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Chapter 8 - Performance Management

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Kim Michelle Tan
Kim Michelle Tan

The document discusses performance management. It defines performance management as specifying job aspects through analysis and measuring them via appraisal to provide feedback. It identifies purposes as strategic, administrative, and developmental. It discusses criteria for effective systems, approaches like comparative and attribute, and reducing rater errors through training. Managers should diagnose causes of poor performance and develop legally sound systems.

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PERFORMANCE MANAGEMENT Group 5 Bulut, Kyle Cano, Jeffrey Gregorio, Gabby Manguba, Mike Tan, Kim
OBJECTIVES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WHAT IS PERFORMANCE MANAGEMENT? ,[object Object]
DEFINING PERFORMANCE ,[object Object],[object Object]
MEASURING PERFORMANCE ,[object Object],[object Object]
FEEDING BACK PERFORMANCE INFORMATION ,[object Object],[object Object]
PRACTICE OF PERFORMANCE MANAGEMENT ,[object Object],[object Object],[object Object]
MODEL OF PERFORMANCE MANAGEMENT
PURPOSES OF PERFORMANCE MANAGEMENT Strategic Administrative Developmental
STRATEGIC ,[object Object]
ADMINISTRATIVE ,[object Object]
DEVELOPMENTAL ,[object Object]
RECOMMENDATIONS FOR DEVELOPING AN EFFECTIVE PERFORMANCE MANAGEMENT SYSTEM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PERFORMANCE MEASURES CRITERIA
STRATEGIC CONGRUENCE ,[object Object]
VALIDITY ,[object Object]
RELIABILITY ,[object Object]
ACCEPTABILITY ,[object Object]
SPECIFICITY ,[object Object]
APPROACHES TO MEASURING PERFORMANCE
COMPARATIVE APPROACH ,[object Object]
THERE ARE THREE (3) KINDS: ,[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
EVALUATING THE COMPARATIVE APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ATTRIBUTE APPROACH ,[object Object]
EVALUATING THE ATTRIBUTE APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BEHAVIORAL APPROACH
CRITICAL INCIDENTS ,[object Object]
BEHAVIORALLY ANCHORED RATING SCALES
BEHAVIORAL OBSERVATION SCALES
ORGANIZATIONAL BEHAVIOR MODIFICATION ,[object Object]
ASSESSMENT CENTERS ,[object Object]
RESULT APPROACH
MANAGEMENT BY OBJECTIVES
QUALITY APPROACH
[object Object],[object Object],[object Object],[object Object]
DIFFERENCES FROM TRADITIONAL APPROACH ,[object Object],[object Object],[object Object],[object Object]
STATISTICAL PROCESS CONTROL TECHNIQUES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PARETO CHART
CONTROL CHART
HISTOGRAM
SCATTERGRAM
PERFORMANCE INFORMATION SOURCES Customers Peers Self Subordinates Managers 8-
HEURISTICS ,[object Object],[object Object],[object Object],[object Object]
PERFORMANCE MEASUREMENT RATER ERRORS ,[object Object],[object Object],[object Object],[object Object],[object Object],8-
REDUCING RATER ERRORS AND POLITICS ,[object Object],[object Object],[object Object],[object Object],8-
PERFORMANCE FEEDBACK ,[object Object],[object Object]
PERFORMANCE FEEDBACK (CONT.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WHAT MANAGERS CAN DO ,[object Object],Employee Characteristics Performance Standards/ Goals Feedback Consequences Input 5 Factors to Consider When Analyzing Poor Performance
WHAT MANAGERS CAN DO (CONT.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DEVELOPING SYSTEMS ,[object Object],[object Object],[object Object],[object Object],[object Object]
CHARACTERISTICS OF A SYSTEM THAT WILL WITHSTAND LEGAL SCRUNITY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
USE OF TECHNOLOGY ,[object Object],[object Object]
SUMMARY ,[object Object],[object Object],[object Object],[object Object]
MINI-QUIZ ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
VIDEOS TO WATCH: ,[object Object],[object Object]
[object Object]

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Chapter 8 - Performance Management

Editor's Notes

  1. Per
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