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Chapter 3: Performance Planning
- 1. YAZZRA FARAH YAHYA 2012239844 BM7703F ASSOC. PROF. DR ROSHIDI HASSAN
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- 9. PROCESS OF LINKINGPERFORMANCE MANAGEMENT TO THE STRATEGIC PLAN (Aguinis, 2013)
- 10. PROCESS OF LINKINGPERFORMANCE MANAGEMENT TO THE STRATEGIC PLAN (Aguinis, 2013)
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- 17. 1. Organizational Strategic Planning 1.3.Vision (Aguinis, 2013)
- 18. 1. Organizational Strategic Planning 1.3.Vision (Aguinis, 2013)
- 19. 1. Organizational Strategic Planning 1.3.Vision (Aguinis, 2013)
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- 22. 1. Organizational Strategic Planning 1.4.STRATEGIES Human resources contribution towards strategies
- 23. 2. Developing StrategicPlans at the Unit Level 2.1Definition of strategic at the unit level • Strategic plan direct impact on the units strategic plans (Aguinis, 2013) • integrating sustainability into unit strategic planning is a powerful way to realize the full benefits of strategic sustainability (Bean, 2013).
- 24. Developing Strategic Plansat the Unit Level 2.2 GOALS
- 25. 2. Developing StrategicPlans at the Unit Level 2.2 GOALS (Clarity Digital Group LLC, 2013)
- 26. 3. Job description 3.1Definition of job description • Provides information about the various task performed with some knowledge, skills and ability required for the position (Aguinis, 2013). • A brief description about the job, designed by the employers for the employee (Human Resource & Skills Development Canada, 2012).
- 27. 3) Job description 3.2Purpose of job description • providing a basis to evaluate employee performance. • identifying skill gaps • helping to ensure an effective on hiring process • assisting in comparing the duties for positions to better establish relative pay rates. (Human Resource & Skills Development Canada, 2012).
- 28. 3. Job description 3.3Characteristics of job description (Aguinis,2013) (Human Resource & Skills Development Canada, 2012).
- 29. 4. Individual andTeam Performance Definition of Individual performance • Emphasize on individual behavior of each employees with individual objective in order to perform (Aguinis, 2013) . • The individual performance can be determinants of effort motivation, skills & ability, role Perception and resources (Scholl, 2003)
- 30. 4. INDIVIDUAL ANDTEAM PERFORMANCE
- 31. 4) Individual andTeam Performance Choices performance management system design for individual and team performance • Criteria- Behavioral criteria VS Results criteria • Participation- Low employee participation VS high employee participant • Temporal dimension- Short-term VS long-term • Level of Criteria- Individual VS Team/group • System orientation- Developmental orientation VS Administrative orientation • Rewards- Pay for performance VS pay for tenure/ position (Aguinis, 2013)
- 32. STRATEGIC PLANNING (Ajao &Grace, 2012)
- 33. BUIDING SUPPORT PURPOSE OFBUILDING SUPORT
- 34. EXAMPLE OF VISSION,MISSION & GOALS
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- 36. KEY PERFORMANCE INDICATOR PURPOSEOF KEY PERFORMANCE INDICATOR
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- 38. BALANCED SCORECARD DEFINITION OFBALANCE SCORECARD
- 39. BALANCE SCORECARD PRINCIPLE OFBALANCE SCORECARD
- 40. BALANCE SCORECARD PURPOSE OFBALANCE SCORECARD
- 41. BALANCE SCORECARD (CIMA, 2005;Sharma, 2009)
- 42. BALANCE SCORECARD PERSPECTIVE OFBALANCE SCORECARD (Bratic & Jakasa, 2010)
- 43. KEY PERFORMANCE INDICATOR VS BALANCESCORECARD (AKS-Labs, 2013)
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