2. Performance Management DEFINITION CONCERN CONCERN with Outcomes CONCERN with Planning CONCERN with Measurement &Review CONCERN for Shareholder CONCERN with continuous development Ethical Concern
3. Performance Management Scope of Performance Management Factors affecting Performance:- Personal factors Leadership factors Team factors System factors Situational factors
7. Performance Management Principles of Performance Management Translate corporate goals into individual, team, departmental goals Clarify corporate goals It is a continuous & evolutionary process It requires continuous feedback It should apply to all staff It measures and assesses all performance against jointly agreed goals.
9. Performance Management Concept of learning organization Systematic problem solving Experimentation Learning from past experience Learning from others Transferring knowledge quickly
10. Performance Management Link between Performance Management and pay Paying for performance It motivates people to perform better or to develop their skills and competences It delivers the messages that performance and competence are important It is fair and equitable to reward people differentially according to their performance or contribution. It is also called Performance related pay(PRP)
12. Measuring Performance Appropriate performance measurement:- Ensure customer requirements Provide standards for comparisons Provide visibility and scorecard for people to monitor their own performance level Highlights quality problem and determines areas for improvement Justify the use of resources Provide proper feedback
13. Performance Management Different approaches to measuring organizational performance A balanced scorecard The European foundation for quality management (EFQM) model Economic value added Other traditional financial measures
16. The European Foundation For Quality Management (EFQM) Excellence model The (Excellence) Model is based on the principle that the fundamentals of running a successful organisation in the public, private or voluntary sector are the same - no matter what type, or size, of organization they are applied to. The Model distils these principles into a framework of assessment and analytical criteria which can be applied to a whole organization, a department, division, or operational unit. Joe Goasdoue, Chief Executive of the British Quality Foundation Nine criteria of the Model Each of the nine criteria featured in the 'Model' are described by the British Quality Foundation as follows.
18. Nine criteria of the Model 1 Leadership. How leaders develop and facilitate the achievement of the mission and vision, develop values for long-term Success and implement these via appropriate actions and behaviors, and are personally involved in ensuring that the organization's management system is developed and implemented. 2 People. How the organization manages, develops and releases the knowledge and full potential of its people at an individual, team-based and organization-wide level, and plans these activities in order to support its policy and strategy and the effective operation of its processes. 3 Policy and strategy. How the organization implements its mission and vision via a clear stakeholder-focused strategy, supported by relevant policies, plans, objectives, targets and processes. 4 Partnerships and resources. How the organization plans and manages its external partnerships and internal resources in order to support its policy and strategy and the effective operation of its processes. 5 Processes. How the organization designs, manages and improves its processes in order to support its policy and strategy and fully satisfy, and generate increasing value for, its customers and other stakeholders. 6 People results. What the organization is achieving in relation to its people. 7 Customer results. What the organization is achieving in relation to its external customers. 8 Society results. What the organization is achieving in relation to local, national and international society as appropriate. 9 Key performance results. What the organization is achieving in relation to its planned performance.
19. Performance Management 360-Degree feedback Performance and development review 5 key elements of performance review meetings- Measurement Feedback Positive reinforcement Exchange of view Agreement
