chapter
7
Rolling Out
the Performance
Management System
Good governance with good intentions is the hallmark of our government.
Implementation with integrity is our core passion.
-Narendra Modi
Learning Objedives
By the end of th is chapter, you will be able to do the following:
1. Prepare the rollout and 1mplementat1on of a new or up- and possibly. a manager 1n the role of arbitrator
dated and rev1sed performance management system by and final decision maker.
sett1ng up a commumcat1on plan. appeals process. rater s. Antic1pate unmtent1onal ratmg errors such as s1milar to
tra1mng program. and pilot test me. contrast. halo. pnmacy. recency. negat1v1ty. f1rst lm-
2. Create a commumcahon plan that answers the followmg key pression. stereotype. and attr1but1on.
quest1ons: What IS performance management? How does 6. Design and 1mplement rater errors. frame of reference.
performance management lit 1n the orgamzabon·s strategy7 and behavioral observat1on trammg programs to mmi-
How does everyone benefrt from the system7 How does the mize the impact of umntent1onal ratmg errors.
performance management system work7 What are every- 7. Devise a pilot test of the performance management system
one's responsrb1ht1es7 How IS performance management using a selected group of employees and managers from
related to other key organrzatronal inrt1at1ves7
3. Prepare interventions aimed at dealing with cognitive
biases (i.e .. selective exposure. selective perception.
selective retention) and resistance to change, involve all
employees and understand their needs. provide facts and
consequences of the system. and use multiple channels of
communication and credible communicators.
4. Devise an appeals process to enhance the integrity of the
performance management system that involves the human
resources (HR) department. a panel of managers and peers.
the organization.
8. As soon as the performance management system is in place.
collect various measurements. such as number of individuals
evaluated, quality of performance informat1on gathered.
quality of performance discussion meetings. user satisfac-
tion with the system. overall cosUbenefit ratio. and unrt- and
organization-level performance indicators-all of these will
provide information regarding the system's effectiveness
and the extent to which it is working the way rt should and
whether it is producing the expected results.
197
1518 Part II System Implementation
Chapters 4 and 5 described operational details about how to define and
measure performance. Chapter 6 described operational details about perfor-
mance analytics- the process of collecting and compiling performance data.
This chapter, the last one in Part II, continues to address operational issues in
implementing a performance management system. Specifically, it addresses
the steps needed to roll out the system, such as setting up good communica-
tion and appeals procedures that will gain system .
Paying attention to outcomes pays off in big ways. Yet many companies fail to take the time to systematically figure out how to measure performance. As a result, the business doesn't flourish as it should. Instead, it stagnates. This presentation highlights the nine success factors of a balanced performance scorecard.
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
The communication plan at Accounting, Inc. addresses most key questions about the new performance management system except for defining what performance management is. This risks employees not fully understanding and buying into the new system. To remedy this, the summary recommends delivering employee training on the basics of performance management, why the previous system changed, and goals of the new system after establishing core competencies. This will help ensure employees understand and support the new performance management system.
This document provides guidance on developing effective Performance Management Plans (PMPs) at the program level for USAID. It discusses that a PMP is a tool to assist in monitoring, evaluating, and reporting progress toward goals. The key sections of an effective PMP include an introduction, the results framework with indicators, and details on how the PMP links to other management processes like evaluations and portfolio reviews. Developing a strong PMP requires defining clear objectives, seeking stakeholder participation, focusing on practical indicators, and using data for decision making to improve transparency and learning.
Controlling is the fourth function of management and involves monitoring progress toward goals, measuring performance against KPIs, comparing to standards, and taking corrective action. It is important for accomplishing goals, ensuring efficiency, improving motivation, and facilitating coordination. Technology and e-commerce help businesses control by providing tools to optimize planning and access data on finances, customers, and performance to determine strategies. The essentials of effective controlling include having a system that is suitable, timely, objective, flexible, economical, motivational, focuses on corrections, reflects the organization, considers the human factor, maintains direct control, and focuses on strategic points.
Accountability in the public sector is paramount and it is a necessity for government agencies to understand the key drivers of their performance and develop a method to communicate results to their citizens. This concept of accountability defines what is required to be identified as a performance-focused open government that meets the demands of the public. Most government agencies who desire to improve their performance measures do not feel they are being used effectively in making improvement decisions throughout their departments. In fact, 61% of executives acknowledge that their organizations struggle to bridge the gap between strategy formulation and its day-to-day implementation. So why does this dichotomy exist?
Performance Management and CommunicationCharles Plant
This is the fourth in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
164 8 Describe the various performance appraisal metKiyokoSlagleis
164
8 Describe the various performance
appraisal methods.
9 List the problems that have been
associated with performance appraisal.
10 Explain the characteristics of an effective
appraisal system.
11 Describe the legal considerations
associated with performance appraisal.
12 Explain how the appraisal interview
should be conducted.
13 Discuss how performance appraisal is
affected by a country’s culture.
1 Describe performance management.
2 Define performance appraisal.
3 Identify the uses of performance
appraisal.
4 Discuss the performance appraisal
process.
5 Identify the various performance criteria
(standards) that can be established.
6 Identify who may be responsible for
performance appraisal.
7 Explain the performance appraisal period.
Chapter ObjeCtives After completing this chapter, students should be able to:
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 7 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
Performance Management
and Appraisal7
165
The tools we describe in this chapter and in Chapters 8 provide human resources (HR) professionals
with a foundation to evaluate and improve the capability of a company’s employees (human
capital) to its competitive advantage. Let’s consider a metaphor to bring the opening sentence to
life. Think about, for example, a delivery vehicle. Many factors contribute to fuel efficiency, two
of which include low tire pressure or an air conditioner that is low in refrigerant. In the former
case, insufficient tire pressure creates greater drag on the vehicle, which raises fuel consumption.
In the latter case, the air conditioner will not efficiently cool the car, and the compressor will
continually run because it cannot keep the interior of the car at the desired lower temperature.
Compressors are driven by the engine, which, of course, are fueled by gasoline.
Companies prefer to have fuel-efficient vehicles to maintain lower operating costs because
they want to maximize profitability. Mechanics can use an air gauge to determine whether tire
pressure falls within standard limits specified by the automobile manufacturer. Specialized ther-
mometers can be used to determine the adequacy of refrigerant levels in air conditioning systems.
From an HR standpoint, delivery vehicles are capital, and we have learned that employees are
human capital. Both help add value to companies. Fuel efficiency is a measure of performance.
Lower-than-standard or expected fuel efficiency can be thought of as (lower) job performance. Air
gauges and specialized thermometers can be thought of as performance appraisal techniques that
help mechanics (managers or supervisors) judge two factors known to ...
Paying attention to outcomes pays off in big ways. Yet many companies fail to take the time to systematically figure out how to measure performance. As a result, the business doesn't flourish as it should. Instead, it stagnates. This presentation highlights the nine success factors of a balanced performance scorecard.
The document provides an overview of enterprise performance management (EPM) methodology in 6 steps: 1) Develop an enterprise strategy, 2) Objectively map the organization, 3) Identify improvement opportunities and key performance indicators (KPIs), 4) Develop an objective and relevant scorecard, 5) Implement outcome-based change management, and 6) Measure the results and continue to refine. EPM focuses on improving organizational performance through strategic planning, objective analysis of processes and costs, identifying opportunities for enhancement, tracking progress with scorecards, managing changes, and assessing outcomes. The goal is to empower leadership to make fact-based decisions to optimize performance.
The communication plan at Accounting, Inc. addresses most key questions about the new performance management system except for defining what performance management is. This risks employees not fully understanding and buying into the new system. To remedy this, the summary recommends delivering employee training on the basics of performance management, why the previous system changed, and goals of the new system after establishing core competencies. This will help ensure employees understand and support the new performance management system.
This document provides guidance on developing effective Performance Management Plans (PMPs) at the program level for USAID. It discusses that a PMP is a tool to assist in monitoring, evaluating, and reporting progress toward goals. The key sections of an effective PMP include an introduction, the results framework with indicators, and details on how the PMP links to other management processes like evaluations and portfolio reviews. Developing a strong PMP requires defining clear objectives, seeking stakeholder participation, focusing on practical indicators, and using data for decision making to improve transparency and learning.
Controlling is the fourth function of management and involves monitoring progress toward goals, measuring performance against KPIs, comparing to standards, and taking corrective action. It is important for accomplishing goals, ensuring efficiency, improving motivation, and facilitating coordination. Technology and e-commerce help businesses control by providing tools to optimize planning and access data on finances, customers, and performance to determine strategies. The essentials of effective controlling include having a system that is suitable, timely, objective, flexible, economical, motivational, focuses on corrections, reflects the organization, considers the human factor, maintains direct control, and focuses on strategic points.
Accountability in the public sector is paramount and it is a necessity for government agencies to understand the key drivers of their performance and develop a method to communicate results to their citizens. This concept of accountability defines what is required to be identified as a performance-focused open government that meets the demands of the public. Most government agencies who desire to improve their performance measures do not feel they are being used effectively in making improvement decisions throughout their departments. In fact, 61% of executives acknowledge that their organizations struggle to bridge the gap between strategy formulation and its day-to-day implementation. So why does this dichotomy exist?
Performance Management and CommunicationCharles Plant
This is the fourth in a five part series on Strategy Execution. The series is comprised of:
1. Strategy Execution
2. Using Metrics to Define Success
3. Job Design and Delegation
4. Performance Management and Communication
5. Coaching and Motivation
164 8 Describe the various performance appraisal metKiyokoSlagleis
164
8 Describe the various performance
appraisal methods.
9 List the problems that have been
associated with performance appraisal.
10 Explain the characteristics of an effective
appraisal system.
11 Describe the legal considerations
associated with performance appraisal.
12 Explain how the appraisal interview
should be conducted.
13 Discuss how performance appraisal is
affected by a country’s culture.
1 Describe performance management.
2 Define performance appraisal.
3 Identify the uses of performance
appraisal.
4 Discuss the performance appraisal
process.
5 Identify the various performance criteria
(standards) that can be established.
6 Identify who may be responsible for
performance appraisal.
7 Explain the performance appraisal period.
Chapter ObjeCtives After completing this chapter, students should be able to:
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 7 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
Performance Management
and Appraisal7
165
The tools we describe in this chapter and in Chapters 8 provide human resources (HR) professionals
with a foundation to evaluate and improve the capability of a company’s employees (human
capital) to its competitive advantage. Let’s consider a metaphor to bring the opening sentence to
life. Think about, for example, a delivery vehicle. Many factors contribute to fuel efficiency, two
of which include low tire pressure or an air conditioner that is low in refrigerant. In the former
case, insufficient tire pressure creates greater drag on the vehicle, which raises fuel consumption.
In the latter case, the air conditioner will not efficiently cool the car, and the compressor will
continually run because it cannot keep the interior of the car at the desired lower temperature.
Compressors are driven by the engine, which, of course, are fueled by gasoline.
Companies prefer to have fuel-efficient vehicles to maintain lower operating costs because
they want to maximize profitability. Mechanics can use an air gauge to determine whether tire
pressure falls within standard limits specified by the automobile manufacturer. Specialized ther-
mometers can be used to determine the adequacy of refrigerant levels in air conditioning systems.
From an HR standpoint, delivery vehicles are capital, and we have learned that employees are
human capital. Both help add value to companies. Fuel efficiency is a measure of performance.
Lower-than-standard or expected fuel efficiency can be thought of as (lower) job performance. Air
gauges and specialized thermometers can be thought of as performance appraisal techniques that
help mechanics (managers or supervisors) judge two factors known to ...
164 8 Describe the various performance appraisal metAnastaciaShadelb
164
8 Describe the various performance
appraisal methods.
9 List the problems that have been
associated with performance appraisal.
10 Explain the characteristics of an effective
appraisal system.
11 Describe the legal considerations
associated with performance appraisal.
12 Explain how the appraisal interview
should be conducted.
13 Discuss how performance appraisal is
affected by a country’s culture.
1 Describe performance management.
2 Define performance appraisal.
3 Identify the uses of performance
appraisal.
4 Discuss the performance appraisal
process.
5 Identify the various performance criteria
(standards) that can be established.
6 Identify who may be responsible for
performance appraisal.
7 Explain the performance appraisal period.
Chapter ObjeCtives After completing this chapter, students should be able to:
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 7 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
Performance Management
and Appraisal7
165
The tools we describe in this chapter and in Chapters 8 provide human resources (HR) professionals
with a foundation to evaluate and improve the capability of a company’s employees (human
capital) to its competitive advantage. Let’s consider a metaphor to bring the opening sentence to
life. Think about, for example, a delivery vehicle. Many factors contribute to fuel efficiency, two
of which include low tire pressure or an air conditioner that is low in refrigerant. In the former
case, insufficient tire pressure creates greater drag on the vehicle, which raises fuel consumption.
In the latter case, the air conditioner will not efficiently cool the car, and the compressor will
continually run because it cannot keep the interior of the car at the desired lower temperature.
Compressors are driven by the engine, which, of course, are fueled by gasoline.
Companies prefer to have fuel-efficient vehicles to maintain lower operating costs because
they want to maximize profitability. Mechanics can use an air gauge to determine whether tire
pressure falls within standard limits specified by the automobile manufacturer. Specialized ther-
mometers can be used to determine the adequacy of refrigerant levels in air conditioning systems.
From an HR standpoint, delivery vehicles are capital, and we have learned that employees are
human capital. Both help add value to companies. Fuel efficiency is a measure of performance.
Lower-than-standard or expected fuel efficiency can be thought of as (lower) job performance. Air
gauges and specialized thermometers can be thought of as performance appraisal techniques that
help mechanics (managers or supervisors) judge two factors known to ...
Performance management and development systemeismintukey
This document provides tips for optimizing a performance management and development system. Tip #1 discusses calibrating performance ratings across an organization to ensure consistent ratings. Tip #2 recommends linking performance processes to career development and learning opportunities. Tip #3 advocates enabling pay-for-performance programs to build a merit-based culture. Tip #4 suggests driving continuous improvement through workforce analytics. Tip #5 stresses configuring, rather than customizing, a performance management system.
The document discusses how the city of Gresham, Oregon developed an organizational framework and process for benchmarking to improve performance. It established city-wide goals, department objectives, and linked employee performance to achieving these goals. The framework included an organizational model to help employees understand their role and identify customer needs at different levels to develop appropriate benchmarks and metrics to monitor progress towards goals.
Common Objectives Performance Management System for Not-for-profit and Public...Browne & Mohan
Designing Performance management system for government, public sector and not-for-profit organization is a daunting task. Many of these organizations pursue long-term programs and projects. Alignment of various groups, departments and individuals within each department is the need of the hour. However, many of these organizations suffer from functional silos and focus on financial measures only. Managing for results by directing right staff behaviour and initiative taking is not facilitated. In this paper Browne & Mohan consultants present a common objective approach that could be used to fix accountability, ownership and outcome based behaviour in public sector and non-profit organizations.
Planning and cybernetic controls are important elements of management control systems. Planning controls include long-range planning with a strategic focus of 3-5 years and action planning with a tactical focus of 1 year or less. Budgeting is a key component of planning controls as it quantifies goals and allows for performance evaluation. Cybernetic controls use feedback loops of measuring performance against standards to modify systems and drive performance. Common cybernetic controls include budgets, financial and non-financial metrics, and hybrid systems that use both. Effective planning and control systems help organizations achieve goals in a proactive manner.
This document provides information about the performance management course for the MBA IV semester at the Institute of Aeronautical Engineering. It includes 10 course outcomes that describe what students will understand, illustrate, examine, demonstrate, analyze, state, and express by the end of the course. It also lists the units that will be covered: performance management and reward systems, performance measurement, performance management skills, and reward systems. The document provides definitions and descriptions of key concepts that will be covered in each unit such as performance management, measurement approaches, appraisal methods, 360 degree feedback, and coaching.
The document discusses government performance management (GPM), which follows a similar process to corporate performance management (CPM) but with some key differences. GPM focuses on citizens rather than financials and involves strategic planning over 3 years and operational planning annually. A GPM system allows users to plan objectives and track KPIs, integrating with other systems. It provides dashboards and analytics to monitor performance and analyze why goals are not being met. The GPM solution uses .NET, PerformancePoint, SQL Server, workflows, and SharePoint.
Data1. From the Table below prepare the following Financial Statem.docxwhittemorelucilla
Data1. From the Table below prepare the following Financial Statements:and provide a descripition of the uses of each.A. Income StatementB. Balance Sheet2Explain the purpose of the Statement of Cash Flowand explain the three sections, give 2 examples of data whichappears in each section.FY 2017FY 2016Cash$4,000,000$3,700,000Short Term Investments$2,500,000$2,500,000Accounts Receivable$18,500,000$17,000,000Long Term Investments$12,500,000$10,000,000Property, Plant & Equipment (Net)$25,000,000$23,000,000Other Assets$1,500,000$1,250,000$57,450,000Current Portion of Long Term Debt$2,500,000$2,000,000Accounts Payable$4,500,000$4,000,000Long Term Debt$12,500,000$11,500,000Other Liabilities$2,000,000$1,500,000Unrestricted Net Asdets$30,000,000$28,000,000Temporily Restricted Assets$5,000,000$3,000,000Premenently Restricted Assets$7,500,000$7,500,000$57,500,000$64,000,000Net Patient Revenue (Before Bad Debt)$90,000,000$86,000,000Other Operating Revenue$2,000,000$2,000,000Salaries and Wages$45,000,000$44,000,000Benefits$9,000,000$8,500,000Supply Expenses12,500,00012,000,000Depreciation Expense$6,500,000$6,000,000Interest Expense$2,000,000$1,800,000Bad Debt$6,000,000$5,300,000General Expenses$5,000,000$4,500,000Insurance Expenses$1,500,000$1,250,000$371,500,000$286,300,000
Sheet21. From the Table below prepare the following Financial Statements:and provide a descripition of the uses of each.A. Income StatementB. Balance Sheet2Explain the purpose of the Statement of Cash Flowand explain the three sections, give 2 examples of data whichappears in each section.FY 2017FY 2016Cash$4,000,000$3,700,000Short Term Investments$2,500,000$2,500,000Accounts Receivable$18,500,000$17,000,000Long Term Investments$12,500,000$10,000,000Property, Plant & Equipment (Net)$25,000,000$23,000,000Other Assets$1,500,000$1,300,000Current Portion of Long Term Debt$2,500,000$2,000,000Accounts Payable$4,500,000$4,000,000Long Term Debt$12,500,000$11,500,000Other Liabilities$2,000,000$1,500,000Unrestricted Net Assets$30,000,000$28,000,000Temporily Restricted Assets$5,000,000$3,000,000Premenently Restricted Assets$7,500,000$7,500,000Net Patient Revenue (Before Bad Debt)$90,000,000$86,000,000Other Operating Revenue$2,000,000$2,000,000Salaries and Wages$45,000,000$44,000,000Benefits$9,000,000$8,500,000Supply Expenses12,500,00012,000,000Depreciation Expense$6,500,000$6,000,000Interest Expense$2,000,000$1,800,000Bad Debt$6,000,000$5,300,000General Expenses$5,000,000$4,500,000Insurance Expenses$1,500,000$1,250,000$307,500,000$286,350,000
Income StatementIncome StatementOperating Revenue and other supportsFY 2017FY 2016
Balance SheetBalance SheetFY 2017FY 2016
Cash Flow Statement
1
Running Head: OPTIMIZING EMPLOYEE PERFORMANCE
Olena Spears
HRMT300-1803B
Professor Washington
6 Sept 2018
Introduction
· One of the key aspects of business success is the employees’ performance. This means that when a business aims at optimizing the performance of the employees most probably the b.
The document provides an overview of management control systems and cost accounting. It defines management control systems as a framework that allows managers to control subordinates' actions and entire organization operations. It discusses the key phases of management control systems: programming, budgeting, operating and accounting, and reporting and analysis. It also summarizes different costing methods like job costing, process costing, and standard costing, and differences between cost accounting, financial accounting, and management accounting.
Closed-loop operational performance management - Enabling the performance dia...Hans Toebak
This point of view gives a comprehensive insight into what an operational performance management system should look like and how digital developments influence the functioning and value of such a management system. Digital developments allow for more efficient and effective operational performance management systems. Besides, organizations also increasingly become more digital in the way they operate their business which generates vast amounts of valuable data. The challenge for organizations is to unlock the value of digital developments and the data their business generates successfully and integrate this into their operational performance management system to drive its top-line growth and bottom-line profit.
Operational Performance Management in the digital eraRolf Sleddens
This point of view gives a comprehensive insight into what an operational performance management system should look like and how digital developments influence the functioning and value of such a management system.
NYGGS provides a simple & intuitive tool to enable HR to build a culture of regular performance conversations. The Performance Management platform trusted by modern small and medium companies in India. It can integrate with other HR Software, such as payroll and attendance, to make your HR department more productive. Let's automatically evaluate and find insights into improving employee performance!
Get more information here: https://nyggs.com/nyggs/blog/performance-management-systems-3-phases-to-implement/
)rganization Devolpment and Change ManagmentAtiqueArifkhan
Organization development is a continuous process of long-term organizational improvement involving a series of stages. It views the organization as a total system and applies an organization-wide approach to functional, structural, technical, and personal relationships. The five stages of the organization development process are: 1) anticipating a need for change, 2) developing relationships between practitioners and clients, 3) diagnosing problems through data collection, 4) creating action plans using techniques like TQM and role analysis, and 5) monitoring results, stabilizing changes, and ensuring self-renewal.
The document discusses an integrated performance management system (I-PMS) as an alternative to traditional performance appraisal systems. An I-PMS links strategic objectives, core business strategies, critical success factors, and key performance indicators. The conceptual design phase involves gaining senior management support, creating implementation teams, and developing a performance model. In the detailed design phase, specific key performance indicators are identified and a scoreboard is designed. Ongoing support ensures continuous improvement through evaluation and updating of indicators. An I-PMS provides benefits like identifying performance drivers and facilitating continuous improvement.
Five Ways To Measure Your Programmers PerformanceAltoros
The document discusses developing an effective performance management system. It notes that the stages of development include:
1. Diagnosis of the organization's culture, management style, processes, and strategic plans.
2. Designing the system to include processes for setting goals, measuring competencies, linking performance to rewards, and documentation.
3. Pilot implementation and introduction of the full system with an education plan and defined responsibilities.
Performance Management Unit 1 - MBA Semister 3ashokamnar3
The document discusses enterprise performance management (EPM). EPM involves evaluating and managing performance across an organization to achieve goals and maximize efficiency. It includes financial and non-financial reporting, budgeting, planning, and consolidating financial data from various sources. Performance management is an ongoing process of communicating expectations, providing feedback, and evaluating employee performance against goals to ensure alignment with organizational objectives. It is important for motivating employees, developing skills, informing personnel decisions, and facilitating organizational change. Strategic planning is also linked to performance management in defining goals and strategies.
The endeavor of the report is in the direction of scrutinizing the effectiveness of project management in expressions of managerial structures, technological proficiency, and management skill along with the features of an effectual venture manager.
Before exploring the main content of the report let us consider the general concepts of the key words of relative topic or respective report.
Efficacy simply coded, is the core skill, aptitude or the capacity on the way to bring into being a required or projected outcome. The extent in the direction of which a touch is victorious in generating a looked-for outcome is effectiveness
A guide through the performance management process_2.pdfSidra Aslam
A person spends one third of his life at work. All that human life equates to the time required by businesses and corporations to realize their agendas and profits. However, the relationship between the employer and the employee is not one-sided, on the contrary, that relationship should be two-way.
Assessment 1 – Case Study Project Overview and context You.docxgalerussel59292
Assessment 1 – Case Study
Project Overview and context
You receive an email from Mary Johns, Managing Director of Business Operations.
Subject: Improving team effectiveness Hello,
As we move into the new financial year, we have many challenges to address in order to meet our business goal of 15% growth. One strategy I would like to implement is to improve team effectiveness at the outlet level.
Our current approach is to leave the management of outlet teams to the outlet managers. This will still be the case, but I would like all outlet managers to go through a process of documenting the approaches, methods, strategies and plans that they will use in leading and managing their teams.
This process of documentation will allow the outlet managers to formalise their approach to team leadership and use this documentation as a framework to evaluate their team leadership performance. It will also allow the organisation, as a whole, to learn what is and isn’t working and to improve our leadership skills.
Please refer to the tasks you are required to do. These tasks relate to how you, as the outlet manager, will lead and manage the effectiveness of your team through the implementation of our current operational plan.
I look forward to discussing this during our meeting (roleplay) where you will go over your report with me and your team members.
Regards,
Mary Johns
Managing Director: Business Operations
Tasks
1. Prepare a briefing document that outlines your understanding of (a) the team purpose, (b) roles, (c) responsibilities and (d) accountabilities in accordance with organisational goals, plans and objectives.
This document should be appropriate to distribute to team members as a consultation process to establish a common understanding.
2. Using the Performance and Development Plan template, prepare a six-month performance plan to establish (a) the expected outcomes, (b) outputs, (c) key performance indicators (KPIs) and (d) goals for the retail team. You may need to conduct additional research to determine realistic KPIs.
3. Outline the strategies you will use to support team members to meet their KPIs over the next six months.
These strategies should address any formal and informal learning requirements and may be in the form of an action plan.
4. Outline the strategy you will use to ensure team members have an input into the planning, decision- making and operational aspects of their work.
5. Outline the strategies you will use to encourage team members to participate in and to take responsibility for team activities, including communication processes, and to raise any issues or concerns.
6. XYZ currently has no policies or procedures around allowing and encouraging employees to take responsibility for their own work and to assist others to perform their roles and responsibilities within the team.
Prepare a draft policy and set of procedures that would achieve this. It may be relevant to utilise information that has already.
Choose a National Transportation Safety Board (NTSB) report of a w.docxspoonerneddy
Choose a National Transportation Safety Board (NTSB) report of a
weather-related accident/incident
and, along with at least
five
other sources, investigate what happened in the accident/incident, offer the causes, and the recommendations for the future in order to prevent such an accident/incident.
The following components must be present within your report. Please be sure to follow the template provided.
1. Cover Page
2. Introduction
3. Synopsis of Incident
4. Causation
5. Decision Criteria
6. Analysis
7. Implications
8. Recommendations
9. Personal Narrative
10. Conclusion
11. References
.
Choose a global health issue. For this assignment, you will introduc.docxspoonerneddy
This document provides instructions for an assignment to write a 3-4 page paper about a global health issue. Students are asked to choose a health issue from a list, introduce it and discuss prevention interventions. They should cover the issue's prevalence, contributing factors, prevention strategies, signs/symptoms, diagnostic tests if applicable, the advanced practice nursing role, medical management if relevant, follow-up care, and conclude the paper. Students must cite 2-3 scholarly sources and follow APA format.
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164 8 Describe the various performance appraisal metAnastaciaShadelb
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9 List the problems that have been
associated with performance appraisal.
10 Explain the characteristics of an effective
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11 Describe the legal considerations
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12 Explain how the appraisal interview
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13 Discuss how performance appraisal is
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4 Discuss the performance appraisal
process.
5 Identify the various performance criteria
(standards) that can be established.
6 Identify who may be responsible for
performance appraisal.
7 Explain the performance appraisal period.
Chapter ObjeCtives After completing this chapter, students should be able to:
Learn It
If your professor has chosen to assign this, go to mymanagementlab.com to see what
you should particularly focus on and to take the Chapter 7 Warm-Up.
MyManagementLab®
Improve Your Grade!
Over 10 million students improved their results using the Pearson MyLabs. Visit
mymanagementlab.com for simulations, tutorials, and end-of-chapter problems.
Performance Management
and Appraisal7
165
The tools we describe in this chapter and in Chapters 8 provide human resources (HR) professionals
with a foundation to evaluate and improve the capability of a company’s employees (human
capital) to its competitive advantage. Let’s consider a metaphor to bring the opening sentence to
life. Think about, for example, a delivery vehicle. Many factors contribute to fuel efficiency, two
of which include low tire pressure or an air conditioner that is low in refrigerant. In the former
case, insufficient tire pressure creates greater drag on the vehicle, which raises fuel consumption.
In the latter case, the air conditioner will not efficiently cool the car, and the compressor will
continually run because it cannot keep the interior of the car at the desired lower temperature.
Compressors are driven by the engine, which, of course, are fueled by gasoline.
Companies prefer to have fuel-efficient vehicles to maintain lower operating costs because
they want to maximize profitability. Mechanics can use an air gauge to determine whether tire
pressure falls within standard limits specified by the automobile manufacturer. Specialized ther-
mometers can be used to determine the adequacy of refrigerant levels in air conditioning systems.
From an HR standpoint, delivery vehicles are capital, and we have learned that employees are
human capital. Both help add value to companies. Fuel efficiency is a measure of performance.
Lower-than-standard or expected fuel efficiency can be thought of as (lower) job performance. Air
gauges and specialized thermometers can be thought of as performance appraisal techniques that
help mechanics (managers or supervisors) judge two factors known to ...
Performance management and development systemeismintukey
This document provides tips for optimizing a performance management and development system. Tip #1 discusses calibrating performance ratings across an organization to ensure consistent ratings. Tip #2 recommends linking performance processes to career development and learning opportunities. Tip #3 advocates enabling pay-for-performance programs to build a merit-based culture. Tip #4 suggests driving continuous improvement through workforce analytics. Tip #5 stresses configuring, rather than customizing, a performance management system.
The document discusses how the city of Gresham, Oregon developed an organizational framework and process for benchmarking to improve performance. It established city-wide goals, department objectives, and linked employee performance to achieving these goals. The framework included an organizational model to help employees understand their role and identify customer needs at different levels to develop appropriate benchmarks and metrics to monitor progress towards goals.
Common Objectives Performance Management System for Not-for-profit and Public...Browne & Mohan
Designing Performance management system for government, public sector and not-for-profit organization is a daunting task. Many of these organizations pursue long-term programs and projects. Alignment of various groups, departments and individuals within each department is the need of the hour. However, many of these organizations suffer from functional silos and focus on financial measures only. Managing for results by directing right staff behaviour and initiative taking is not facilitated. In this paper Browne & Mohan consultants present a common objective approach that could be used to fix accountability, ownership and outcome based behaviour in public sector and non-profit organizations.
Planning and cybernetic controls are important elements of management control systems. Planning controls include long-range planning with a strategic focus of 3-5 years and action planning with a tactical focus of 1 year or less. Budgeting is a key component of planning controls as it quantifies goals and allows for performance evaluation. Cybernetic controls use feedback loops of measuring performance against standards to modify systems and drive performance. Common cybernetic controls include budgets, financial and non-financial metrics, and hybrid systems that use both. Effective planning and control systems help organizations achieve goals in a proactive manner.
This document provides information about the performance management course for the MBA IV semester at the Institute of Aeronautical Engineering. It includes 10 course outcomes that describe what students will understand, illustrate, examine, demonstrate, analyze, state, and express by the end of the course. It also lists the units that will be covered: performance management and reward systems, performance measurement, performance management skills, and reward systems. The document provides definitions and descriptions of key concepts that will be covered in each unit such as performance management, measurement approaches, appraisal methods, 360 degree feedback, and coaching.
The document discusses government performance management (GPM), which follows a similar process to corporate performance management (CPM) but with some key differences. GPM focuses on citizens rather than financials and involves strategic planning over 3 years and operational planning annually. A GPM system allows users to plan objectives and track KPIs, integrating with other systems. It provides dashboards and analytics to monitor performance and analyze why goals are not being met. The GPM solution uses .NET, PerformancePoint, SQL Server, workflows, and SharePoint.
Data1. From the Table below prepare the following Financial Statem.docxwhittemorelucilla
Data1. From the Table below prepare the following Financial Statements:and provide a descripition of the uses of each.A. Income StatementB. Balance Sheet2Explain the purpose of the Statement of Cash Flowand explain the three sections, give 2 examples of data whichappears in each section.FY 2017FY 2016Cash$4,000,000$3,700,000Short Term Investments$2,500,000$2,500,000Accounts Receivable$18,500,000$17,000,000Long Term Investments$12,500,000$10,000,000Property, Plant & Equipment (Net)$25,000,000$23,000,000Other Assets$1,500,000$1,250,000$57,450,000Current Portion of Long Term Debt$2,500,000$2,000,000Accounts Payable$4,500,000$4,000,000Long Term Debt$12,500,000$11,500,000Other Liabilities$2,000,000$1,500,000Unrestricted Net Asdets$30,000,000$28,000,000Temporily Restricted Assets$5,000,000$3,000,000Premenently Restricted Assets$7,500,000$7,500,000$57,500,000$64,000,000Net Patient Revenue (Before Bad Debt)$90,000,000$86,000,000Other Operating Revenue$2,000,000$2,000,000Salaries and Wages$45,000,000$44,000,000Benefits$9,000,000$8,500,000Supply Expenses12,500,00012,000,000Depreciation Expense$6,500,000$6,000,000Interest Expense$2,000,000$1,800,000Bad Debt$6,000,000$5,300,000General Expenses$5,000,000$4,500,000Insurance Expenses$1,500,000$1,250,000$371,500,000$286,300,000
Sheet21. From the Table below prepare the following Financial Statements:and provide a descripition of the uses of each.A. Income StatementB. Balance Sheet2Explain the purpose of the Statement of Cash Flowand explain the three sections, give 2 examples of data whichappears in each section.FY 2017FY 2016Cash$4,000,000$3,700,000Short Term Investments$2,500,000$2,500,000Accounts Receivable$18,500,000$17,000,000Long Term Investments$12,500,000$10,000,000Property, Plant & Equipment (Net)$25,000,000$23,000,000Other Assets$1,500,000$1,300,000Current Portion of Long Term Debt$2,500,000$2,000,000Accounts Payable$4,500,000$4,000,000Long Term Debt$12,500,000$11,500,000Other Liabilities$2,000,000$1,500,000Unrestricted Net Assets$30,000,000$28,000,000Temporily Restricted Assets$5,000,000$3,000,000Premenently Restricted Assets$7,500,000$7,500,000Net Patient Revenue (Before Bad Debt)$90,000,000$86,000,000Other Operating Revenue$2,000,000$2,000,000Salaries and Wages$45,000,000$44,000,000Benefits$9,000,000$8,500,000Supply Expenses12,500,00012,000,000Depreciation Expense$6,500,000$6,000,000Interest Expense$2,000,000$1,800,000Bad Debt$6,000,000$5,300,000General Expenses$5,000,000$4,500,000Insurance Expenses$1,500,000$1,250,000$307,500,000$286,350,000
Income StatementIncome StatementOperating Revenue and other supportsFY 2017FY 2016
Balance SheetBalance SheetFY 2017FY 2016
Cash Flow Statement
1
Running Head: OPTIMIZING EMPLOYEE PERFORMANCE
Olena Spears
HRMT300-1803B
Professor Washington
6 Sept 2018
Introduction
· One of the key aspects of business success is the employees’ performance. This means that when a business aims at optimizing the performance of the employees most probably the b.
The document provides an overview of management control systems and cost accounting. It defines management control systems as a framework that allows managers to control subordinates' actions and entire organization operations. It discusses the key phases of management control systems: programming, budgeting, operating and accounting, and reporting and analysis. It also summarizes different costing methods like job costing, process costing, and standard costing, and differences between cost accounting, financial accounting, and management accounting.
Closed-loop operational performance management - Enabling the performance dia...Hans Toebak
This point of view gives a comprehensive insight into what an operational performance management system should look like and how digital developments influence the functioning and value of such a management system. Digital developments allow for more efficient and effective operational performance management systems. Besides, organizations also increasingly become more digital in the way they operate their business which generates vast amounts of valuable data. The challenge for organizations is to unlock the value of digital developments and the data their business generates successfully and integrate this into their operational performance management system to drive its top-line growth and bottom-line profit.
Operational Performance Management in the digital eraRolf Sleddens
This point of view gives a comprehensive insight into what an operational performance management system should look like and how digital developments influence the functioning and value of such a management system.
NYGGS provides a simple & intuitive tool to enable HR to build a culture of regular performance conversations. The Performance Management platform trusted by modern small and medium companies in India. It can integrate with other HR Software, such as payroll and attendance, to make your HR department more productive. Let's automatically evaluate and find insights into improving employee performance!
Get more information here: https://nyggs.com/nyggs/blog/performance-management-systems-3-phases-to-implement/
)rganization Devolpment and Change ManagmentAtiqueArifkhan
Organization development is a continuous process of long-term organizational improvement involving a series of stages. It views the organization as a total system and applies an organization-wide approach to functional, structural, technical, and personal relationships. The five stages of the organization development process are: 1) anticipating a need for change, 2) developing relationships between practitioners and clients, 3) diagnosing problems through data collection, 4) creating action plans using techniques like TQM and role analysis, and 5) monitoring results, stabilizing changes, and ensuring self-renewal.
The document discusses an integrated performance management system (I-PMS) as an alternative to traditional performance appraisal systems. An I-PMS links strategic objectives, core business strategies, critical success factors, and key performance indicators. The conceptual design phase involves gaining senior management support, creating implementation teams, and developing a performance model. In the detailed design phase, specific key performance indicators are identified and a scoreboard is designed. Ongoing support ensures continuous improvement through evaluation and updating of indicators. An I-PMS provides benefits like identifying performance drivers and facilitating continuous improvement.
Five Ways To Measure Your Programmers PerformanceAltoros
The document discusses developing an effective performance management system. It notes that the stages of development include:
1. Diagnosis of the organization's culture, management style, processes, and strategic plans.
2. Designing the system to include processes for setting goals, measuring competencies, linking performance to rewards, and documentation.
3. Pilot implementation and introduction of the full system with an education plan and defined responsibilities.
Performance Management Unit 1 - MBA Semister 3ashokamnar3
The document discusses enterprise performance management (EPM). EPM involves evaluating and managing performance across an organization to achieve goals and maximize efficiency. It includes financial and non-financial reporting, budgeting, planning, and consolidating financial data from various sources. Performance management is an ongoing process of communicating expectations, providing feedback, and evaluating employee performance against goals to ensure alignment with organizational objectives. It is important for motivating employees, developing skills, informing personnel decisions, and facilitating organizational change. Strategic planning is also linked to performance management in defining goals and strategies.
The endeavor of the report is in the direction of scrutinizing the effectiveness of project management in expressions of managerial structures, technological proficiency, and management skill along with the features of an effectual venture manager.
Before exploring the main content of the report let us consider the general concepts of the key words of relative topic or respective report.
Efficacy simply coded, is the core skill, aptitude or the capacity on the way to bring into being a required or projected outcome. The extent in the direction of which a touch is victorious in generating a looked-for outcome is effectiveness
A guide through the performance management process_2.pdfSidra Aslam
A person spends one third of his life at work. All that human life equates to the time required by businesses and corporations to realize their agendas and profits. However, the relationship between the employer and the employee is not one-sided, on the contrary, that relationship should be two-way.
Assessment 1 – Case Study Project Overview and context You.docxgalerussel59292
Assessment 1 – Case Study
Project Overview and context
You receive an email from Mary Johns, Managing Director of Business Operations.
Subject: Improving team effectiveness Hello,
As we move into the new financial year, we have many challenges to address in order to meet our business goal of 15% growth. One strategy I would like to implement is to improve team effectiveness at the outlet level.
Our current approach is to leave the management of outlet teams to the outlet managers. This will still be the case, but I would like all outlet managers to go through a process of documenting the approaches, methods, strategies and plans that they will use in leading and managing their teams.
This process of documentation will allow the outlet managers to formalise their approach to team leadership and use this documentation as a framework to evaluate their team leadership performance. It will also allow the organisation, as a whole, to learn what is and isn’t working and to improve our leadership skills.
Please refer to the tasks you are required to do. These tasks relate to how you, as the outlet manager, will lead and manage the effectiveness of your team through the implementation of our current operational plan.
I look forward to discussing this during our meeting (roleplay) where you will go over your report with me and your team members.
Regards,
Mary Johns
Managing Director: Business Operations
Tasks
1. Prepare a briefing document that outlines your understanding of (a) the team purpose, (b) roles, (c) responsibilities and (d) accountabilities in accordance with organisational goals, plans and objectives.
This document should be appropriate to distribute to team members as a consultation process to establish a common understanding.
2. Using the Performance and Development Plan template, prepare a six-month performance plan to establish (a) the expected outcomes, (b) outputs, (c) key performance indicators (KPIs) and (d) goals for the retail team. You may need to conduct additional research to determine realistic KPIs.
3. Outline the strategies you will use to support team members to meet their KPIs over the next six months.
These strategies should address any formal and informal learning requirements and may be in the form of an action plan.
4. Outline the strategy you will use to ensure team members have an input into the planning, decision- making and operational aspects of their work.
5. Outline the strategies you will use to encourage team members to participate in and to take responsibility for team activities, including communication processes, and to raise any issues or concerns.
6. XYZ currently has no policies or procedures around allowing and encouraging employees to take responsibility for their own work and to assist others to perform their roles and responsibilities within the team.
Prepare a draft policy and set of procedures that would achieve this. It may be relevant to utilise information that has already.
Similar to chapter 7 Rolling Out the Performance Management Sys.docx (20)
Choose a National Transportation Safety Board (NTSB) report of a w.docxspoonerneddy
Choose a National Transportation Safety Board (NTSB) report of a
weather-related accident/incident
and, along with at least
five
other sources, investigate what happened in the accident/incident, offer the causes, and the recommendations for the future in order to prevent such an accident/incident.
The following components must be present within your report. Please be sure to follow the template provided.
1. Cover Page
2. Introduction
3. Synopsis of Incident
4. Causation
5. Decision Criteria
6. Analysis
7. Implications
8. Recommendations
9. Personal Narrative
10. Conclusion
11. References
.
Choose a global health issue. For this assignment, you will introduc.docxspoonerneddy
This document provides instructions for an assignment to write a 3-4 page paper about a global health issue. Students are asked to choose a health issue from a list, introduce it and discuss prevention interventions. They should cover the issue's prevalence, contributing factors, prevention strategies, signs/symptoms, diagnostic tests if applicable, the advanced practice nursing role, medical management if relevant, follow-up care, and conclude the paper. Students must cite 2-3 scholarly sources and follow APA format.
Choose a geographic community of interest (Hyde park, Illinois) and .docxspoonerneddy
Choose a geographic community of interest (Hyde park, Illinois) and go to the corresponding website. Gather information on the population (race, sex, age, educational level, employment), health resources, major grocery stores and transportation. Students must make an initial post describing the official name and geographic boundaries, along with some of the findings (at least 5 facts) from the website, like overall appearance, upkeep, trash/cleanliness, type of housing (apartments vs. homes) in the area.
.
Choose a disease condition of the gastrointestinal tract, describe.docxspoonerneddy
Choose a disease condition of the gastrointestinal tract, described in your own words. Please use at least two sentences. Include a digestive system medical term with a combining form, suffix and prefix that relates to your disease condition. Define the term both literally and officially using the glossary to define the word parts and the mobile medical dictionary to define the term. Remember to use dash and slash!
.
Choose a few health issues in your community that can be used to pla.docxspoonerneddy
Choose a few health issues in your community that can be used to plan community health interventions. Briefly identify urgent health issues and non-urgent health issues. What makes health issues urgent and a priority? Which needs are not a priority and why? Who determines this or should determine this (identify internal and external stakeholders)? How would you document and present this to your community?
.
Choose a current member of Congress and research their background. P.docxspoonerneddy
Choose a current member of Congress and research their background. Prepare a 1-page analysis of their background including their views, policy choices and opinions on current issues.
Post your paper to the Discussion Area with a short introduction. Spend time reviewing other students’ papers. Comment on at least 2 students’ papers. What impact does the congressional member’s background (social, economic, educational, ethnic, gender, ideological, etc.) have on your opinion of them? Be specific. Provide concrete examples.
.
Choose a couple of ways how your life would be different without the.docxspoonerneddy
Choose a couple of ways how your life would be different without the Internet. How would the business world be different? Think of the job you have now, a job you’ve had previously, or the job you’d really like to have and discuss what you think the impact would be based on your understanding of equipment used to support Internet access such as switches and routers.
.
Choose a countrydifferent fromyournative country,and.docxspoonerneddy
This document instructs the reader to choose a non-native country and describe three interesting or exotic places within that country they would like to visit, explaining what unique features of each place make them appealing specifically to the reader. Details of each place's distinguishing characteristics should be provided to help readers visualize the locations.
Choose 5 questions and answer them with my materials onlyD.docxspoonerneddy
Choose 5 questions and answer them with my materials only
Dispossession
1- What is meant by “dispossession”?
2- What does and does not change in this process?
Forced Movements
1- Name three ways Native Americans were moved from their homeplace?
Reservations
1- What was meant by, “kill the Indian, save the man”?
2- How was religion involved in reservations?
3- After being removed from their “spiritual homeplace”, how might this affect American Indian religion?
Christianity
1- Name one way Native Americans were “converted” to Christianity, and why they chose to do so?
2- To some American Indians, what was missing in the Christian perspective or practices?
Two Faces of History
1- Name opposing views of the world between Native Americans and Europeans? Is this evident today?
Leading Figures
1- Describe a “leading figure” according to a Native American perspective. Give three examples.
2- Who are the notable leaders we learn about in school? Why them? What do they often have in common?
.
Choose a communication situation you recently experienced at you.docxspoonerneddy
Choose a communication situation you recently experienced at your workplace or other organization you are affiliated with. Use the human communication process described in your text, starting on page 11, "Human Communication: Message and Constitutive Processes," to analyze why—or why not—a shared reality was experienced as an end result. Summarize your experience and include your analysis as an attachment in this assignment thread. Consider the following items in your analysis:
Identify the source and the receiver.
What was the message and what type of message function was it serving?
How was it encoded?
How was it decoded?
What channel was used to transmit the message?
What type of noise was experienced?
Comment on the competencies, fields of experience, and culture of the participants involved.
Identify the communication context of this situation.
What was the intended effect versus the actual effect of the message?
Was a shared reality constructed? If not, what needed to change?
.
Choose 5 interconnected leadership task (listed below). Tell why each task is important to understand as a leader that is involved with the strategic planning process.
Explain what each process means and what is involved with the five that you picked.
Interconnected Leadership task:
1)Understanding the context
2)Understanding the people involved, including oneself
3)Sponsoring Process
4)Championing the process
5)Facilitating the process
6)Fostering collective leadership
7)Using dialogue and discussion
8)Making and implementing policy decisions
9)Enforcing norms, settling disputes, and managing residual conflict
10) Pulling it all together
Outline:
Cover Page
Abstract
Introduction: (Overview what you will discuss)
Body (2 FULL Pages of Content)
Reference Page (2-3 references)
.
Choose 5 out of the first 10 questions, 5 pages essay1. Where do.docxspoonerneddy
Choose 5 out of the first 10 questions, 5 pages essay
1. Where do American Indians believe they come from?
2. As a student, how would you approach going to a ceremony?
3. How would “I” (meaning Mr. Madril), define/describe an American Indian “church”?
4. Why is the idea of the ‘circle’ valued by some American Indian people?
5. Define ‘ontology’
6. How do some American Indian people view eagles/eagle feathers?
7. How has Christianity and American Indian people interacted?
8. Name or describe some ‘sacred places’/sacred spaces
9. Name some ‘ceremonies’
10. What is a ‘holy person’?
.
Choose 3 or 4 poems from Elizabeth Bishop. You may choose any poems .docxspoonerneddy
Choose 3 or 4 poems from Elizabeth Bishop. You may choose any poems that you want, whether in our eText or from another source, but be sure to use proper citations for each of them. Discuss how the poet’s life has influenced her or his poetry. You may find context from the poet’s childhood, personal experiences, etc. and link them to poems of your choice.
Be careful not to give me five pages of biography!
When referencing poems, you may quote specific lines but
do not
type the entire poem into your essay.
MLA Format
5-6 pages, double spaced, not including Works Cited page
Works Cited page
Proper in-text citations
.
Choose 1 topic to write an essay. Dont restate all the time. Write .docxspoonerneddy
Choose 1 topic to write an essay. Don't restate all the time. Write your own thoughts. 800 words.
1. Jesus was both a person of his times and a figure whose teachings have obviously transcended his specific context. How did Jesus’s life and teachings better fit the first century? How do Jesus’s life and teachings seem to apply today? Which do you think better characterizes Jesus’s actual life and teachings? Is it more convincing to you that the first century Jesus resists our expectations, or that he anticipates them?
2. Jesus and the early Christians were a part of the larger Jewish context. At the same time, they also brought a number of innovations and new combinations. Compare Jesus’s life and message to that of the Pharisees, Essenes, followers of John the Baptist, Sadducees, priests, and/or the temple. How did Jesus and the early Christians fit with these other Jewish groups? How did they challenge them? Is it more convincing to you that Jesus and the early Christians were part of first century Judaism, or that they pushed to create a new religion?
3. Jesus avoided political attention for most of his life and work. Whatever he taught, he taught it skillfully and carefully enough that political figures allowed him to continue when many others were crucified. And yet, at the end, he too was crucified, but alone. Describe both the ways in which the historical Jesus avoided political confrontation and the ways in which he touched on politically sensitive ideas. Which gives us a better portrait of Jesus—the one who was politically cautious, or the rebel?
.
Choose 1 focal point from each subcategory of practice, educatio.docxspoonerneddy
Choose 1 focal point from each subcategory of practice, education, research and administration and describe how the APRN can provide effective care in end of life management
Using the American nurses association position statement, recommendations for improvement in end of life management focuses on practice, education, research and administration. Listed below are steps that nurses can take to overcome barriers in healthcare practice.
Practice
1. Strive to attain a standard of primary palliative care so that all health care providers have basic knowledge of palliative nursing to improve the care of patients and families.
2. All nurses will have basic skills in recognizing and managing symptoms, including pain, dyspnea, nausea, constipation, and others.
3. Nurses will be comfortable having discussions about death, and will collaborate with the care teams to ensure that patients and families have current and accurate information about the possibility or probability of a patient’s impending death.
4. Encourage patient and family participation in health care decision-making, including the use of advance directives in which both patient preferences and surrogates are identified.
Education
1. Those who practice in secondary or tertiary palliative care will have specialist education and certification.
2. Institutions and schools of nursing will integrate precepts of primary palliative care into curricula.
3. Basic and specialist End-of-Life Nursing Education Consortium (ELNEC) resources will be available.
4. Advocate for additional education in academic programs and work settings related to palliative care, including symptom management, supported decision-making, and end-of-life care, focusing on patients and families.
Research
1. Increase the integration of evidence-based care across the dimensions of end-of-life care.
2. Develop best practices for quality care across the dimensions of end-of-life care, including the physical, psychological, spiritual, and interpersonal.
3. Support the use of evidence-based and ethical care, and support decision-making for care at the end of life.
4. Develop best practices to measure the quality and effectiveness of the counseling and interdisciplinary care patients and families receive regarding end-of-life decision-making and treatments.
5. Support research that examines the relationship of patient and family satisfaction and their utilization of health care resources in end-of-life care choices.
Administration
1. Promote work environments in which the standards for excellent care extend through the patient’s death and into post-death care for families.
2. Encourage facilities and institutions to support the clinical competence and professional development that will help nurses provide excellent, dignified, and compassionate end-of-life care.
3. Work toward a standard of palliative care available to patients and families from the time of diagnosis of a serious illness or an injury.
4. Suppo.
Choose 1 focal point from each subcategory of practice, education, r.docxspoonerneddy
Choose 1 focal point from each subcategory of practice, education, research and administration and describe how the APRN can provide effective care in end of life management.
Using the American nurses association position statement, recommendations for improvement in end of life management focuses on practice, education, research and administration. Listed below are steps that nurses can take to overcome barriers in healthcare practice.
Practice
1. Strive to attain a standard of primary palliative care so that all health care providers have basic knowledge of palliative nursing to improve the care of patients and families.
2. All nurses will have basic skills in recognizing and managing symptoms, including pain, dyspnea, nausea, constipation, and others.
3. Nurses will be comfortable having discussions about death, and will collaborate with the care teams to ensure that patients and families have current and accurate information about the possibility or probability of a patient’s impending death.
4. Encourage patient and family participation in health care decision-making, including the use of advance directives in which both patient preferences and surrogates are identified.
Education
1. Those who practice in secondary or tertiary palliative care will have specialist education and certification.
2. Institutions and schools of nursing will integrate precepts of primary palliative care into curricula.
3. Basic and specialist End-of-Life Nursing Education Consortium (ELNEC) resources will be available.
4. Advocate for additional education in academic programs and work settings related to palliative care, including symptom management, supported decision-making, and end-of-life care, focusing on patients and families.
Research
1. Increase the integration of evidence-based care across the dimensions of end-of-life care.
2. Develop best practices for quality care across the dimensions of end-of-life care, including the physical, psychological, spiritual, and interpersonal.
3. Support the use of evidence-based and ethical care, and support decision-making for care at the end of life.
4. Develop best practices to measure the quality and effectiveness of the counseling and interdisciplinary care patients and families receive regarding end-of-life decision-making and treatments.
5. Support research that examines the relationship of patient and family satisfaction and their utilization of health care resources in end-of-life care choices.
Administration
1. Promote work environments in which the standards for excellent care extend through the patient’s death and into post-death care for families.
2. Encourage facilities and institutions to support the clinical competence and professional development that will help nurses provide excellent, dignified, and compassionate end-of-life care.
3. Work toward a standard of palliative care available to patients and families from the time of diagnosis of a serious illness or an injury.
4. Sup.
Chinese HistoryBased on the lecture on Chinese History and Marxi.docxspoonerneddy
Chinese History
Based on the lecture on Chinese History and Marxist Historiography that we can observe that women’s values for love and marriage have changed dramatically. China entered different periods from the feudal system to the opening of China. In the feudal period, people attached importance to family ethics took the land as the main interest and lived a life according to family rules. However, after China entered the capitalist era, capitalism encouraged people to pursue money and material life.
Marriage and love are very important to a woman. However, at different times, a woman has a completely different way of life. For example, Yulian lived in a feudal period dominated by family so she put her husband's family first. In my opinion, Yulian sacrificed her love and happiness for putting family first, which is a great thing but not worth it. However, Jia Jia from the beginning of the gold digger because of a series of events and become a brave pursuit of their own love and life woman is very worthy of praise.
With the passage of time, people's concept has changed gradually, from the old conservative value of family to the priority of their own ideas, from the pursuit of land as the interest standard to the pursuit of money and material life as the most important goal, which is an important symbol of the changing times.
Jia Jia and Julian have something in common. They all focus on who can give them a stable and good life. However, the difference is that Yulian follows the traditional idea of giving priority to her family but Jia Jia is based on their own ideas to live out their own life.
Marxist Historiography
1. Marxist Historiography has five different stages. The first stage is Primitive Communism, People at this stage use hunting as raw meat, which is the most important asset. The second stage is Oriental Slavery, the agricultural development began, and people willing to fight elsewhere and take slaves to cultivate for themselves. The most valuable is the slave. The third stage is Feudalism, serfs or peasants serve for their king and pay the rent or tax. Capitalism is the four-stage, the most important asset is money. The five-stage is Communism, for this stage that no more private ownership and it will be a world of peace and no war.
2. Base on Marxist Historiography lecture, the era of Yulian's life is very important to the family. She listens to her family's arrangements to get married and takes care of her husband's family after marriage. So I think Yulian is in the third stage of the Marxism Feudalism stage because people at this stage serve the king, they obedient and obey the rules. Yulian's life all follow her husband’s family and obey her family. Jia Jia emphasized that she has money from the beginning of the film. Anything she wants that she just use money to get it. All Jia Jia thinks that she can buy it with money. Therefore, Jia Jia is the fourth stage Capitalism stage in Marxism.
3. On the stage of Yulian so be .
Children need an Aesthetics Experience from the teacher and in the c.docxspoonerneddy
Children need an Aesthetics Experience from the teacher and in the classroom. The above document is a brief summary of Aesthetic and some key terms.
Do the following:
1. Read the document completely
2. Study the Key Terms
3. Use the key terms and determine which words can be used in a Early Childhood Classroom and which words can be used with an An Art Conversation with a child. Give a brief explanation of your reasoning
.
China’s economy
中国经济
http://worldmap.harvard.edu/chinamap/
How has China’s economy changed 1949-present?
What is the structure of PR China’s economy?
What are some major agricultural issues in China?
What are some industrial issues in China?
What is the Belt and Road Initiative?
What are the economic forces at work in China?
How has the economic reform policy progressed in China?
How has China’s economy changed 1949-present?
Economy Timeline
Mao 1950s Land reform, Collectivization, Great Leap Forward, 1960s Cultural Revolution
1976 Four Modernizations
Deng Reforms
1980s Agricultural Responsibility System
Socialist Economy with Chinese Characteristics
Exports
1992 Deng’s Southern tour
Regional Development, Coast, Interior
2000 Develop the West
2010 Moderate Prosperity, Technology, Green
2013 Third Plenum - China Dream
http://www.bbc.co.uk/news/business-25033622
http://www.bbc.com/news/world-asia-china-31744373
Videos
China in the Red
http://www.pbs.org/wgbh/pages/frontline/shows/red/
http://www.dailymotion.com/video/xen5f7_pbs-china-in-the-red-9-11_news
What are the lives of people like?
Form of Economy
Mixed Economy
Market-Leninism
Transition: Elements of Socialism, Market & Capitalism
What is the structure of PR China’s economy?
Ownership types: State, Collective, Private and individual, Foreign
Economic Indicators
GDP Trillion $25.36
GDP per capita $18, 200
GDP growth 6.9% GDP Composition
Agriculture 8%, Industry 40% Service 52%
Labor Composition
Agriculture 28%, Industry 29% Service 43%
Poverty 3.3%, <RMB2300 ( US$400)
Trade
Exports (number 1):
US 19, Hong Kong 12, Japan 6, South Korea 5
Electrical, computers, apparel, furniture, textiles
Imports ( number 2):
South Korea 10, Japan 9, US 9, Germany 5, Australia 5
Electrical, oil, medical, ore, vehicle, soybean
Structure of China’s Transitional Economy 1
Structure of China’s Transitional Economy
Industrial structure (compare to Japan and S. Korea)
Enterprise groups – SOE State Operated Enterprise
state support/control, losing money, 25% industry
Collective enterprises – independent of state
manager bought company from state
40% industry
TVE Enterprises – Township and Village Enterprises (former collective)
Owned operated by rural - Dynamic element of economy
Structure of China’s Transitional Economy 2
Private Entrepreneurs - small business, 20% industry
services/manufactures Difficult taxes, legality, politics
Foreign Ventures – partnerships, 10% industry
– commerce, industry
Agriculture - backbone of economy 8% econ
employment / food supply
Responsibility system, state out of agriculture
have right to work land
Food price control and some subsidies still exist
Economic Dualism
Industrial v. non-industrial : worker - peasant
Coastal & open cities v. hinterland “backward”
City v. country
urban v. rural
China Inc?
Simplified form
CCP
Business Bureaucracy
(SOE, Coll., TVE) (State Council)
Rural .
Childrens Health Insurance Program CHIP. Respond to the 5 questions.docxspoonerneddy
Children's Health Insurance Program CHIP. Respond to the 5 questions in 200 words per question using at least 4 source.
1. What is the CHIP program? When and how was it established? how does it benefit children’s health and wellbeing and that of the overall population?
2. How could the CHIP program continue to be successfully funded?
3. Who do you feel should be covered in the program?
4. How should the qualifications be set for being accepted?
5. Revise one evidence-based article regarding this program and the impact it has.
.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
chapter 7 Rolling Out the Performance Management Sys.docx
1. chapter
7
Rolling Out
the Performance
Management System
Good governance with good intentions is the hallmark of our
government.
Implementation with integrity is our core passion.
-Narendra Modi
Learning Objedives
By the end of th is chapter, you will be able to do the following:
1. Prepare the rollout and 1mplementat1on of a new or up- and
possibly. a manager 1n the role of arbitrator
dated and rev1sed performance management system by and final
decision maker.
sett1ng up a commumcat1on plan. appeals process. rater s.
Antic1pate unmtent1onal ratmg errors such as s1milar to
tra1mng program. and pilot test me. contrast. halo. pnmacy.
recency. negat1v1ty. f1rst lm-
2. Create a commumcahon plan that answers the followmg key
pression. stereotype. and attr1but1on.
quest1ons: What IS performance management? How does 6.
Design and 1mplement rater errors. frame of reference.
performance management lit 1n the orgamzabon·s strategy7 and
behavioral observat1on trammg programs to mmi-
How does everyone benefrt from the system7 How does the
2. mize the impact of umntent1onal ratmg errors.
performance management system work7 What are every- 7.
Devise a pilot test of the performance management system
one's responsrb1ht1es7 How IS performance management using
a selected group of employees and managers from
related to other key organrzatronal inrt1at1ves7
3. Prepare interventions aimed at dealing with cognitive
biases (i.e .. selective exposure. selective perception.
selective retention) and resistance to change, involve all
employees and understand their needs. provide facts and
consequences of the system. and use multiple channels of
communication and credible communicators.
4. Devise an appeals process to enhance the integrity of the
performance management system that involves the human
resources (HR) department. a panel of managers and peers.
the organization.
8. As soon as the performance management system is in place.
collect various measurements. such as number of individuals
evaluated, quality of performance informat1on gathered.
quality of performance discussion meetings. user satisfac-
tion with the system. overall cosUbenefit ratio. and unrt- and
organization-level performance indicators-all of these will
provide information regarding the system's effectiveness
and the extent to which it is working the way rt should and
whether it is producing the expected results.
197
1518 Part II System Implementation
3. Chapters 4 and 5 described operational details about how to
define and
measure performance. Chapter 6 described operational details
about perfor-
mance analytics- the process of collecting and compiling
performance data.
This chapter, the last one in Part II, continues to address
operational issues in
implementing a performance management system. Specifically,
it addresses
the steps needed to roll out the system, such as setting up good
communica-
tion and appeals procedures that will gain system acceptance,
implement
training programs to minimize unintentional rating errors, and
pilot test the
system. Finally, the chapter describes how to monitor the
system as soon as
it is in place to make sure it is working properly. Taken
together, these steps
are necessary to make sure that performance management is
implemented
w ith integrity.
Before we begin, here is an important clarification: The term
"implementation"
of the performance management system does not refer only to
launching an
entirely new system . In most cases, an organization will
already have some type
of performance management system, although it may be closer
to a once-a-year
performance appraisal system and not very effective. So, by
using the term
"implementation" we are referring not only to launching a new
system from
4. scratch, but also to revising and improving an existing one. For
example, it may
be the case that the organization is under new leadership, and
this new leadership
wants to implement a better system.
7-1 COMMUNICATION PLAN
In general, having more and better knowledge of the
performance management
system leads to greater employee acceptance and satisfaction.1
Organizations
often design a communication plan to ensure that information
regarding the
performance management system is disseminated widely in the
organization.
A good communication plan answers the following questions2:
• What is performance management? Answering this question
involves
providing general information about performance management,
how performance management systems are implemented in other
organizations, and the general goals of performance
management systems.
• How does perfonnance management fit into our strategy? To
answer this
question, we should provide information on the relation between
performance management and strategic planning. Specifically,
information is
provided on how the performance management system will help
accomplish
strategic goals. Recall that Chapter 3 addressed this issue in
detail.
• What is in it for me? A good communication plan describes
the benefits of
5. implementing performance management for all those involved.
• How does it work? Answering this question entails giving a
detailed
description of the performance management process and time
line: for
example, when meetings will take place, what the purposes of
each
meeting are, and when decisions about rewards will be made.
• What are my responsibilities? The communication plan should
include
information on the role and responsibilities of each person
involved at
Chapter 7 Rolling Out the Performance Management System 1H
each stage of the process. For example, it includes a description
of the
employees' and supervisors' main responsibilities in the
performance
management process.
• How is perfonnance management related to other initiatives?
The
communication plan should include information on the
relationship
between performance management and other initiatives and
systems,
such as training, promotion, and succession planning.
Figure 7-1 summarizes the questions that should be answered in
a state-of-the
science performance management communication plan. As an
6. example, consider
the performance management system for the position of Senior
Executive Service
(SES), which is a position in U.S. federal agencies such as the
Department of Justice,
Department of Interior, Department of Energy, and Department
of Commerce.3
SES members serve in key leadership positions directly below
the top presidential
Performance Management
Communication Plan
FIGURE 7-1
Performance Management
Communication Plan: Basic
Components
200 Part II System Implementation
appointees. SES members link the appointees to the rest of the
federal govern-
ment, and they are charged with overseeing various
governmental functions in
U.S. federal agencies.
The communication plan that the Department of Justice
implemented for
this performance management system answers each of the
questions described
earlier and included in Figure 7-1:
• What is performance management? The plan states the reasons
for the
7. department's implementing a performance management system
and
d iscusses what it is expected to accomplish. For example, it
explains
that performance management aims at promoting efficient and
effective
attainment of the department's mission, program objectives, and
strategic planning initiatives, and it also aims at motivating
high levels
of achievement and accountability. It also includes definitions
of several
key terms, including performance management system,
performance, progress
review, rating levels, and annual summary rating.
• How does performance management fit into our strategy? The
plan includes
a list of principles that g uide the system, including, "The
Department of
Justice federal leaders and managers create a climate for
excellence by
communicating their vision, values and expectations clearly." It
goes on to
detail all of the ways in which leaders in the agency do this. In
addition,
the director of the Office of Personnel Management (OPM)
describes
how the system would be used to implement key principles,
including
excellence.
• What is in it for me? There is clear information on how the
performance
management system will help the SES members be more
effective leaders
so that the department's mission can be achieved.
8. • How does it work? The plan outlines the steps in a
performance
management process, detailing the managers' responsibilities at
each step.
For example, it outlines the performance dimensions, the rating
categories,
and how to assign an overall rating.
• Wlzat are my responsibilities? The communication plan
outlines the
responsibilities of theSES members as well as their rating
official, the
person in charge of rating their performance. The plan em
phasizes
that leaders must create a high-performing culture by
continually
communicating expectations and rewarding high-achieving
performers.
• How is performance management related to other initiatives?
The
communication plan touches briefly on the importance of
linking system
outcomes to performance-based pay. The importance of training
to
maximize performance is also considered.
In summary, the communication plan implemented by the
Department of
Justice is quite detailed and provides answers to most, if not all,
of the key ques-
tions that should be addressed by a good plan. However, even if
a communication
plan answers all or most of the important questions, the fact that
the information
9. has been made available does not necessarily mean the
communication plan will
be successful in gaining acceptance of the system. This is
because people have
cognitive biases that affect what information is taken in and
how it is processed .
Also, in the case of an organization that already has a system in
place, and a better
Chapter 7 Ro lling Out the PerFormance Management System
201
one is being rolled out, it is likely that many people will not be
comfortable with
the change, and might engage in what is called resistance to
change.4 We discuss
these issues next.
7 ·1·1 Dealing with Cognitive Biases and Resistance to Change
There are three types of biases that affect the effectiveness of a
communication
plan, regardless of whether it includes the six components
shown in Figure 7-1.
Also, these biases are accentuated when people are not willing
or interested in
change. The biases are selective exposure, selective perception,
and selective retention..5
First, selective exposure is a tendency to expose our minds only
to ideas with
which we already agree. Those employees who already agree
that performance
management is a good idea may become involved in the
communication plan
activities, including reading about the system and attending
10. meetings describing
how the system works. On the contrary, those who do not see
much value in a
performance management system may choose not to read
information about it
and to not attend meetings about it. Second, selective perception
is a tendency to
perceive a piece of information as meaning what we would like
it to mean even
though the information, as intended by the communicator, may
mean the exact
opposite. Someone who believes performance management is
about only rewards and
punishments may incorrectly interpret that receiving formal
performance feedback
at the end of each quarter translates exclusively into receiving a
pay increase or a
bonus. Third, selective retention is a tendency to remember only
those pieces of
information with which we already agree. U an employee
perceives his employer
as vindictive, that employee is not likely to remember
information about how the
appeals process works or about other fair and equitable aspects
of the system.
Selective exposure, selective perception, and selective retention
biases are
pervasive and could easily render the communication plan
ineffective. Fortunately,
there are several ways to minimize the negative impact of these
biases, and
therefore, help gain support for the system. Consider the
following6:
• Involve employees. Involve employees in the design of the
11. system. People
s upport what they help create. The higher the level of
participation is in
designing the system, the greater the support for the system will
be.
• Understand employee needs. Understand the needs of the
employees and
identify ways in which these needs can be met through
performance
management. For example, do they want more feedback? Are
they
interested in development activities that would eventually lead
to a
promotion or a different job within the organization?
• Strike first. Create a positive attitude toward the performance
system before any negative attitudes and rumors are created.
Make
communications realistic and do not set up expectations you
cannot
deliver. Discuss some of the arguments that might be used
against the
system and provide evidence to counter them.
• Provide facts and consequences. Because of the presence of
cognitive biases,
facts do not necessarily speak for themselves. Clearly explain
facts about
the system and also explain what they mean or what the
consequences
are. Do not Jet employees draw their own conclusions because
they may
differ from yours.
12. 202 Part II System Implementation
• Put it in writing. In Western cultures, written communications
are usually
more powerful and credible than spoken communications
because they can be
carefully examined and challenged for accuracy. Create
documentation, which
is often posted online for everyone to download, describing the
system.
• Use multiple channels of communication. Use multiple
methods of
communication, including face-to-face (especially in the case of
small
and medium-size organizations) and virtual meetings, email,
TED
talks, and short video clips. In other words, allow employees to
be
exposed repeatedly to the same message delivered using
different
communication channels . Of course, make sure that all
channels convey
consistent information.
• Use credible communicators. Use credible sources to
communicate the
performance management system. In companies where HR
department
members are perceived as "HR cops" because they continually
emphasize
what cannot be done as opposed to how one's job can be done
better, it
may be better to use a different department or group. In such
situations,
13. communication should be delivered by people who are trusted
and
admired within the organization. It also helps if those delivering
the
communication and endorsing the system are regarded as key
and
powerful organizational players.
• Say it, and then, say it again. Repeat the information
frequently. Because
people can absorb only a small amount of information at a time,
and may
be resistant to change, the information must be repeated
frequently.
Table 7-1 summarizes what can be done to minimize cognitive
biases,
including selective exposure, selective perception, and selective
retention.
Consider the Department of Justice communication process,
described earlier
in this chapter. That p lan attempts to mirtimize negative biases
and gain sup-
port for the performance management system. For example,
although it is a
government agency and the performance management system is
a federal
mandate, the Office of Personnel Management (OPM) offered to
help managers
tailor the systems to their specific agencies. This is likely to
help employees
become more involved and is also helpful in addressing the
specific needs of
the employees in the various agencies.
The director of the OPM, who is a ·· · · · · · · · · · · · · · · · · · ·
· · · · · · · · · · · · · · · · · · · · · · · · · · · · ·
14. credible source of information on the TABLE 7·1
performance management system, set
a positive tone and even appealed to
employees' patriotism by including a
message from the United States Presi-
dent, reminding them of the importance
of serving the "American people." The
communication plan also provides facts
and conclusions about the system. For
example, it explains the reasoning for
realigning the performance management
system with the fiscal year, how to carry
ou t this time line, and the importance of
Interventions to Minimize the Effects of
Cognitive Biases and Resistance to Change
Involve employees
Understand employee needs
Stnke flfst
Provide facts and consequences
Put it in wnting
Use multiple channels of communication
Use credible communicators
Say 1t, and then, say 1t again
Chapter 7 Rolling Out the Performance Management System
15. 203
doing so. The communication plan is also posted on the
department's website.
There are also links to other websites with information about
performance
management. It is not clear whether the Department of Justice d
isseminated
the information using other media, such as short video clips.
But all in all, the
p lan implemented by the Department of Justice is a good
example of a com-
munication plan that attempts to minimize the detrimental
impact of cognitive
b iases and resistance to change.
In addition to implementing a communication plan, support for
the performance
management system can be gained by implementing an appeals
process. This
topic is discussed next.
7-2 APPEALS PROCESS
The inclusion of an appeals p rocess is important in gaining
employee acceptance
for the performance management system. The reason is that it
allows employees
to understand that if there is a disagreement regarding
performance ratings or
any resulting decisions, then such disagreements can be
resolved in an amicable
and nonretaliatory wal In addition, the inclusion of an appeals
process increases
the system's fairness.
When an appeals process is in place, employees have the ability
16. to question
two types of issues: judgmental and adrninistrative.8
Judgmental issues center
on the validity of the performance eval uation. For example, an
employee may
believe that a manager 's performance ratings for that employee
do not reflect
his actual performance. Administrative issues involve whether
the policies
and procedures were followed. For example, an employee may
argue that her
supervisor d id not meet with her as frequently as he had with
her coworkers
and that the feedback she is receiving about her performance is
not as thorough
as that received by her coworkers. Figure 7-2 includes a
surnrnary of the three
main levels involved in an appeals process.
Typically, when an appeal is first filed, the HR department
serves as a mediator
between the employee and the supervisor. An appeal sent to the
HR department
is usually called a Level 1 appeal. The HR department is in a
good position
to judge whether policies and procedures have been
implemented correctly,
and also, has good information about the various jobs, levels of
performance
expected, and levels of performance of other employees within
the unit and
organization. The HR department gathers the necessary facts
and brings them
to the attention of either the rater to encourage reconsideration
of the decision
that caused the appeal or to the complainant to explain why
17. there have been
no biases or violations. In other words, the HR d epartment
either suggests
corrective action to the supervisor or informs the employee that
the decision or
procedures were correct.
If the rater does not believe corrective action should be taken or
if the
employee does not accept the HR decision, and the appeal
continues, then the
process moves to Level 2. In Level 2, there is an outside
arbitrator that usually
consists of a panel of peers and managers. The panel reviews
the case, asks
questions, interviews witnesses, researches precedents, and
reviews policy. Then,
they simply take a vote to make the decision. In some cases, the
vote represents
204 Part II System Implementation
FIGURE 7-2
Steps in Appeals Process
• Appeal sent to human resource (HR) Department
• HR gathers necessary facts
• HR contacts rater and suggests corrective action
(if neocesary)
• Appeal sent to outside arbitrator (e.g., panel of peers
and managers)
18. • Arbitrator reviews the case, gathers additional
inforrnatoin as needed, votes, and/or forwards to a
high-level manager
• High-level manager (e.g., vice president)
• Takes panel's vote into consideration and makes final
decision
the final decision. In other cases, the vote is forwarded to a
high-level manager
(vice president or higher level), who takes the panel's vote into
consideration in
making the final decision.
Box 7-1 shows some of the key sections of the performance
management
appeals process for employees at the University of Lethbridge
in Canada.
The appeals process is intended to air concerns and to resolve
disagreements.
The purpose of this specific policy is to provide employees and
management
with a means for resolving disagreements involving
performance evaluations.
The information shown in the box describing the appeals
process at the
University of Lethbridge spells out the steps involved, the time
line that should
be followed, and the various outcomes that could be expected.
Given that such a
policy is in place, employees are given assurances that if there
is an appeal, the case
will be treated fairly and as objectively as possible. Once again,
this should help
gain support for the performance management system. From
19. your perspective,
how does this process compare to the one summarized in Figure
7-2? Is there
anything missing that the University of Lethbridge should
consider adding?
Chapter 7 Rolling Out the PerFormance Management System
205
Box 7-1
Company Spotlight: University of Lethbridge
Performance Management Appeals Process
Purpose
The Appeal Process is a means for Employees and Supervisors
to resolve disagreements involving the Performance Evaluation
process. This Appeal Process does not in any way circumvent
or prohibit an employee from the invocation of Article 12;
Grievance Procedure.
Principles
All appeals:
1. Are to be conducted with diplomacy and
impartiality.
2. Aspire to construct and provide the best possible
information.
3. Maintain confidentiality and respect for the
individual.
Process
If an Employee disagrees with the result of their Performance
20. Evaluation, as conducted by their Supervisor, the Employee
may appeal in writing to the Office of Human Resources.
A request for appeal must be received within ten (10)
Work Days of the date of the Employee's signature on
the Performance Evaluation. The deadline for all written
appeals is the last work day in June. Late applications
shall not be subject to appeal except under extraordinary
circumstances as determined by the Associate VP HR and
Admin. Submission of an appeal must be with the use of
the Performance Evaluation Appeal Form.
Level 1
Following the receipt of an appeal, a member of the
Human Resources Department will conduct a confidential
investigation, gathering information in discussion with
the Employee, the Supervisor, and where necessary other
informed parties. A recommendation for resolution will be
put forward by HR to the Supervisor and Employee. If an
agreement cannot be reached at Level 1 then the appeal
w ill move to Level 2 of the Appeals Process.
Level 2
The appeal will be brought before a Performance Evalu-
ation Committee whose membership sha ll consist of
three (3) AUPE (Alberta Union of Provincial Employees)
Representatives, three (3) Representatives of the Board
and a Facilitator from Human Resources. The committee
members will rema in consistent for all appeals relating
to the evaluation period except in circumstances where
members with a substantial personal or professional
relationship with the employee under appeal shall not
participate in the review.
The committee will consider the information collected by
Human Resources in Level 1, as well as any relevant evidence
21. that may be offered by the Employee and the Supervisor,
and may seek out other sources that the committee deems
to be of relevance to the appeal. The committee will have
f ive (5) Work Days from the date the committee was
convened to review the evidence and then forma lly
issue a ruling.
Level 3
In the event that an agreement is not achieved in Level 2 the
matter will continue as a grievance commencing at Step 2
of Article 12: Grievance Procedure.
Once a consensus has been reached and signed by
all parties involved, at any point in the appeal process,
the revised Performance Eva luation wi ll be fina l and
not subject to further appeal. All documentation w ill
be forwarded to the Human Resources department and
will remain confidential. The employee may at anytime
withdraw the appeal request by writing to the Associate
VP HR and Admin who will inform the members of the
committee.
Performance Management- Appeals Process & Appeals Form.
AvaiJable online at https://www.uleth.ca/hr/perfonnance--
management..appeals·
p rocess-appeaJs.lonn. Retrieved on january 2, 2018.
206 Part II System Implementation
7-3 TRAINING PROGRAMS FOR MINIMIZING
UNINTENTIONAL
RATING ERRORS
Training the raters is another necessary step to prepare for the
22. rollout of the
performance management system. Training not only provides
participants in
the performance management system with needed skills and
tools to do a good
job implementing it, but also helps increase satisfaction with
the system.9
In Chapter 6, we discussed what to do to minimize intentional
rating distortion.
But unintentional errors also affect the accuracy of ratings.
Specifically, before rolling
out the performance management system, we should consider
implementing
rater training programs that address how to identify and rank
job activities and
how to observe, record, and measure performance.
7-3-1 Rater Error Training
Many performance management systems can be plagued with
rating errors. In
fact, rating errors are usually the reason why so many
performance management
systems are usually criticized. to Accordingly, the goal of rater
error training (RE'T)
is to make raters aware of what rating errors they are likely to
make and to help
them develop strategies to minimize those errors. In other
words, the goal of RET
is to increase rating accuracy by making raters aware of the
unintentional errors
they are likely to make.
RET programs generally include definitions of the most typical
errors and a
description of possible causes for those errors. Such programs
23. also allow trainees to
view examples of common errors and to review suggestions on
how to avoid making
errors. This can be done by showing video vignettes designed to
elicit rating errors
and asking trainees to fill out appraisal forms regarding the
situations they observed
on the video clips. Finally, a comparison is made between the
ratings provided by
the trainees and the correct ratings. The trainer then explains
why the errors took
place, which specific errors were made, and ways to overcome
the errors in future.
RET does not guarantee increased accuracy. Raters do become
aware of
the possible errors they can make, but precisely because many
of the errors are
unintentional, simple awareness of the errors does not mean that
errors will not
be made. Nevertheless, it may be useful to expose raters to the
range of possible
errors. These errors include the following:
• Similar to me error. Similarity leads to attraction, so we tend
to favor those
who are similar to us. Consequently, in some cases, raters are
more likely
to give higher performance ratings to those employees who are
perceived
to be more similar to them in terms of attitudes, preferences,
personality,
and demographic variables, including race and gender.
• Contrast error. Contrast error occurs when, even if an absolute
measurement
24. system is in place, raters compare individuals with one another,
instead
of against predetermined standards. For example, when a rater
rates an
individual of only average performance, the rating may actually
be higher
than deserved if the other individuals rated by the same rater
display
substandard performance levels: the average performer may
seem to be
much better in comparison to the others. This error is most
likely to occur
Chapter 7 Rolling Out the Performance Management System
207
when raters complete multiple appraisal forms at the same time
because, in
such situations, it is difficult to ignore the ratings given to other
employees.
• Halo error. Halo error occurs when raters fail to d istinguish
between
the different aspects of performance being rated. Recall, we
described
this error in Chapter 6 in the context of peer eval uations. If an
employee receives a high score on one d imension, she also
receives
a high score on all other d imensions, even though performance
may
not be even across all dimensions. For example, if an employee
has a
perfect attendance record, then the rater may give her a high
mark on
25. dedication and productivity. The perfect attendance record,
however,
may be caused by the fact that the employee has large loan
payments
to make and cannot afford to miss work, not because …
Module 12 Critical Thinking Assignment
Capital Budgeting Techniques
Problem 12-1: Net Present Value (NPV)
Chapter 10
Wild Horse Corporation is considering a major expansion that
will cost SAR 22,000,000.
Annual cash flows from the project are expected to be SAR
4,950,000 for 6 years.
The firm uses a discount rate of 8%.
Calculate the Net Present Value (NPV) of the project.
26. Problem 12-2: Profitability Index (PI)
Chapter 10
Wild Horse Corporation is considering a major expansion that
will cost SAR 22,000,000.
Annual cash flows from the project are expected to be SAR
4,950,000 for 6 years.
The firm uses a discount rate of 8%.
Calculate the Profitablility Index (PI) of the project. (Round to
2 decimal places.)
Problem 12-3: Internal Rate of Return (IRR)
Chapter 10
Wild Horse Corporation is considering a major expansion that
will cost SAR 22,000,000.
Annual cash flows from the project are expected to be SAR
4,950,000 for 6 years.
The firm uses a discount rate of 8%.
27. Calculate the Internal Rate of Return (IRR) of the project.
(Round to 2 decimal places.)
Problem 12-4: Payback
Chapter 10
Wild Horse Corporation is considering a major expansion that
will cost SAR 22,000,000.
Annual cash flows from the project are expected to be SAR
4,950,000 for 6 years.
The firm uses a discount rate of 8%.
Calculate the Payback Period for the project. (Round to 2
decimal places.)
Problem 12-5: NPV, PI, IRR and Payback
Chapter 10
28. Recalculate (a) NPV, (b) PI, (c) IRR and (d) Payback for the
facts above
using a discount rate of 12%.
Problem 12-6: Uneven cash flows
Chapter 10
Western Ranch Corporation is considering the two following
projects with amounts in SAR.
(a) Calculate the NPV for each project assuming a discount rate
of 10%.
(b) Explain which project is better and why.
Project A
Project B
Cash outflow:
(40,000,000)
(40,000,000)