Ch2 st mgmt

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Ch2 st mgmt

  1. 1. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–1 Performance Management ProcessPerformance Management Process Performance Review Performance Renewal and Recontracting Performance Assessment Performance Execution Performance Planning Prerequisites
  2. 2. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–2 Performance Management Process:Performance Management Process: OverviewOverview Prerequisites Performance Planning Performance Execution Performance Assessment Performance Review Performance Renewal and Recontracting
  3. 3. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–3 PrerequisitesPrerequisites A. Knowledge of the organization’s mission and strategic goals B. Knowledge of the job in question
  4. 4. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–4 A.A. Knowledge of missionKnowledge of mission and strategic goalsand strategic goals • Strategic planning – Purpose or reason for organization’s existence – Where organization is going – Organizational goals – Strategies for attaining goals
  5. 5. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–5 Mission and GoalsMission and Goals Cascade effect throughout organization Organization Unit Employee
  6. 6. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–6 B.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. 7. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–7 Job DescriptionJob Description • Job duties • KSAs • Working conditions
  8. 8. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–8 Generic Job DescriptionsGeneric Job Descriptions Occupational Informational Network (O*Net) http://online.onetcenter.org/
  9. 9. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–9 Job analysisJob analysis • Use a variety of tools – Interviews – Observation – Questionnaires (available on Internet)
  10. 10. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–10 Job analysis follow-upJob analysis follow-up • All incumbents should – review information and – provide feedback – Task • Frequency • Criticality
  11. 11. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–11 Performance Planning:Performance Planning: ResultsResults Key accountabilities Specific objectives Performance standards Outcomes an employee must produce.
  12. 12. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–12 Key AccountabilitiesKey Accountabilities Broad areas of a job for which the employee is responsible for producing results
  13. 13. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–13 Specific ObjectivesSpecific Objectives Statements of outcomes  Important  Measurable
  14. 14. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–14 Performance StandardsPerformance Standards • “Yardstick” to evaluate how well employees have achieved each objective • Information on acceptable and unacceptable performance, such as quality quantity cost time
  15. 15. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–15 Performance Planning:Performance Planning: BehaviorsBehaviors How a job is done
  16. 16. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–16 Performance Planning:Performance Planning: CompetenciesCompetencies • Measurable clusters of KSAs • Critical in determining how results will be achieved
  17. 17. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–17 Performance Planning:Performance Planning: Development PlanDevelopment Plan  Areas for improvement  Goals to be achieved in each area of improvement
  18. 18. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–18 Performance Execution:Performance Execution: Employee ResponsibilitiesEmployee Responsibilities  Commitment to goal achievement  Ongoing performance feedback and coaching  Communication with supervisor  Collecting and sharing performance data  Preparing for performance reviews
  19. 19. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–19 Performance Execution:Performance Execution: Supervisor ResponsibilitiesSupervisor Responsibilities • Observation and documentation • Updates • Feedback • Resources • Reinforcement
  20. 20. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–20 Performance AssessmentPerformance Assessment • Manager assessment • Self-assessment • Other sources (e.g., peers, customers, etc.)
  21. 21. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–21 Multiple Assessments Are NecessaryMultiple Assessments Are Necessary Increase employee ownership Increase commitment Provide information Ensure mutual understanding
  22. 22. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–22 Performance ReviewPerformance Review Overview of Appraisal MeetingOverview of Appraisal Meeting • Past – Behaviors and results • Present – Compensation to be received • Future – New goals and development plans The meeting between the employee and the manager to review assessment.
  23. 23. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–23 Six Steps for ConductingSix Steps for Conducting Productive Performance ReviewsProductive Performance Reviews 1. Identify what the employee has done well and poorly 2. Solicit feedback 3. Discuss the implications of changing behaviors
  24. 24. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–24 Six Steps for ConductingSix Steps for Conducting Productive Performance ReviewsProductive Performance Reviews 4. Explain how skills used in past achievements can help overcome any performance problems 5. Agree on an action plan 6. Set a follow-up meeting and agree on behaviors, actions, attitudes to be evaluated
  25. 25. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–25 Performance Renewal andPerformance Renewal and RecontractingRecontracting • Same as/different from Performance Planning – Uses insights and information from previous phases – Cycle begins again
  26. 26. Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–26 Performance Management ProcessPerformance Management Process Summary: Key PointsSummary: Key Points Ongoing process Each component is important If one is implemented poorly, whole system suffers Links between components must be clear

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