Chapter 1Chapter 1
Performance Performance Management Management
and Reward Systemsand Reward Systemsin Contextin Context
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OverviewOverview
Definition of Performance Definition of Performance Management (PM)Management (PM)
The PM Contribution The PM Contribution
Disadvantages/Dangers of Poorly Disadvantages/Dangers of Poorly Implemented PM SystemsImplemented PM Systems
Definition of Reward SystemsDefinition of Reward Systems
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Overview (continued)Overview (continued)
Purposes of PM SystemsPurposes of PM Systems
Characteristics of an Ideal PM Characteristics of an Ideal PM SystemSystem
Integration with Other Human Integration with Other Human Resources and Development Resources and Development ActivitiesActivities
PM Around the WorldPM Around the World
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Definition of PMDefinition of PM
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1.1. Continuous process of …Continuous process of …• Identifying Identifying
• Measuring Measuring
• DevelopingDeveloping
… … the performance of individuals and the performance of individuals and teamsteams
2.2. Aligning performance with the Aligning performance with the strategic goals of the strategic goals of the organizationorganization
Definition of PM (continued)Definition of PM (continued)
Performance management (PM)Performance management (PM)
is NOT is NOT
performance performance appraisalappraisal (PA) (PA)
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Definition of PM (continued)Definition of PM (continued)
PMPM Strategic business Strategic business
considerationsconsiderations
Driven by line Driven by line managermanager
Ongoing feedbackOngoing feedback
• So employee can So employee can improve performanceimprove performance
PAPA Driven by HRDriven by HR
Assesses employeeAssesses employee
• StrengthsStrengths
• WeaknessesWeaknesses
Once a yearOnce a year
Lacks ongoing Lacks ongoing feedbackfeedback
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Contributions of Contributions of Performance ManagementPerformance Management
For EmployeesFor Employees
For ManagersFor Managers
For Organization/HR FunctionFor Organization/HR Function
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Contributions of Performance Contributions of Performance Management for EmployeesManagement for Employees
Clarify definitions of Clarify definitions of • JobJob
• Success criteriaSuccess criteria
Increase motivation to performIncrease motivation to perform Increase self-esteemIncrease self-esteem Enhance self-insight and developmentEnhance self-insight and development
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Contributions of Performance Contributions of Performance Management fManagement for Managersor Managers
Communicate supervisors’ views of Communicate supervisors’ views of performance more clearlyperformance more clearly
Managers gain insight about Managers gain insight about subordinatessubordinates
Better and more timely differentiation Better and more timely differentiation between good and poor performersbetween good and poor performers
Employees become more competentEmployees become more competent
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Contributions of Performance Contributions of Performance Management fManagement for Organization/HR or Organization/HR
FunctionFunction
Clarify organizational goals Clarify organizational goals
Facilitate organizational changeFacilitate organizational change
Fairer, more appropriate Fairer, more appropriate administrative actionsadministrative actions
Better protection from lawsuitsBetter protection from lawsuits
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Disadvantages/Dangers of Disadvantages/Dangers of Poorly Implemented Poorly Implemented
PM Systems PM Systems
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For EmployeesFor Employees
For ManagersFor Managers
For Organization/HR FunctionFor Organization/HR Function
Disadvantages/Dangers of Poorly Disadvantages/Dangers of Poorly Implemented PM Systems for Implemented PM Systems for
EmployeesEmployees
Lowered self-esteemLowered self-esteem
Employee burnout and job Employee burnout and job dissatisfactiondissatisfaction
Damaged relationshipsDamaged relationships
Use of false or misleading informationUse of false or misleading information
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Disadvantages/Dangers of Poorly Disadvantages/Dangers of Poorly Implemented PM Systems for Implemented PM Systems for
ManagersManagers
Increased turnoverIncreased turnover
Decreased motivation to performDecreased motivation to perform
Unjustified demands on managers’ Unjustified demands on managers’ resourcesresources
Varying and unfair standards and ratingsVarying and unfair standards and ratings
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Disadvantages/Dangers of Poorly Disadvantages/Dangers of Poorly Implemented PM Systems for Implemented PM Systems for
Organization/HR FunctionOrganization/HR Function
Wasted time and moneyWasted time and money
Unclear ratings systemUnclear ratings system
Emerging biasesEmerging biases
Increased risk of litigationIncreased risk of litigation
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Reward SystemsReward Systems
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DefinitionDefinition Tangible ReturnsTangible Returns Intangible ReturnsIntangible Returns Returns and their Degrees of Returns and their Degrees of
Dependency on PMDependency on PM For Organization/HR FunctionFor Organization/HR Function
Reward Systems Reward Systems DefinitionDefinition
Set of mechanisms for distributing…Set of mechanisms for distributing…
• Tangible returnsTangible returns
• Intangible or relational returnsIntangible or relational returns
… … as part of an employment as part of an employment relationshiprelationship
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Reward Systems Reward Systems Tangible ReturnsTangible Returns
Cash compensationCash compensation
• Base payBase pay
• Cost-of-Living and Contingent Cost-of-Living and Contingent PayPay
• Incentives (short- and long-term)Incentives (short- and long-term)
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Reward Systems Reward Systems Tangible Returns (continued)Tangible Returns (continued)
Benefits such asBenefits such as
• Income ProtectionIncome Protection
• AllowancesAllowances
• Work/life focusWork/life focus
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Reward Systems Reward Systems Intangible ReturnsIntangible Returns
Relational returnsRelational returns such assuch as
• Recognition and statusRecognition and status
• Employment securityEmployment security
• Challenging workChallenging work
• Learning opportunitiesLearning opportunities
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Returns and Their Degrees of Returns and Their Degrees of Dependency on the Performance Dependency on the Performance
Management SystemManagement System Low DependencyLow Dependency
• Cost of Living AdjustmentCost of Living Adjustment
• Income ProtectionIncome Protection
Moderate DependencyModerate Dependency
High DependencyHigh Dependency
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Returns and Their Degrees of Returns and Their Degrees of Dependency on the Performance Dependency on the Performance Management System (Continued)Management System (Continued)
Low DependencyLow Dependency Moderate DependencyModerate Dependency
• Work/Life FocusWork/Life Focus
• AllowancesAllowances
• Relational ReturnsRelational Returns
• Base PayBase Pay
High DependencyHigh DependencyCopyright © 2013 Pearson Education, Inc. publishing as Prentice HallCopyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1-1-2121
Returns and Their Degrees of Returns and Their Degrees of Dependency on the Performance Dependency on the Performance Management System (Continued)Management System (Continued)
Low DependencyLow Dependency
Moderate DependencyModerate Dependency
High DependencyHigh Dependency
• Contingent PayContingent Pay
• Short-Term IncentivesShort-Term Incentives
• Long-Term IncentivesLong-Term IncentivesCopyright © 2013 Pearson Education, Inc. publishing as Prentice HallCopyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 1-1-2222
Purposes of PM SystemsPurposes of PM Systems
StrategicStrategic AdministrativeAdministrative InformationalInformational DevelopmentalDevelopmental Organizational maintenanceOrganizational maintenance DocumentationDocumentation
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Purposes of PM SystemsPurposes of PM SystemsStrategic PurposeStrategic Purpose
Link individual goals with Link individual goals with organization’s goalsorganization’s goals
Communicate most crucial business Communicate most crucial business strategic initiativesstrategic initiatives
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Purposes of PM SystemsPurposes of PM SystemsAdministrative PurposeAdministrative Purpose
Provide information for making decisions Provide information for making decisions regarding:regarding:
• Salary adjustmentsSalary adjustments
• PromotionsPromotions
• Retention or terminationRetention or termination
• Recognition of individual performanceRecognition of individual performance
• LayoffsLayoffs
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Purposes of PM SystemsPurposes of PM SystemsInformational PurposeInformational Purpose
Communicate to employees:Communicate to employees:
• ExpectationsExpectations
• What is importantWhat is important
• How they are doingHow they are doing
• How to improveHow to improve
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Purposes of PM SystemsPurposes of PM SystemsDevelopmental PurposeDevelopmental Purpose
Performance feedback/coachingPerformance feedback/coaching
Identification of individual strengths and Identification of individual strengths and weaknessesweaknesses
Identification of causes of performance Identification of causes of performance deficienciesdeficiencies
Tailor development of individual career pathTailor development of individual career path
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Purposes of PM SystemsPurposes of PM SystemsOrganizational Maintenance PurposeOrganizational Maintenance Purpose
Plan effective workforcePlan effective workforce
Assess future training needsAssess future training needs
Evaluate performance at Evaluate performance at organizational levelorganizational level
Evaluate effectiveness of HR Evaluate effectiveness of HR interventionsinterventions
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Purposes of PM Systems Purposes of PM Systems Documentation PurposeDocumentation Purpose
Validate selection instrumentsValidate selection instruments
Document administrative decisionsDocument administrative decisions
Help meet legal requirementsHelp meet legal requirements
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An Ideal PM System: An Ideal PM System: 15 Characteristics15 Characteristics
1.1. Strategically congruentStrategically congruent2.2. Contextually congruentContextually congruent3.3. ThoroughThorough4.4. PracticalPractical5.5. MeaningfulMeaningful6.6. SpecificSpecific7.7. Identifies effective and ineffective Identifies effective and ineffective
performanceperformance
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics (continued)(continued)
8.8. ReliableReliable9.9. ValidValid10.10. Acceptable and fairAcceptable and fair11.11. InclusiveInclusive12.12. Open (No Secrets)Open (No Secrets)13.13. CorrectableCorrectable14.14. StandardizedStandardized15.15. EthicalEthical
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An Ideal PM System: An Ideal PM System: 15 Characteristics15 Characteristics
Strategically CongruentStrategically Congruent Consistent with organization’s Consistent with organization’s
strategystrategy
Aligned with unit and Aligned with unit and organizational goalsorganizational goals
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An Ideal PM System: An Ideal PM System: 15 Characteristics15 Characteristics
Contextually CongruentContextually Congruent Congruent with the organization’s Congruent with the organization’s
culture as well as the broader culture as well as the broader cultural context of the region or cultural context of the region or countrycountry
• Example: A 360-degree feedback is Example: A 360-degree feedback is not effective where communication is not effective where communication is not fluid and hierarchies are rigidnot fluid and hierarchies are rigid
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
ThoroughThorough All employees are evaluatedAll employees are evaluated
All major job responsibilities are evaluatedAll major job responsibilities are evaluated
Evaluations cover performance for entire Evaluations cover performance for entire review periodreview period
Feedback is given on Feedback is given on bothboth positive and positive and negative performancenegative performance
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
PracticalPractical AvailableAvailable
Easy to useEasy to use
Acceptable to decision makersAcceptable to decision makers
Benefits outweigh costsBenefits outweigh costs
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
MeaningfulMeaningful Standards are important and relevantStandards are important and relevant
System measures ONLY what employee can controlSystem measures ONLY what employee can control
Results have consequences Results have consequences
Evaluations occur regularly and at appropriate Evaluations occur regularly and at appropriate timestimes
System provides for continuing skill development System provides for continuing skill development of evaluatorsof evaluators
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
SpecificSpecific Concrete and detailed guidance Concrete and detailed guidance
to employees to employees
• What’s expected What’s expected
• How to meet the expectationsHow to meet the expectations
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
Identifies effective and ineffective Identifies effective and ineffective performanceperformance
Distinguish between effective and Distinguish between effective and ineffective:ineffective:• BehaviorsBehaviors
• ResultsResults
Provide ability to identify employees with Provide ability to identify employees with various levels of performance.various levels of performance.
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
ReliableReliable ConsistentConsistent
Free of errorFree of error
Inter-rater reliabilityInter-rater reliability
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
ValidValid Relevant (i.e., measures what is Relevant (i.e., measures what is
important)important)
Not deficient (i.e., doesn’t measure Not deficient (i.e., doesn’t measure unimportant facets of job)unimportant facets of job)
Not contaminated (i.e., only measures Not contaminated (i.e., only measures what the employee can control)what the employee can control)
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
Acceptable and FairAcceptable and Fair Perception of Perception of DistributiveDistributive Justice Justice
• Work performed Work performed Evaluation received Evaluation received RewardReward
Perception of Perception of ProceduralProcedural Justice Justice• Fairness of procedures used to:Fairness of procedures used to:
Determine ratingsDetermine ratings Link ratings to rewardsLink ratings to rewards
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
InclusiveInclusive Represents concerns of all involvedRepresents concerns of all involved
• When system is created, employees When system is created, employees should help with deciding:should help with deciding:
What should be measuredWhat should be measured
How it should be measuredHow it should be measured
• Employee should provide input on Employee should provide input on performance prior to evaluation performance prior to evaluation meeting.meeting.
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics Open (Open (NoNo Secrets) Secrets)
Frequent, ongoing evaluations and feedbackFrequent, ongoing evaluations and feedback Two-way communications in appraisal Two-way communications in appraisal
meetingmeeting Clear standards and ongoing Clear standards and ongoing
communicationcommunication Communications are factual, open, and Communications are factual, open, and
honesthonest
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
CorrectableCorrectable Recognizes that human judgment Recognizes that human judgment
is fallibleis fallible
Appeals process providedAppeals process provided
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
StandardizedStandardized Ongoing training of managers to Ongoing training of managers to
provideprovide
Consistent evaluations across:Consistent evaluations across:
• PeoplePeople
• TimeTime
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An Ideal PM System: An Ideal PM System: 15 Characteristics 15 Characteristics
EthicalEthical Supervisor suppresses self-interestSupervisor suppresses self-interest
Supervisor rates only where (s)he has Supervisor rates only where (s)he has sufficient information about the sufficient information about the performance dimension performance dimension
Supervisor respects employee privacySupervisor respects employee privacy
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Integration with other Human Integration with other Human Resources and Development Resources and Development
ActivitiesActivities
PM provides information for:PM provides information for:
• Development of training to meet Development of training to meet organizational needsorganizational needs
• Workforce planningWorkforce planning
• Recruitment and hiring decisionsRecruitment and hiring decisions
• Development of compensation systemsDevelopment of compensation systems
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PM Around the WorldPM Around the World PM used in United States, Mexico, PM used in United States, Mexico,
Turkey, India, Australia, China, and so Turkey, India, Australia, China, and so onon
Common across countries: Need to Common across countries: Need to alignalign individual and organizational individual and organizational goals to goals to enhanceenhance the performance of the performance of individuals and groupsindividuals and groups
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PM Around the World PM Around the World (continued)(continued)
Yet, different countries emphasize Yet, different countries emphasize different components of PMdifferent components of PM
• EX 1: PMs in Japan tend to emphasize EX 1: PMs in Japan tend to emphasize behaviors to the detriment of resultsbehaviors to the detriment of results
• EX 2: The current challenge among many EX 2: The current challenge among many organizations in South Korea is how to organizations in South Korea is how to reconcile a merit-based approach with reconcile a merit-based approach with more traditional cultural valuesmore traditional cultural values
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Quick ReviewQuick Review Definition of Performance Management (PM)Definition of Performance Management (PM) The Performance Management Contribution The Performance Management Contribution Disadvantages/Dangers of Poorly Implemented PM Disadvantages/Dangers of Poorly Implemented PM
SystemsSystems Definition of Reward SystemsDefinition of Reward Systems Aims and Role of PM SystemsAims and Role of PM Systems Characteristics of an Ideal PM SystemCharacteristics of an Ideal PM System Integration with Other Human Resources and Integration with Other Human Resources and
Development ActivitiesDevelopment Activities PM Around the WorldPM Around the World
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All rights reserved. No part of this publication may be All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in reproduced, stored in a retrieval system, or transmitted, in
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States of America.States of America.
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