Performance management

1. NMMU INTERNATIONAL CONFERENCE
MAY 2008
UTILISING A MODEL FOR ORGANISTIONAL CHANGE TO
IMPLEMENT A PERFORMANCE MANAGEMENT SYSTEM:
Renalde Huysamen
Lourens Geyer

2. Overview of the content
• Introduction: Background and history of PM at
the UFS
• Discussion of Cycles 1, 2 and 3 and change
process utilised
• Results of each cycle
• Results of implementing PM as a change
intervention
• Lessons learnt

3. NMMU INTERNATIONAL CONFERENCE
MAY 2008
UTILISING A MODEL FOR ORGANISTIONAL CHANGE TO
IMPLEMENT A PERFORMANCE MANAGEMENT SYSTEM:
Renalde Huysamen
Lourens Geyer

4. Cycle 1
If we engage in individual and group
discussions with opinion leaders, will we
identify and overcome the factors influencing
the vast number of negative experiences and
perceptions that resulted from the previous
attempt?

5. STEP 1
Establishing a sense of urgency and gathering information
According to Kotter (1996) the first step is to establish a sense
of urgency and to gather information.
This was done through individual and group discussions.

6. STEP 2
Creating a guiding coalition
when re-implementing the process a powerful
force is required to sustain the process.
Coalition Group - credible,
competent and a high level of
emotional intelligence
Formal Structure Informal Structure
The coalition included top
The opinion leaders, representatives
management, human resource
of the faculties and support services
professionals and union
as part of an informal structure
representatives.

7. STEP 3
Developing a vision and strategies for the change
process

8. Cycle 2
If we facilitate the development of
performance plans of top and middle
management, would this facilitation ensure
the commitment to performance
management?

9. STEP 4
Communicating the change vision

10. Cycle 3
If we facilitate the development of the
performance plans of members of staff, will
this ensure that members of staff acquire the
skills to complete their performance plans ?.

11. STEP 5
Empowering and Enabling people
Lack of skills could undermine previous actions , therefore :
Assist in developing competencies needed to complete performance plans
during practical sessions
Provided staff opportunity to discuss and clarify information
Sessions were opened by respective line managers who requested people to focus on
task at hand and they provided assistance throughout the sessions
Opinion leaders were also invited to assist people during sessions
Staff were invited for individual follow up sessions if needed
Discuss session feedback with line managers
Training : Giving and Receiving Feedback
Training : Relation between work environment and performance plan
Training : IT

12. Overview of the content
• Introduction: Background and history of PM at
the UFS
• Discussion of Cycles 1, 2 and 3 and change
process utilised
• Results of each cycle
• Results of implementing PM as a change
intervention
• Lessons learnt

13. Cycle 1
If we engage in individual and group
discussions with opinion leaders, will we
identify and overcome the factors influencing
the vast number of negative experiences and
perceptions that resulted from the previous
attempt?

14. STEP 1
Establishing a sense of urgency and gathering information
According to Kotter (1996) the first step is to establish a sense
of urgency and to gather information.
This was done through individual and group discussions.

15. STEP 2
Creating a guiding coalition
when re-implementing the process a powerful
force is required to sustain the process.
Coalition Group - credible,
competent and a high level of
emotional intelligence
Formal Structure Informal Structure
The coalition included top
The opinion leaders, representatives
management, human resource
of the faculties and support services
professionals and union
as part of an informal structure
representatives.

16. STEP 3
Developing a vision and strategies for the change
process

17. Cycle 2
If we facilitate the development of
performance plans of top and middle
management, would this facilitation ensure
the commitment to performance
management?

18. STEP 5
Empowering and Enabling people
Lack of skills could undermine previous actions , therefore :
Assist in developing competencies needed to complete performance plans
during practical sessions
Provided staff opportunity to discuss and clarify information
Sessions were opened by respective line managers who requested people to focus on
task at hand and they provided assistance throughout the sessions
Opinion leaders were also invited to assist people during sessions
Staff were invited for individual follow up sessions if needed
Discuss session feedback with line managers
Training : Giving and Receiving Feedback
Training : Relation between work environment and performance plan
Training : IT

19. STEP 6
Generating short-term wins and celebrating
achievements
Not paying attention to To provide evidence Photographs were
the short term that the time spent was taken of these events
wins/achievements, eg worth it celebration and publisized in order
completed events were held to sustain Momentum
performance plans, according to their and to influence the
could jeopardise the specific preference perception of neutrals
process in other
faculties/Departments
to become supporters
of the process

20. Results
• Cycle 1:
1. Identification of work environment factors influencing
performance
2. Co-design of the work environment instrument
3. Work environment effectiveness index: Highest:
communication 89%, decision making 79.76%,
promotion of innovation 79.57%, professional
enrichment programmes 79.24% Lowest: face-to-face
contact with top management 52.46%, reward systems
53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of
Performance plans

21. Results
• Cycle 2
1. Commitment of top
management/deans/directors to implement
PM
2. Performance plans of above mentioned
group were developed.

22. Results
• Cycle 3
1. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the
Human Resources policies related to PM-
90.97%
2. Objective 2: completion of performance
plan- 85.26% (N=443)

23. STEP 6
Generating short-term wins and celebrating
achievements
Not paying attention to To provide evidence Photographs were
the short term that the time spent was taken of these events
wins/achievements, eg worth it celebration and publisized in order
completed events were held to sustain Momentum
performance plans, according to their and to influence the
could jeopardise the specific preference perception of neutrals
process in other
faculties/Departments
to become supporters
of the process

24. Results
• Cycle 1:
1. Identification of work environment factors influencing
performance
2. Co-design of the work environment instrument
3. Work environment effectiveness index: Highest:
communication 89%, decision making 79.76%,
promotion of innovation 79.57%, professional
enrichment programmes 79.24% Lowest: face-to-face
contact with top management 52.46%, reward systems
53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of
Performance plans

25. Results
• Cycle 2
1. Commitment of top
management/deans/directors to implement
PM
2. Performance plans of above mentioned
group were developed.

26. Results
• Cycle 3
1. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the
Human Resources policies related to PM-
90.97%
2. Objective 2: completion of performance
plan- 85.26% (N=443)

27. Results on implementing PM as a
change intervention N=199
Affiliation of sample
Faculty E Faculty A
12% 6%
SS 2
4% Faculty B
13%
Faculty C
Faculty D 25%
35%
SS 1
5%

28. Mean scores: determining
effectiveness phase
5.00
4.50
4.00
3.50
Mean
3.00
2.50
2.00
1.50
1.00
A B C D E F G H I
Mean 2.95 3.19 3.58 3.22 3.41 3.14 3.34 3.31 3.51

29. NMMU INTERNATIONAL CONFERENCE
MAY 2008
UTILISING A MODEL FOR ORGANISTIONAL CHANGE TO
IMPLEMENT A PERFORMANCE MANAGEMENT SYSTEM:
Renalde Huysamen
Lourens Geyer

30. Overview of the content
• Introduction: Background and history of PM at
the UFS
• Discussion of Cycles 1, 2 and 3 and change
process utilised
• Results of each cycle
• Results of implementing PM as a change
intervention
• Lessons learnt

31. Cycle 1
If we engage in individual and group
discussions with opinion leaders, will we
identify and overcome the factors influencing
the vast number of negative experiences and
perceptions that resulted from the previous
attempt?

32. STEP 1
Establishing a sense of urgency and gathering information
According to Kotter (1996) the first step is to establish a sense
of urgency and to gather information.
This was done through individual and group discussions.

33. STEP 2
Creating a guiding coalition
when re-implementing the process a powerful
force is required to sustain the process.
Coalition Group -
credible, competent and a high
level of emotional intelligence
Formal Structure Informal Structure
The coalition included top
The opinion leaders, representatives
management, human resource
of the faculties and support services
professionals and union
as part of an informal structure
representatives.

34. STEP 3
Developing a vision and strategies for the change
process

35. Cycle 2
If we facilitate the development of
performance plans of top and middle
management, would this facilitation ensure
the commitment to performance
management?

36. STEP 4
Communicating the change vision

37. Cycle 3
If we facilitate the development of the
performance plans of members of staff, will
this ensure that members of staff acquire the
skills to complete their performance plans ?.

38. STEP 5
Empowering and Enabling people
Lack of skills could undermine previous actions , therefore :
Assist in developing competencies needed to complete performance plans
during practical sessions
Provided staff opportunity to discuss and clarify information
Sessions were opened by respective line managers who requested people to focus on
task at hand and they provided assistance throughout the sessions
Opinion leaders were also invited to assist people during sessions
Staff were invited for individual follow up sessions if needed
Discuss session feedback with line managers
Training : Giving and Receiving Feedback
Training : Relation between work environment and performance plan
Training : IT

39. STEP 3
Developing a vision and strategies for the change
process

40. Cycle 2
If we facilitate the development of
performance plans of top and middle
management, would this facilitation ensure
the commitment to performance
management?

41. Results
• Cycle 1:
1. Identification of work environment factors influencing
performance
2. Co-design of the work environment instrument
3. Work environment effectiveness index: Highest:
communication 89%, decision making
79.76%, promotion of innovation 79.57%, professional
enrichment programmes 79.24% Lowest: face-to-face
contact with top management 52.46%, reward systems
53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of
Performance plans

42. Results
• Cycle 2
1. Commitment of top
management/deans/directors to implement
PM
2. Performance plans of above mentioned
group were developed.

43. Results
• Cycle 3
1. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the
Human Resources policies related to PM-
90.97%
2. Objective 2: completion of performance
plan- 85.26% (N=443)

44. STEP 6
Generating short-term wins and celebrating
achievements
Not paying attention to To provide evidence Photographs were
the short term that the time spent was taken of these events
wins/achievements, eg worth it celebration and publisized in order
completed events were held to sustain Momentum
performance according to their and to influence the
plans, could jeopardise specific preference perception of neutrals
the process in other
faculties/Departments
to become supporters
of the process

45. Results
• Cycle 1:
1. Identification of work environment factors influencing
performance
2. Co-design of the work environment instrument
3. Work environment effectiveness index: Highest:
communication 89%, decision making
79.76%, promotion of innovation 79.57%, professional
enrichment programmes 79.24% Lowest: face-to-face
contact with top management 52.46%, reward systems
53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of
Performance plans

46. Results
• Cycle 2
1. Commitment of top
management/deans/directors to implement
PM
2. Performance plans of above mentioned
group were developed.

47. Results
• Cycle 3
1. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the
Human Resources policies related to PM-
90.97%
2. Objective 2: completion of performance
plan- 85.26% (N=443)

48. Results on implementing PM as a
change intervention N=199
Affiliation of sample
Faculty E Faculty A
12% 6%
SS 2
4% Faculty B
13%
Faculty C
Faculty D 25%
35%
SS 1
5%

49. Mean scores: determining
effectiveness phase
5.00
4.50
4.00
3.50
Mean
3.00
2.50
2.00
1.50
1.00
A B C D E F G H I
Mean 2.95 3.19 3.58 3.22 3.41 3.14 3.34 3.31 3.51

50. Lessons Learnt
Implementing or re-implementing PM Do it right the first time, but…
most effective - driven from level
closest to people affected by it
Dissatisfaction/
disillusion x resistance x
To achieve vision – immediate first steps > redefined
action is required vision and simplified PM
system
Too much staff engagement
HR Policies and procedures must is never enough
support outcomes of PM
High level ownership is
essential
Complexity vs simplicity – not Staff needs a “voice” – work
additional work or barrier environment diagnosis instrument