
Coaching Analysis
Coaching Discussion
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