Your SlideShare is downloading. ×
0
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Ch2
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Ch2

812

Published on

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
812
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
66
Comments
0
Likes
2
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Herman Aguinis, University of Colorado at Denver2–1Performance Management Process:Performance Management Process:OverviewOverviewPrerequisitesPerformance PlanningPerformance ExecutionPerformance AssessmentPerformance ReviewPerformance Renewal and Recontracting
  • 2. Herman Aguinis, University of Colorado at Denver2–2Performance Management ProcessPerformance Management ProcessPerformanceReviewPerformanceRenewal andRecontractingPerformanceAssessmentPerformanceExecutionPerformancePlanningPrerequisites
  • 3. Herman Aguinis, University of Colorado at Denver2–3PrerequisitesPrerequisitesA. Knowledge of the organization’smission and strategic goalsB. Knowledge of the job in question
  • 4. Herman Aguinis, University of Colorado at Denver2–4A.A. Knowledge of missionKnowledge of missionand strategic goalsand strategic goals• Strategic planning– Purpose or reason for organization’sexistence– Where organization is going– Organizational goals– Strategies for attaining goals
  • 5. Herman Aguinis, University of Colorado at Denver2–5Mission and GoalsMission and GoalsCascade effect throughout organizationOrganization Unit Employee
  • 6. Herman Aguinis, University of Colorado at Denver2–6B.B. Knowledge of the jobKnowledge of the job• Job analysis of key components– Activities, tasks, products, services, processes• KSAs required to do the job– Knowledge– Skills– Abilities
  • 7. Herman Aguinis, University of Colorado at Denver2–7Job DescriptionJob Description• Job duties• KSAs• Working conditions
  • 8. Herman Aguinis, University of Colorado at Denver2–8Generic Job DescriptionsGeneric Job DescriptionsOccupational Informational Network (O*Net)http://online.onetcenter.org/
  • 9. Herman Aguinis, University of Colorado at Denver2–9Job analysisJob analysis• Use a variety of tools– Interviews– Observation– Questionnaires (available on Internet)
  • 10. Herman Aguinis, University of Colorado at Denver2–10Job analysis follow-upJob analysis follow-up• All incumbents should– review information and– provide feedbackre:– Task• Frequency• Criticality
  • 11. Herman Aguinis, University of Colorado at Denver2–11Performance Planning:Performance Planning:ResultsResultsKey accountabilitiesSpecific objectivesPerformance standards
  • 12. Herman Aguinis, University of Colorado at Denver2–12Key AccountabilitiesKey AccountabilitiesBroad areas of a jobfor whichthe employee is responsiblefor producing results
  • 13. Herman Aguinis, University of Colorado at Denver2–13Specific ObjectivesSpecific ObjectivesStatements of outcomes Important Measurable
  • 14. Herman Aguinis, University of Colorado at Denver2–14Performance StandardsPerformance Standards• “Yardstick” to evaluate how well employeeshave achieved each objective• Information on acceptable and unacceptableperformance, such asqualityquantitycosttime
  • 15. Herman Aguinis, University of Colorado at Denver2–15Performance Planning:Performance Planning:BehaviorsBehaviorsHow a job is done
  • 16. Herman Aguinis, University of Colorado at Denver2–16Performance Planning:Performance Planning:CompetenciesCompetencies• Measurable clusters of KSAs• Critical in determining how results will beachieved
  • 17. Herman Aguinis, University of Colorado at Denver2–17Performance Planning:Performance Planning:Development PlanDevelopment Plan Areas for improvement Goals to be achieved in each area ofimprovement
  • 18. Herman Aguinis, University of Colorado at Denver2–18Performance Execution:Performance Execution:Employee ResponsibilitiesEmployee Responsibilities Commitment to goal achievement Ongoing requests for feedback and coaching Communication with supervisor Collecting and sharing performance data Preparing for performance reviews
  • 19. Herman Aguinis, University of Colorado at Denver2–19Performance Execution:Performance Execution:Manager ResponsibilitiesManager Responsibilities• Observation and documentation• Updates• Feedback• Resources• Reinforcement
  • 20. Herman Aguinis, University of Colorado at Denver2–20Performance AssessmentPerformance Assessment• Manager assessment• Self-assessment• Other sources (e.g., peers, customers, etc.)
  • 21. Herman Aguinis, University of Colorado at Denver2–21Multiple Assessments Are NecessaryMultiple Assessments Are NecessaryIncrease employee ownershipIncrease commitmentProvide informationEnsure mutual understanding
  • 22. Herman Aguinis, University of Colorado at Denver2–22Performance ReviewPerformance ReviewOverview of Appraisal MeetingOverview of Appraisal Meeting• Past– Behaviors and results• Present– Compensation to be received• Future– New goals and development plans
  • 23. Herman Aguinis, University of Colorado at Denver2–23Six Steps for ConductingSix Steps for ConductingProductive Performance ReviewsProductive Performance Reviews1. Identify what the employee has done well andpoorly2. Solicit feedback3. Discuss the implications of changing behaviors
  • 24. Herman Aguinis, University of Colorado at Denver2–24Six Steps for ConductingSix Steps for ConductingProductive Performance ReviewsProductive Performance Reviews4. Explain how skills used in pastachievements can help overcome anyperformance problems5. Agree on an action plan6. Set a follow-up meeting and agree onbehaviors, actions, attitudes to be evaluated
  • 25. Herman Aguinis, University of Colorado at Denver2–25Performance Renewal andPerformance Renewal andRecontractingRecontracting• Same as/different from Performance Planning– Uses insights and information from previousphases– Cycle begins again
  • 26. Herman Aguinis, University of Colorado at Denver2–26Performance Management ProcessPerformance Management ProcessSummary: Key PointsSummary: Key PointsOngoing processEach component is importantIf one is implemented poorly, whole system suffersLinks between components must be clear

×