Transcript
Herman Aguinis, University of Colorado at Denver
Performance Management Process
Prof. Preeti BhaskarSymbiosis Centre for Management Studies,
NOIDA
Herman Aguinis, University of Colorado at Denver
Performance Renewal and Recontracting
Performance Review
Performance Assessment
Performance Execution
Performance Planning
Prerequisites
2–2
Herman Aguinis, University of Colorado at Denver
Performance Renewal and Recontracting
Performance Review
Performance Assessment
Performance Execution
Performance Planning
Prerequisites
2–3
Herman Aguinis, University of Colorado at Denver
Prerequisites
Knowledge of the organization’s mission and strategic goals
Knowledge of the job
2–4
Herman Aguinis, University of Colorado at Denver
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
2–5
Herman Aguinis, University of Colorado at Denver
Mission and Goals
Cascade effect throughout organization
2–62–6
Organization
Unit
Employee
Herman Aguinis, University of Colorado at Denver2–7
B. Knowledge of the job
• Job analysis of key components– Activities, tasks, products, services,
processes• KSAs required to do the job
– Knowledge– Skills– Abilities
2–7
Herman Aguinis, University of Colorado at Denver2–8
Job Description
• Job duties• KSAs• Working conditions
2–8
Herman Aguinis, University of Colorado at Denver
Job analysis
• Use a variety of tools– Interviews–Observation–Questionnaires (available on Internet)
2–9
Herman Aguinis, University of Colorado at Denver
Job analysis follow-up
• All incumbents should – review information and –provide feedback –Task
• Frequency• Criticality
2–10
Herman Aguinis, University of Colorado at Denver
Performance Renewal and Recontracting
Performance Review
Performance Assessment
Performance Execution
Performance Planning
Prerequisites
2–11
Herman Aguinis, University of Colorado at Denver2–12
Results
• Key accountabilities• Specific objectives• Performance
standards
Behavior
• How a job is done• Behaviour criteria
such as : communication skill , attitude, customer service etc.
Development Plan
• Areas for improvement
• Goals to be achieved in each area of improvement
Performance Planning
Herman Aguinis, University of Colorado at Denver
Results• Broad areas of a job for which the
employee is responsible for producing results
Key accountabilities
• Statements of outcomes• Important • Measurable
Specific
objectives
• Measure” to evaluate how well employees have achieved each objective
• Information on acceptable and unacceptable performance, such as
Performance standards
“quality, quantity ,cost &time
Herman Aguinis, University of Colorado at Denver
Behaviors
2–14
Competencies
• How a job is done• Behaviour criteria such as : communication skill ,
attitude, customer service etc.
• Measurable clusters of KSAs• Critical in determining how results will be achieved
Herman Aguinis, University of Colorado at Denver
Performance Planning:Development Plan
Areas for improvement Goals to be achieved in each area
of improvement
2–15
Herman Aguinis, University of Colorado at Denver
Performance Renewal and Recontracting
Performance Review
Performance Assessment
Performance Execution
Performance Planning
Prerequisites
2–16
Herman Aguinis, University of Colorado at Denver
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
2–17
Herman Aguinis, University of Colorado at Denver
Performance Execution:Manager Responsibilities
• Observation and documentation• Updates• Feedback• Resources• Reinforcement
2–18
Herman Aguinis, University of Colorado at Denver
Performance Renewal and Recontracting
Performance Review
Performance Assessment
Performance Execution
Performance Planning
Prerequisites
2–19
Herman Aguinis, University of Colorado at Denver
Performance Assessment
• Manager assessment• Self-assessment• Other sources (e.g., peers,
customers, etc.)
2–20
Herman Aguinis, University of Colorado at Denver
Multiple Assessments Are Necessary
Increase employee ownershipIncrease commitmentProvide informationEnsure mutual understanding
2–21
Herman Aguinis, University of Colorado at Denver
Performance Renewal and Recontracting
Performance Review
Performance Assessment
Performance Execution
Performance Planning
Prerequisites
2–22
Herman Aguinis, University of Colorado at Denver
Performance ReviewOverview of Appraisal Meeting
• Past– Behaviors and results
• Present– Compensation to be received
• Future– New goals and development plans
2–23
Herman Aguinis, University of Colorado at Denver
1. Identify what the employee has done well and poorly
2. Solicit feedback3. Discuss the implications of changing
behaviors
2–24
Six Steps for Conducting Productive Performance Reviews
Herman Aguinis, University of Colorado at Denver
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
2–25
Herman Aguinis, University of Colorado at Denver
Performance Renewal and Recontracting
Performance Review
Performance Assessment
Performance Execution
Performance Planning
Prerequisites
2–26
Herman Aguinis, University of Colorado at Denver
Performance Renewal andRecontracting
• Same as/different from Performance Planning–Uses insights and information from
previous phases–Cycle begins again
2–27
Herman Aguinis, University of Colorado at Denver
Performance Management ProcessSummary: Key Points
Ongoing processEach component is important
If one is implemented poorly, whole system suffers
Links between components must be clear
2–28
Herman Aguinis, University of Colorado at Denver
Thank You
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