Job performance in Principle of Management

1. Management
PREPARED BY: (GROUP 1)
Muhammad Usman
MBA-1
1

2.  The act of performing
 Of doing something successfully
2

3.  Job Performance Overview
 Optimizing Employees Performance
 Performance Evaluations
3

4.  How Employees are Performing
 Customer Satisfaction
(State of being satisfied)
 Productivity
(The quality of being productive or having the power to produce)
 Regularity
 Turnover
(The ratio of the number of workers that had to be replaced in a given
time period to the average number of workers)
4

5.  Leadership potential
 Communication and Participation is essential
 Team Building
 Motivation Theory
5

6. i. Set Clear Goals
ii. Motivate Individually
iii. Track Progress Clearly
iv. Reward Good Performance
v. Professional Development
6

7. 7

8.  McGregor’s Theory of X & Y
 Theory X people are incapable. Avoid responsibility & avoid
work whenever possible
 Theory Y people are willing to work without supervision and
want to achieve
8

9.  Maslow’s Hierarchy Needs
9

10. David McClelland's Theory of Need
People are motivated by fulfilling one of the
following needs
10

11.  360 degree Evaluation
360-degree Feedback tool, or multi-rater feedback, was used by 90% of
Fortune 500 companies last year (Carruthers, 2003).
360-degree Feedback Definition
360-degree feedback is an evaluation method that incorporates
feedback from the worker, his/her peers, superiors, subordinates,
and customers. From this feedback, the worker is able to set goals
for self-development which will advance their career and benefit
the organization. With 360-degree feedback, the worker is central
to the evaluation process and the ultimate goal is to improve
individual performance within the organization. Under ideal
circumstances, 360-degree feedback is used as an assessment for
personal development rather than evaluation (Tornow,W., 1998).
11

12. 12

13. -End-
13