Managing Performance


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Managing Performance

  1. 1. Lesson 11 Managing PerformanceI. What determines is individual performance?Individual performance is determined by A. Capacity to perform (ability/skills/knowledge) B. Willingness (motivation, attitude, values) C. Opportunity to perform (equipment, working conditions) D. Context: rules, co-workers, work standards, training and evaluation, customers E. Motivation On one hand Can the individual do it? On the other hand Will the individual do it?II. Why is it important for managers to be trained in managing performance? A. Many managers see it as an event and not a process. “Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Learn more!” It’s a whole system which begins when a job is defined as needed and ends when an employee leaves. B. Many employees are underutilized. C. Performance reviews are often abused or simply misused. D. Performance reviews are a task many managers dislike. D. People are inherently motivated by goals as a feedback mechanism. E. There are many tensions and challenges associated with performance reviews. 1. How do they affect income? 2. What do they assess? (Performance, communication or relational maturity). 3. How are they archived and used? 4. How do they assess contribution? 5. How do they affect career development? 6. How do they influence a culture of feedback? How do you reward teams? The challenge of rewarding teams is the balance of individual and team rewards. 7. How honest can one be? F. Ignorance concerning the various types of appraisals. 1. Peer ratings 2. Customer satisfaction ratings 3. Self-appraisal 4. Team leader review 5. 360 Degree assessmentBusiness God’s Way © Paul Nyamuda, City Life Church. 58
  2. 2. III. What are some prerequisites for an effective performance managementsystem A. Clear job descriptions Develop Clear job descriptions – they provide a clear framework so the applicants understand the expectations for the position. They are better expressed as outcomes. B. A good job fit. C. A shared goal-setting process. Negotiate requirements and accomplishment-based performance standards, outcomes, and measures. D. Adequate support. Provide effective orientation, education and training (job, client and company-related information). E. Ongoing coaching and feedback. F. Effective reward management systems Reinforcing the value of the employee G. A career development plan. H. Strong understanding of motivation in organizations.IV. What are the key steps in conducting effective appraisals? 1. Preparation • Goals/self-appraisal. • To what extent did you achieve your goals • Which have you exceeded • In what areas are you struggling? 2. Conduct the meeting This requires a lot of listening skills. 3. Identify performance gaps 4. Finding root causes of the performance gaps 5. Plan to close performance gaps 6. Re-examine performance goals 7. Get it on record 8. Follow-upV. What are some workplace wrongs meriting dismissal? 1. Poor performance 2. Refusing to follow instructions/insubordinate 3. Persistently negative or destructive attitudeBusiness God’s Way © Paul Nyamuda, City Life Church. 59
  3. 3. 4. Abusing sick leave or other privileges 5. Chronic lateness or absenteeismVI. When can you not dismiss? 1. Filing a workers compensation claim 2. Blowing the whistle on illegal company behaviour 3. Reporting or complaining about company violations of occupational safety and health laws 4. Exercising right to belong or not belong to a union 5. Taking time off work to perform a civic duty e.g. voting 6. Taking the day off for a public holiday.Business God’s Way © Paul Nyamuda, City Life Church. 60