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Chapter 3: Performance Planning
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Chapter 3: Performance Planning

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  • 1. YAZZRA FARAH YAHYA 2012239844 BM770 3F ASSOC. PROF. DR ROSHIDI HASSAN
  • 2. PERFORMANCE PLANNING
  • 3. PERFORMANCE PLANNING
  • 4. STRATEGIC PLANNING
  • 5. PURPOSE OF STRATEGIC PLANNING
  • 6. STRATEGIC PLANNING
  • 7. STRATEGIC PLANNING
  • 8. STRATEGIC PLANNING
  • 9. PROCESS OF LINKING PERFORMANCE MANAGEMENT TO THE STRATEGIC PLAN (Aguinis, 2013)
  • 10. PROCESS OF LINKING PERFORMANCE MANAGEMENT TO THE STRATEGIC PLAN (Aguinis, 2013)
  • 11. 1.Organizational Strategic Planning
  • 12. 1.ORGANIZATIONAL STRATEGIC PLANNING 1.1.Environmental Analysis
  • 13. 1. Organizational Strategic Planning (Aguinis, 2013)
  • 14. 1. Organizational Strategic Planning
  • 15. 1. Organizational Strategic Planning (Aguinis, 2013)
  • 16. 1. Organizational Strategic Planning
  • 17. 1. Organizational Strategic Planning 1.3. Vision (Aguinis, 2013)
  • 18. 1. Organizational Strategic Planning 1.3. Vision (Aguinis, 2013)
  • 19. 1. Organizational Strategic Planning 1.3. Vision (Aguinis, 2013)
  • 20. 1. Organizational Strategic Planning 1.4. STRATEGIES
  • 21. 1. Organizational Strategic Planning 1.4. STRATEGIES
  • 22. 1. Organizational Strategic Planning 1.4. STRATEGIES Human resources contribution towards strategies
  • 23. 2. Developing Strategic Plans at the Unit Level 2.1Definition of strategic at the unit level • Strategic plan direct impact on the units strategic plans (Aguinis, 2013) • integrating sustainability into unit strategic planning is a powerful way to realize the full benefits of strategic sustainability (Bean, 2013).
  • 24. Developing Strategic Plans at the Unit Level 2.2 GOALS
  • 25. 2. Developing Strategic Plans at the Unit Level 2.2 GOALS (Clarity Digital Group LLC, 2013)
  • 26. 3. Job description 3.1 Definition of job description • Provides information about the various task performed with some knowledge, skills and ability required for the position (Aguinis, 2013). • A brief description about the job, designed by the employers for the employee (Human Resource & Skills Development Canada, 2012).
  • 27. 3) Job description 3.2 Purpose of job description • providing a basis to evaluate employee performance. • identifying skill gaps • helping to ensure an effective on hiring process • assisting in comparing the duties for positions to better establish relative pay rates. (Human Resource & Skills Development Canada, 2012).
  • 28. 3. Job description 3.3 Characteristics of job description (Aguinis,2013) (Human Resource & Skills Development Canada, 2012).
  • 29. 4. Individual and Team Performance Definition of Individual performance • Emphasize on individual behavior of each employees with individual objective in order to perform (Aguinis, 2013) . • The individual performance can be determinants of effort motivation, skills & ability, role Perception and resources (Scholl, 2003)
  • 30. 4. INDIVIDUAL AND TEAM PERFORMANCE
  • 31. 4) Individual and Team Performance Choices performance management system design for individual and team performance • Criteria- Behavioral criteria VS Results criteria • Participation- Low employee participation VS high employee participant • Temporal dimension- Short-term VS long-term • Level of Criteria- Individual VS Team/group • System orientation- Developmental orientation VS Administrative orientation • Rewards- Pay for performance VS pay for tenure/ position (Aguinis, 2013)
  • 32. STRATEGIC PLANNING (Ajao & Grace, 2012)
  • 33. BUIDING SUPPORT PURPOSE OF BUILDING SUPORT
  • 34. EXAMPLE OF VISSION, MISSION & GOALS
  • 35. KEY PERFORMANCE INDICATOR
  • 36. KEY PERFORMANCE INDICATOR PURPOSE OF KEY PERFORMANCE INDICATOR
  • 37. BALANCE SCORECARD
  • 38. BALANCED SCORECARD DEFINITION OF BALANCE SCORECARD
  • 39. BALANCE SCORECARD PRINCIPLE OF BALANCE SCORECARD
  • 40. BALANCE SCORECARD PURPOSE OF BALANCE SCORECARD
  • 41. BALANCE SCORECARD (CIMA, 2005; Sharma, 2009)
  • 42. BALANCE SCORECARD PERSPECTIVE OF BALANCE SCORECARD (Bratic & Jakasa, 2010)
  • 43. KEY PERFORMANCE INDICATOR VS BALANCE SCORECARD (AKS-Labs, 2013)
  • 44. CONCLUSION

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