Performance is often defined simply in output term .i.e. the achievement of quantified objectives.
-It is however not only the matter of what people achieve but how they achieve it.
-Performance means both behaviors and results. Behaviour emanates from the performer and transform performance from abstraction to action. Not just the instruments for results, behaviors are also outcomes in their own right – the product of mental and physical effort applied to tasks – and can be judged apart from results.
performance management – considers inputs (behaviour) and outputs (results).
The document discusses performance management and its evolution over different phases. It began with annual performance appraisals in the 1960s to evaluate employee behaviors. In the 1970s, employees could provide their accomplishments and quantitative metrics were considered. The fourth phase in the mid-1970s introduced performance planning, review, and development. The fifth phase emphasized performance-driven development, planning, and continuous improvement. The objectives of performance management are to enable superior work, identify skills, boost performance through empowerment and rewards, and facilitate communication for coaching and development. It also addresses challenges in personnel management like conflicts, technological changes, competition, and managing restrictions.
The document provides guidance for new supervisors on key skills needed for success in their role. It discusses setting goals, demonstrating effective behaviors, decision-making, managing change, time management, communication skills, motivation, delegation, and training. Specific tips are provided in each area, such as prioritizing tasks, listening actively, giving constructive feedback, and clearly defining responsibilities when delegating. The overall message is that supervisors should stay aware of the big picture, create a productive work environment, and develop their employees' skills through goal-setting, decision-making, and effective management of time, communication and change.
This document discusses performance management in organizations. It defines performance management as a systematic process that involves employees in improving organizational effectiveness through accomplishing goals and missions. Key aspects of performance management include planning work, monitoring performance, developing capacity, periodically reviewing performance, and rewarding good performance. The overall aims are to align individual goals with organizational goals and improve performance at individual, departmental, and overall levels. Performance management helps clarify expectations, set goals, and encourage coaching and feedback to enhance commitment and performance.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
This document provides information and guidance about performance management for managers. It discusses the objectives of manager training on performance management and defines performance management as the process of managing people to do the right things and continuously improve. It explains that a formal performance management system helps align employee and company goals, drives engagement, and addresses legal obligations. The document outlines key steps in performance management like setting goals, coaching, and reviewing performance. It also discusses factors that can influence job attitudes and legal considerations around performance management.
This document discusses performance appraisal, including its purpose, design, and key success factors. It begins by defining the goals of performance appraisal as maximizing contribution to business objectives and providing an ongoing development cycle. It then covers designing an effective system, including using a competency-based approach, multi-rater feedback, and focusing on future development. The document emphasizes linking individual performance plans to business, functional, and team objectives. It concludes that clear communication and addressing cultural aspects are critical to the success of any performance appraisal system.
Performance management is defined as a strategic and integrated approach to delivering successful organizational results by improving employee performance and developing capabilities. It involves setting expectations, reviewing results, and rewarding performance. The goal is to establish a shared understanding of what needs to be achieved and develop an approach to managing employees so goals can be met. Performance is influenced by ability, motivation, and opportunity. It is measured using indicators like productivity, efficiency, innovation, and control of external factors. Performance appraisals assess accomplishments and develop plans for improvement. They are used for evaluation decisions, training needs assessments, and human resource functions like compensation, promotion, and succession planning.
This employee performance appraisal form reviews an employee's performance over a specified period. It contains 6 sections that evaluate the employee's responsibilities, core competencies, feedback from stakeholders, developmental goals, future goals, and comments. The goal of the review is to help the employee succeed in their career by improving performance and meeting expectations. Ratings are provided to assess performance in each area reviewed.
The document discusses performance management and its evolution over different phases. It began with annual performance appraisals in the 1960s to evaluate employee behaviors. In the 1970s, employees could provide their accomplishments and quantitative metrics were considered. The fourth phase in the mid-1970s introduced performance planning, review, and development. The fifth phase emphasized performance-driven development, planning, and continuous improvement. The objectives of performance management are to enable superior work, identify skills, boost performance through empowerment and rewards, and facilitate communication for coaching and development. It also addresses challenges in personnel management like conflicts, technological changes, competition, and managing restrictions.
The document provides guidance for new supervisors on key skills needed for success in their role. It discusses setting goals, demonstrating effective behaviors, decision-making, managing change, time management, communication skills, motivation, delegation, and training. Specific tips are provided in each area, such as prioritizing tasks, listening actively, giving constructive feedback, and clearly defining responsibilities when delegating. The overall message is that supervisors should stay aware of the big picture, create a productive work environment, and develop their employees' skills through goal-setting, decision-making, and effective management of time, communication and change.
This document discusses performance management in organizations. It defines performance management as a systematic process that involves employees in improving organizational effectiveness through accomplishing goals and missions. Key aspects of performance management include planning work, monitoring performance, developing capacity, periodically reviewing performance, and rewarding good performance. The overall aims are to align individual goals with organizational goals and improve performance at individual, departmental, and overall levels. Performance management helps clarify expectations, set goals, and encourage coaching and feedback to enhance commitment and performance.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
This document provides information and guidance about performance management for managers. It discusses the objectives of manager training on performance management and defines performance management as the process of managing people to do the right things and continuously improve. It explains that a formal performance management system helps align employee and company goals, drives engagement, and addresses legal obligations. The document outlines key steps in performance management like setting goals, coaching, and reviewing performance. It also discusses factors that can influence job attitudes and legal considerations around performance management.
This document discusses performance appraisal, including its purpose, design, and key success factors. It begins by defining the goals of performance appraisal as maximizing contribution to business objectives and providing an ongoing development cycle. It then covers designing an effective system, including using a competency-based approach, multi-rater feedback, and focusing on future development. The document emphasizes linking individual performance plans to business, functional, and team objectives. It concludes that clear communication and addressing cultural aspects are critical to the success of any performance appraisal system.
Performance management is defined as a strategic and integrated approach to delivering successful organizational results by improving employee performance and developing capabilities. It involves setting expectations, reviewing results, and rewarding performance. The goal is to establish a shared understanding of what needs to be achieved and develop an approach to managing employees so goals can be met. Performance is influenced by ability, motivation, and opportunity. It is measured using indicators like productivity, efficiency, innovation, and control of external factors. Performance appraisals assess accomplishments and develop plans for improvement. They are used for evaluation decisions, training needs assessments, and human resource functions like compensation, promotion, and succession planning.
This employee performance appraisal form reviews an employee's performance over a specified period. It contains 6 sections that evaluate the employee's responsibilities, core competencies, feedback from stakeholders, developmental goals, future goals, and comments. The goal of the review is to help the employee succeed in their career by improving performance and meeting expectations. Ratings are provided to assess performance in each area reviewed.
Performance Management Training Presentationjwatson1191
The document discusses performance management and reviews at Leader Dogs for the Blind. It provides objectives for a training session which include improving communication, conducting annual reviews, managing problem performance, and stimulating high performers. Key aspects of performance reviews covered are establishing SMART goals, conducting objective annual reviews, addressing performance issues, and the importance of documentation. The overall goal is to increase job satisfaction through fair and constructive performance management.
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
This document discusses effective supervisory skills for managers. It emphasizes that managers are important for setting and achieving organizational goals and linking workers to management. Essential skills include people management, technical skills, effective communication, delegation, providing feedback, achieving goals, leading and disciplining teams, managing conflicts, and managing oneself. Specific techniques are provided, such as using the HEAR model for communication, setting SMART goals, coaching direct reports, and resolving issues promptly. Overall, the document offers guidance to supervisors on developing critical skills for overseeing employees and operations.
This document discusses strategic human resource management and the HR scorecard. It begins with an outline of the strategic management process and different types of business strategies. It then explains what a strategic human resource management system is and why it is important to link HR with business strategy. The document introduces the HR scorecard approach for creating HR systems aligned with strategy. It discusses developing HR metrics and highlights, discussing topics like the importance of metrics, examples of metrics, data collection, and analyzing metrics. The presentation concludes with an explanation of how to develop an HR scorecard using a 10 step process.
KRA stands for Key Result Areas. It refers to the main objectives and outcomes an employee is responsible for achieving in their role. The process for determining KRAs involves listing main responsibilities, asking "why" for each activity to identify themes, and sharing the identified KRAs with others on their team. KRAs should be specific, measurable, achievable, related to the job, and time-bound. Identifying KRAs helps employees clarify their roles, set goals, focus on results, and improve time management and performance.
Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
The document discusses performance management and performance appraisal, including defining performance management, the purposes and processes of performance appraisal, methods for conducting performance appraisals, and common problems that can arise with performance management systems such as bias, manipulation, and creating anxiety for employees. Performance management aims to ensure employees meet organizational goals through ongoing feedback, while performance appraisal evaluates past performance for administrative purposes.
The document provides 3 tips for becoming an effective supervisor: 1) Use the C.O.A.C.H. method of being conviction-driven, practicing until perfect, being audible-ready, consistent, and honesty-based. 2) Effectively communicate by establishing trust, engaging employees, recognizing their work, and motivating them. 3) Develop conflict management skills like problem solving, facilitating dialogue and negotiation, and having an optimistic approach. Following these tips will create a positive learning environment and enhance organizational performance.
If the focus of corporate strategy is to create a sustained competitive advantage, then the focus of HR is to maximize its contribution to that advantage through its architecture.
This presentation explains how human resources managers can make the maximum contribution toward establishing value for your company and its shareholders.
Global College Malta offers a set of specially designed short courses, which are designed to increase your effectiveness at work and enhance your CV. The short courses will be delivered by Dr Ashok Srivastava, an experienced senior lecturer and full-time member of staff of Global College Malta, who also lectured in Dubai, USA and other countries.
This training program / workshop helps first-level managers/ supervisors de¬velop and apply key supervisory skills at work. It is intended for a wide group of supervisors / first level managers. It covers key skills which supervisors need to improve their own work performance and enhance the productivity of staff working under them.
Length: 3h
The document discusses effective performance management systems, outlining that they should align with organizational strategy and culture, be practical and easy to use, and monitor both results and behaviors. It also provides details on the key aspects of a performance management cycle including planning, monitoring, and reviewing performance. Guidelines are presented for setting goals for employees using the SMART framework and providing constructive feedback.
This document discusses the importance of supervisory development training. It notes that supervisors are the first line managers and their skills impact the speed of the entire organization. Effective supervisory skills include patience, commitment, respect, good judgment, and the ability to manage adversity. The methodology outlined includes providing a respectful workplace where ideas are valued, recognizing talent, short and long term career planning, empowering decision making, setting clear goals, and providing continuous feedback and rewards. Activities include solving problems immediately, reviewing team goals in line with organizational goals, and prioritizing work to meet targets.
This document discusses performance management and performance appraisals. It identifies key components of measuring employee performance, including quantity and quality of output, timeliness, attendance, efficiency and effectiveness. Performance is measured using trait-based, behavior-based and results-based information. Performance appraisals are used for administrative actions like compensation adjustments and promotions, as well as developmental actions like training and coaching. Appraisals can be conducted by supervisors, peers, employees or outsiders using methods like rating scales, rankings, narratives or management by objectives. Raters and employees require training to address errors and biases. Effective feedback is also important.
This document is a learning module on training design, development, and implementation. It was written by Henry John Nueva and published in 2018. The module uses the ADDIE model of instructional design and is comprised of 10 units to be completed over multiple sessions. It teaches learners how to analyze organizational needs, design training programs, develop learning activities, implement training, and evaluate results. The target audience is training professionals and HR personnel. The overall goal is to equip learners with the skills to create effective employee training that supports organizational strategic goals.
Performance management involves defining, monitoring, and rewarding employee performance that is aligned with organizational goals. It is an ongoing process that includes performance planning, regular feedback, development, and formal reviews. An effective performance management system considers organizational needs as well as employee development, uses measurable standards, and has manager and employee buy-in through participation.
The document discusses performance management and the performance appraisal process. It describes performance management as a process of goal setting, communication, observation, and evaluation to support employee development and organizational success. It outlines the reasons for performance management, including providing feedback to employees, encouraging self-improvement, and creating a shared understanding of performance standards. The document then details the various steps in the performance appraisal process, from planning meetings to conducting effective appraisals to following up with feedback.
This document discusses competency-based training and career development. It defines competencies as specific, observable work behaviors that distinguish high and low job performance. An effective competency framework identifies the knowledge, skills, attitudes, and behaviors required for success in different jobs. It benefits both organizations and employees by improving performance, supporting training and development, and providing clear expectations for career advancement. The document provides guidance on designing competency models, assessing training needs, and planning individual careers.
Performance management involves defining, measuring, and managing the performance of individuals, teams, and organizations. It aims to ensure that employees' goals are aligned with the strategic objectives of the organization. Effective performance management requires considering both behaviors and outcomes when evaluating performance. It also requires supporting employees through clear communication, resources, and an organizational context that maximizes their ability to perform well. While individual attributes and effort impact performance, research shows that systems factors and the work environment have a greater influence on how well a job is performed.
Performance Management Training Presentationjwatson1191
The document discusses performance management and reviews at Leader Dogs for the Blind. It provides objectives for a training session which include improving communication, conducting annual reviews, managing problem performance, and stimulating high performers. Key aspects of performance reviews covered are establishing SMART goals, conducting objective annual reviews, addressing performance issues, and the importance of documentation. The overall goal is to increase job satisfaction through fair and constructive performance management.
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
This document discusses effective supervisory skills for managers. It emphasizes that managers are important for setting and achieving organizational goals and linking workers to management. Essential skills include people management, technical skills, effective communication, delegation, providing feedback, achieving goals, leading and disciplining teams, managing conflicts, and managing oneself. Specific techniques are provided, such as using the HEAR model for communication, setting SMART goals, coaching direct reports, and resolving issues promptly. Overall, the document offers guidance to supervisors on developing critical skills for overseeing employees and operations.
This document discusses strategic human resource management and the HR scorecard. It begins with an outline of the strategic management process and different types of business strategies. It then explains what a strategic human resource management system is and why it is important to link HR with business strategy. The document introduces the HR scorecard approach for creating HR systems aligned with strategy. It discusses developing HR metrics and highlights, discussing topics like the importance of metrics, examples of metrics, data collection, and analyzing metrics. The presentation concludes with an explanation of how to develop an HR scorecard using a 10 step process.
KRA stands for Key Result Areas. It refers to the main objectives and outcomes an employee is responsible for achieving in their role. The process for determining KRAs involves listing main responsibilities, asking "why" for each activity to identify themes, and sharing the identified KRAs with others on their team. KRAs should be specific, measurable, achievable, related to the job, and time-bound. Identifying KRAs helps employees clarify their roles, set goals, focus on results, and improve time management and performance.
Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
The document discusses performance management and performance appraisal, including defining performance management, the purposes and processes of performance appraisal, methods for conducting performance appraisals, and common problems that can arise with performance management systems such as bias, manipulation, and creating anxiety for employees. Performance management aims to ensure employees meet organizational goals through ongoing feedback, while performance appraisal evaluates past performance for administrative purposes.
The document provides 3 tips for becoming an effective supervisor: 1) Use the C.O.A.C.H. method of being conviction-driven, practicing until perfect, being audible-ready, consistent, and honesty-based. 2) Effectively communicate by establishing trust, engaging employees, recognizing their work, and motivating them. 3) Develop conflict management skills like problem solving, facilitating dialogue and negotiation, and having an optimistic approach. Following these tips will create a positive learning environment and enhance organizational performance.
If the focus of corporate strategy is to create a sustained competitive advantage, then the focus of HR is to maximize its contribution to that advantage through its architecture.
This presentation explains how human resources managers can make the maximum contribution toward establishing value for your company and its shareholders.
Global College Malta offers a set of specially designed short courses, which are designed to increase your effectiveness at work and enhance your CV. The short courses will be delivered by Dr Ashok Srivastava, an experienced senior lecturer and full-time member of staff of Global College Malta, who also lectured in Dubai, USA and other countries.
This training program / workshop helps first-level managers/ supervisors de¬velop and apply key supervisory skills at work. It is intended for a wide group of supervisors / first level managers. It covers key skills which supervisors need to improve their own work performance and enhance the productivity of staff working under them.
Length: 3h
The document discusses effective performance management systems, outlining that they should align with organizational strategy and culture, be practical and easy to use, and monitor both results and behaviors. It also provides details on the key aspects of a performance management cycle including planning, monitoring, and reviewing performance. Guidelines are presented for setting goals for employees using the SMART framework and providing constructive feedback.
This document discusses the importance of supervisory development training. It notes that supervisors are the first line managers and their skills impact the speed of the entire organization. Effective supervisory skills include patience, commitment, respect, good judgment, and the ability to manage adversity. The methodology outlined includes providing a respectful workplace where ideas are valued, recognizing talent, short and long term career planning, empowering decision making, setting clear goals, and providing continuous feedback and rewards. Activities include solving problems immediately, reviewing team goals in line with organizational goals, and prioritizing work to meet targets.
This document discusses performance management and performance appraisals. It identifies key components of measuring employee performance, including quantity and quality of output, timeliness, attendance, efficiency and effectiveness. Performance is measured using trait-based, behavior-based and results-based information. Performance appraisals are used for administrative actions like compensation adjustments and promotions, as well as developmental actions like training and coaching. Appraisals can be conducted by supervisors, peers, employees or outsiders using methods like rating scales, rankings, narratives or management by objectives. Raters and employees require training to address errors and biases. Effective feedback is also important.
This document is a learning module on training design, development, and implementation. It was written by Henry John Nueva and published in 2018. The module uses the ADDIE model of instructional design and is comprised of 10 units to be completed over multiple sessions. It teaches learners how to analyze organizational needs, design training programs, develop learning activities, implement training, and evaluate results. The target audience is training professionals and HR personnel. The overall goal is to equip learners with the skills to create effective employee training that supports organizational strategic goals.
Performance management involves defining, monitoring, and rewarding employee performance that is aligned with organizational goals. It is an ongoing process that includes performance planning, regular feedback, development, and formal reviews. An effective performance management system considers organizational needs as well as employee development, uses measurable standards, and has manager and employee buy-in through participation.
The document discusses performance management and the performance appraisal process. It describes performance management as a process of goal setting, communication, observation, and evaluation to support employee development and organizational success. It outlines the reasons for performance management, including providing feedback to employees, encouraging self-improvement, and creating a shared understanding of performance standards. The document then details the various steps in the performance appraisal process, from planning meetings to conducting effective appraisals to following up with feedback.
This document discusses competency-based training and career development. It defines competencies as specific, observable work behaviors that distinguish high and low job performance. An effective competency framework identifies the knowledge, skills, attitudes, and behaviors required for success in different jobs. It benefits both organizations and employees by improving performance, supporting training and development, and providing clear expectations for career advancement. The document provides guidance on designing competency models, assessing training needs, and planning individual careers.
Performance management involves defining, measuring, and managing the performance of individuals, teams, and organizations. It aims to ensure that employees' goals are aligned with the strategic objectives of the organization. Effective performance management requires considering both behaviors and outcomes when evaluating performance. It also requires supporting employees through clear communication, resources, and an organizational context that maximizes their ability to perform well. While individual attributes and effort impact performance, research shows that systems factors and the work environment have a greater influence on how well a job is performed.
Do annual performance reviews help mission-driven organizations succeed or are they just another administrative function that takes time away from more important things? We believe that a well designed system can provide positive feedback to employees helping them do a better job and create a stronger organization. But doing so in the proper setting, context, and manner is critical to carrying out successful performance reviews. We'll show you how during this 60-minute design strategy workshop.
Reward Systems and Legal Issues {Lecture Notes}FellowBuddy.com
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performance management Mzumbe UniversityNesto Mark
This document provides an overview of performance management. It defines performance management and discusses its rationale, scope, background, factors influencing performance, key processes, and general principles. Performance management is presented as a strategic approach to improve organizational and individual performance through goal setting, feedback, coaching, development, and appraisal. The full performance management cycle and how its components are integrated is explained.
Performance Management at Vitality Health Care
- By Dr. Ratna Sinha, Associate Professor, ISBR Business School, Bangalore
This 27 slide presentation is the destination to understand how to use the Six Thinking Hats for performance management of the organisation. It explains how to process information and solve problem with the rainbow colour hats. Each slide in his presentation includes a detailed description of a different hat colour and its application. Six hat technique explained with the Vitality Health Care Organisation, further describes, how it allows the necessary emotion and scepticism to be brought into rational decisions and opening up an opportunity for creativity within decision making. This presentation describes the nature and the contribution of each colour of the hat in different predicament circumstances.
Introduction to performance management framework in public serviceGabriel Lubale
The document discusses performance management frameworks in the public sector in Kenya. It provides an overview of key concepts like results-based management, performance contracting, and the performance appraisal system used in Kenya. Some achievements of implementing performance management include gaining political support, releasing sector performance standards, and engaging in flagship projects. Challenges include lack of sensitization, resources, and sabotage by some stakeholders in signing performance contracts and submitting to evaluations.
Advantage and disadvantage of performance appriccialGaurav Rai
This document discusses different performance appraisal methods, including traditional and modern techniques. It provides details on essay evaluation, paired comparison, rating scales, assessment centers, 360 degree feedback, and behaviorally anchored rating scales.
Traditional methods like essay evaluation and paired comparison are effective but less structured, while rating scales are more systematic but basic. Modern techniques provide more insights but require more time and resources. Overall, performance appraisal aims to evaluate employees against objectives, provide feedback, and potentially motivate improvement, but must be implemented carefully to avoid biases and negative experiences.
This document discusses conflict management and resolution. It defines conflict as occurring when one party perceives their values, needs or identity are challenged or threatened. Conflict arises from situations, expectations, fear and misunderstandings. The document outlines various views and types of conflict, as well as conflict's stages and processes. It discusses constructive versus destructive conflict and models for conflict handling. Finally, the document provides techniques for conflict resolution, including communication, collaboration and compromise, as illustrated through the example of two girls resolving a dispute over an orange.
The survey found that while many organizations have begun preparing for potential skills gaps as older workers retire, preparation efforts are still in early stages for many. 40% of organizations have conducted strategic workforce planning assessments to identify future workforce needs over the next 5 years. Regarding replacing retiring older workers with younger workers, 27% of organizations are just becoming aware of this issue as a potential problem. Nearly half of organizations believe the loss of older workers' talent and skills over the next decade could potentially cause problems for their organization or industry.
Gathering Performance Information {Lecture Notes}FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
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This document provides an introduction to strategic human resource management (SHRM). It defines SHRM and discusses its objectives, approaches, models and role in business strategy. SHRM ensures HR practices are aligned with organizational goals and focuses on long-term people issues. It emphasizes organizational ethics and sustainability. The document outlines the stages of strategic management and differences between SHRM, HR strategy, and traditional HRM. Finally, it discusses SHRM concerns and benefits, such as integrating HR with business strategy and adjusting practices to support organizational strategy.
The document is a learning outline for a chapter on human resource management. It outlines key topics in HRM including why HRM is important, the HRM process, human resource planning, recruitment and selection, orientation and training, performance management, compensation and benefits, and current HRM issues. For each topic, it lists the main points to be covered and learning objectives. The outline provides a concise guide to the content and important concepts in the chapter on HRM.
The document defines performance management as a strategic approach to improving employee performance and developing capabilities through ongoing partnerships between supervisors and employees. It outlines the performance management process, including assessing skills, providing feedback, and setting responsibilities for supervisors and employees. The document also describes characteristics like being congruent with organizational strategy and identifying effective and ineffective performance.
The document outlines the key components of an effective talent management strategy: 1) planning for talent needs, 2) attracting critical talent, 3) recruiting critical talent, 4) assessing critical talent, 5) developing critical talent, and 6) retaining critical talent. It discusses challenges such as globalization and the war for talent, and provides examples from successful companies like SAS and Southwest Airlines that invest in their employees through benefits, culture and training. An integrated six-part talent strategy can help organizations compete for top talent as the global economy recovers.
The document discusses the role of strategic human resource management in business strategy. It defines strategic HRM as linking human resource functions with organizational strategic objectives to improve performance. It also discusses how HRM links into corporate strategy through environmental analysis, strategic formulation, implementation, and evaluation. Finally, it compares HRM and personnel management, noting that HRM is more strategic, proactive, and focuses on continuously developing the workforce, while personnel management is more reactive and routine.
Performance management systems (PMS) are used to evaluate employee performance and ability to perform tasks. An effective PMS is standardized, valid, legal, provides due process and proper training. A poorly implemented PMS can increase turnover, lower self-esteem, waste time and money, damage relationships, decrease motivation, and cause burnout through inaccurate or unfair feedback and evaluations lacking clear standards.
From Front Line to Bottom Line: Linking Individual Performance to Organisatio...The HR Observer
The document discusses performance management systems and linking individual performance to organizational objectives. It notes that effective performance management systems set objectives, provide feedback and measurement, enable capability building, include rewards, and follow a clear process. However, many organizations fail to fully implement performance management systems and instead focus on administrative aspects without clear links to purpose. Truly effective systems apply simple, principle-based practices customized to the organization and its needs, and address both formal and informal performance domains. Ongoing challenges include ensuring consistent application, embedding a culture of improvement, and monitoring line management's role in driving performance.
HR for Non HR_Performance Management Systemazischin
This presentation, titled "HR for Non HR: Performance Management," explores the critical aspects of effective performance management in the workplace. The deck covers the evolution of performance management, its significance for individuals, teams, and organizations, and the nine success criteria for an effective performance management system. It also delves into the importance of clear goal setting, performance feedback, performance differentiation, and managing poor performance. Additionally, the presentation addresses the legal implications of performance improvement plans and the risks of unfair dismissal and wrongful termination.
performance mangement in organization.pptxMwaiSilvester
This document discusses performance management. It defines performance management as an ongoing process to improve individual and organizational performance by aligning employee goals with company strategy and providing feedback, development, and recognition. The benefits of effective performance management include increased productivity, employee engagement and motivation, talent development and retention, strengthened communication and collaboration, and clearer goal alignment. The performance management cycle involves goal setting, ongoing feedback, performance reviews, and development and recognition. It also discusses setting SMART goals, providing effective feedback, challenges, strategies to overcome challenges, and the role of technology in performance management.
Human Resource Management - G.O.L TEAM by Mr. Sherif Osman Mostafa Mahmoud
This document discusses performance management and individual performance appraisals. It covers setting performance standards and goals, evaluating performance through methods like 360-degree feedback and balanced scorecards, and addressing errors in performance appraisals. Performance management aims to maintain or improve employee performance through continuous feedback, coaching, and assessing performance against goals. Individual performance appraisals measure how well employees meet work requirements and provide feedback for development.
This document provides an agenda and materials for a performance management training. The agenda includes discussions on leading change as a performance management champion, tools for lasting success, and action planning. Example topics covered include implementing North Carolina's emergency management accreditation program and strategic planning process. The training also discusses initiatives from the North Carolina Office of State Budget and Management like a performance management community of practice. Participants then have a breakout session to develop action plans around policy, program, or initiative changes at their organizations.
This document discusses performance management and the roles of various parties involved. It outlines the key steps in developing an effective performance evaluation system, including creating evaluation forms, setting performance measures, providing feedback guidelines, and establishing disciplinary procedures. It emphasizes that performance evaluations should be conducted fairly and consistently using standardized forms and measures. The roles of top managers, line managers, and employees are also summarized. Top managers are responsible for setting goals and culture, while line managers implement policies and need proper training. Employees should actively participate in the performance management process.
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What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Performance monitoring involves appraising employee performance on an ongoing basis to ensure goals are met and competencies are developed. It is done through maintaining performance records, identifying key performance indicators, and conducting periodic reviews. The objectives of performance monitoring include fulfilling tasks and goals on time, improving employee performance, and facilitating career development through continuous learning. The process involves using written reports, scheduled meetings, and on-site inspections to gather information on employee performance.
Performance management consists of defining goals, assessing performance against those goals, and providing reinforcement. It is influenced by factors like business strategy and employee involvement. Goals should be specific, challenging but attainable. Participation in goal setting increases commitment. Management support and feedback are also important. Management By Objectives involves managers and subordinates jointly setting objectives and action plans. However, MBO can be time-consuming and require strong managerial skills. Performance appraisal evaluates employee performance and is needed for decisions around pay, promotion, development, and planning. The method depends on its purpose and may involve multiple raters. Objectives include career planning, identifying strengths/weaknesses, and training needs.
This training covers performance management for supervisors. It discusses the difference between performance appraisal and performance management, the importance of setting SMART goals and providing continuous feedback, methods for conducting appraisals, and avoiding rater errors. The agenda includes setting goals and objectives, rating scales, and evaluating performance on an ongoing basis rather than just annually.
Performance management is an ongoing process that occurs throughout the year to communicate between supervisors and employees about accomplishing organizational objectives. It entails providing feedback and identifying training/growth opportunities to improve performance. The goals of performance reviews are to assess past performance, provide feedback, identify promotion potential, and assess training needs. Creating an effective performance management system requires using behavior-based measures, combining absolute and relative standards, providing ongoing feedback, using multiple raters, and training appraisers. Common reasons performance appraisal programs fail include lack of management support, skills in conducting reviews, commitment from employees, and perceptions of unfairness.
This document outlines the key steps in the performance appraisal process and how it can be used to establish an effective employee evaluation system. It discusses identifying training needs, setting objectives, measuring performance, providing feedback, and evaluating results. When using performance appraisal for the construction industry specifically, the document recommends focusing on key performance indicators like project timelines, costs, and quality. It also emphasizes regular communication, training opportunities, and celebrating successes to boost employee motivation.
Top managers design policies and help convince line managers of the importance of performance. Line managers communicate goals and provide feedback, coaching, and development plans to improve employee performance. Employees actively participate in setting performance agreements and objectives. HR ensures strategies and departments work together to implement effective performance management. Performance management requires commitment from top management, line managers, employees, and HR to establish a high performance culture.
The document discusses performance management processes including:
1) Performance planning which involves setting objectives, priorities, and development plans between staff and management.
2) Monitoring performance through ongoing feedback, coaching, and interim reviews to track progress.
3) Reviewing performance which includes an end-of-cycle review to assess achievements and make changes if needed.
The key aspects of performance management are alignment with organizational goals, continuous development and improvement, and ensuring staff have the skills to deliver results.
This document provides an overview of performance management. It defines performance management as involving thinking through various facets of performance, identifying critical dimensions, planning, reviewing, developing, and enhancing performance. It discusses the evolution of performance management from early appraisal systems to its current focus on development. Key aspects covered include objectives like boosting performance, objectives of an ideal system like strategic congruence and validity, and challenges like linking rewards to performance.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
This document discusses performance management systems. It defines performance management as the management of organizational and individual performance. An effective system ensures goals are cascaded down and includes processes like planning, appraisals, and strategy development. It also outlines the key components of an effective performance management system like clear roles, agreed upon expectations, ongoing feedback, and making it a positive experience. The document provides details on implementing such a system, including creating evaluation formats, policies, training, and rolling out the program. It lists factors to consider in managing performance and different appraisal methods.
Week 1 - Introductions Basics & Principles of Performance Management.pdfIfzalAhmad2
Performance management is a continuous process that aligns individual and team goals with organizational strategic goals. It involves performance planning, reviewing progress, and developing skills. The key aspects of performance management are that it is an ongoing process that identifies, measures, and develops individual and team performance in a way that aligns with organizational strategic goals. Performance management aims to improve performance through setting goals, providing feedback, and developing employees. It helps organizations improve efficiency, achieve strategic objectives, and increase employee motivation.
Performance Management and Performance Appraisalsminnoo
This document discusses performance management and performance appraisals. It defines performance as successfully accomplishing tasks through skills, knowledge and motivation. Performance management is establishing shared goals and developing employees to achieve organizational objectives. Key aspects of performance management include identifying, measuring, evaluating, improving and rewarding employee performance. Performance appraisals systematically evaluate employee performance against standards and provide feedback. They are used to provide rewards, training, determine potential and review performance. The document outlines the performance appraisal process and various appraisal techniques. It also discusses challenges in performance appraisals such as biases and ineffective practices.
The document discusses performance management systems. It describes how managers at Tata Indicom plan objectives and targets, establish performance standards, monitor business performance, compare results to targets, and take corrective actions. Effective performance management involves setting clear employee roles and expectations in advance, ongoing coaching and feedback, and making it a positive experience. Key aspects of performance management systems include appraisals, managing performance metrics like quality and timeliness, and using tools like reviews, appraisals, and objective-setting.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
2. Contents:
• At the end of this module, students will:
• Relate individual performance appraisal to the organization wide
performance management process.
• Identify a variety of appraisal methods.
• Explain HR’s role in the performance management process.
• Revise performance appraisal statements.
• Practice performance appraisal interviewing techniques.
• Have the skills necessary to use the performance appraisal
process as a positive enhancement to employee performance.
7/27/2015 2NIT _ 2015
3. Definition of key terms
• Performance is often defined simply in output term .i.e.
the achievement of quantified objectives.
-It is however not only the matter of what people achieve but how
they achieve it.
-Performance means both behaviors and results. Behaviour
emanates from the performer and transform performance from
abstraction to action. Not just the instruments for results, behaviors
are also outcomes in their own right – the product of mental and
physical effort applied to tasks – and can be judged apart from
results.
- performance management – considers inputs (behaviour) and
outputs (results).
7/27/2015 3NIT _ 2015
4. Contd.
• Performance appraisal:
A formal and systematic procedure for planning,
managing and evaluating the performance of an individual
employee for effecting performance improvement through
learning and development.
7/27/2015 4NIT _ 2015
5. Contd.
• Performance management is an ongoing process of
communication between a supervisor and an employee that
occurs throughout the year, in support of accomplishing the
strategic objectives of the organization.
• Is a strategic and integrated approach to increasing the
effectiveness of organizations by improving the
performance of the people who work in them and by
developing the capabilities of teams and individual
contributors.
7/27/2015 5NIT _ 2015
6. Contd.
• Performance management (PM) can focus on the
performance of an organization, a department, employee,
or even the processes to build a product or service, as
well as many other areas.
7/27/2015 6NIT _ 2015
7. Performance management Overview
• Effective performance management builds and nurtures a high-
performance organization culture where employees:
• Know where the organisation is headed;
• Know what is expected of them;
• Know how to achieve results;
• Expend effort to achieve those results; and
• Performance management enables optimal long-term value creation
• The overall aim of performance management is to establish a high
performance culture in which individuals and teams take responsibility
for the continuous improvement of business processes and for their own
skills and contributions within a framework provided by effective
leadership. Its key purpose is to focus people on doing the right things by
achieving goal clarity.
7/27/2015 NIT _ 2015 7
8. Effective performance management
include the following features:
• Linking individual goals to the corporate and work unit
business plans and goals;
• Focusing on results, behaviors (competencies) as well as
process improvement;
• Regular reviews and updating of performance plans to
address changing demands;
• Training for both managers and employees on how to
effectively give and receive feedback, including providing
feedback to employees who experience challenges in
performing to the standards required in their jobs / roles;
• Training for managers on how to provide performance
evaluations that are valid, fair and unbiased.
7/27/2015 8NIT _ 2015
9. Performance Management Vs
Performance Appraisal
• Is there a difference between Performance Management
and Performance Appraisal?
7/27/2015 9NIT _ 2015
10. Contd.
Appraisal Management
One time event Ongoing
Retrospective Prospective
Short Term Long Term
Correction oriented Progress steps
Completing form Planning/goal setting
7/27/2015 10NIT _ 2015
11. Performance management goals
• Communication between supervisor and
employee.
• Feedback on performance.
• Documentation.
• Development Goals.
• Alignment with strategic planning goals.
7/27/2015 11NIT _ 2015
12. Who’s Involved? What Are Their Needs?
• Organization:
• Information.
• Documentation.
• Supervisor:
• Documentation.
• Motivation.
• Employee:
• Feedback.
• Support for career growth.
• Increased compensation.
7/27/2015 NIT _ 2015 12
13. HR’s role in performance management
• Participate in strategic planning.
• Conduct job analysis.
• Support performance management.
• Design appraisal system.
• Train and support managers.
• Maintain documents.
• Provide employee due process.
• Ensure integrity of the system.
• Ensure compliance with nondiscrimination laws.
7/27/2015 13NIT _ 2015
14. Performance Management Process
1. Prerequisites.
2. Performance planning.
3. Performance execution.
4. Performance assessment.
5. Performance review.
6. Performance renewal and re-contracting.
7/27/2015 14
Plann
ing
Exec
ution
Asses
sment
Revie
w
Rene
wal
NIT _ 2015
16. 2. Performance planning
• Employees must have thorough knowledge of the
performance management system.
• Meeting between employee and manager.
• Set SMART goals and measurement standards:
• Results.
• Behavior.
• Developmental plans.
7/27/2015 16NIT _ 2015
17. Writing Performance Objectives
• Practice writing SMART performance objectives:
• S – Specific.
• M – Measurable.
• A – Attainable.
• R – Realistic.
• T – Timely.
7/27/2015 17NIT _ 2015
18. SMART
7/27/2015 NIT _ 2015 18
Specific: clearly identify the work to be done
Measureable : the quanitity or quality of work to be done
Attainable: both manager and staff member agree on goals /
objectives to be achieved
Realistic : agreed goals / objectives are able to be completed
during the specified time frame
Timed: deadlines for achieving goals / objectives should be
specific and realistic
19. 3. Performance execution
• Shared responsibility
• Employee responsibility:
• Commitment to established goals.
• Communication and update with manager.
• Manager responsibility:
• Feedback, coaching and reinforcement.
• Resource support.
• Accurate observation and documentation.
7/27/2015 19NIT _ 2015
20. 4. Performance assessment and
appraisal
• Who should appraise?
• Supervisors.
• Peers and team members.
• Subordinates.
• 360 degree feedback.
7/27/2015 20NIT _ 2015
21. What About the Employee?
Should employees do self-appraisals?
7/27/2015 NIT _ 2015 21
23. Performance appraisal problems
• Appraiser discomfort.
• Strictness/leniency.
• Bias and lack of objectivity.
• Manipulating the evaluation.
• Halo/horns effect.
• Central tendency error.
• Recent behaviour.
• Supervisor unable to observe behaviour.
7/27/2015 NIT _ 2015 23
24. 5. Conducting the performance
interview
• Explain the purpose of the interview.
• Discuss self-appraisal.
• Share ratings and explain rationale.
• Discuss development plans.
• Employee summary.
• Rewards discussion (if appropriate).
• Set follow-up meeting.
• Employee signature.
• Supervisor recap.
• Appeals process.
7/27/2015 NIT _ 2015 24
25. 6. Performance Renewal and Re-
Contracting
• Final step in performance management process.
• Readjust based on insight from completed
process.
• Plan for next performance management cycle.
7/27/2015 NIT _ 2015 25
26. Problems with assessment
• Tied to compensation.
• Employees lack motivation.
• Manager and employee don’t agree on results.
• Management reluctance.
• No performance documentation.
7/27/2015 NIT _ 2015 26
27. Characteristics of a good performance
management system (PMS)
1) It is a planned process of which the primary elements are
agreement, measurement, feedback, positive reinforcement
and dialogue.
2) It is concerned with inputs and values. The inputs are the
knowledge, skills and behaviours required to produce the
expected results.
3) It is a continuous and flexible process that involves managers
and those whom they manage acting as partners within a
framework that sets out how they can best work together to
achieve the required results.
4) It focuses on future performance planning and improvement
rather than on retrospective performance appraisal.
7/27/2015 NIT _ 2015 27
29. Ways to overcome the challenges
• The following strategies are identified as means to
overcoming obstacles:
Relying on Objective Assessments;
Coordinating Project Planning Centrally;
Adopting Performance Management Policies;
Honesty and Transparency;
Incentivizing Participation without Punishing Poor
Results;
Incremental Improvements;
Dedicating Staff and Resources; and
Clearly Defining Organization Direction
7/27/2015 NIT _ 2015 29
30. Poorly implemented PMS
• False and misleading
information.
• Increased turnover.
• Wasted time and money.
• Damaged relationships.
• Decreased motivation.
• Job dissatisfaction.
• Risk of litigation.
• Unfair standards.
7/27/2015 NIT _ 2015 30
The performance management process involves all levels in an organization. Strategic goals set by the organization filter through the organization and affect the goals and activities of each employee. In addition, the performance management process gathers and updates current employee data to maintain the human resource information system (HRIS). The HRIS contains a skill bank of employee information that enables the HR department to determine if the organization has the right mix of skills and people to achieve the organization’s goals in an ever-changing world. This information is used in all areas of HR decision-making.
Effective performance management requires ongoing communication between supervisors and staff. The assessment and review part of the process provides the opportunity for documentation and formal communication. It’s the time for the supervisor and the employee to set developmental goals that reinforce the organization’s strategic plan and, if there are areas of problem performance, action plans for improvement. There should be discussion of the employee’s career progress and plans made for training and long-term career growth. Many supervisors see the appraisal process as a motivation tool to improve employee performance.
The employee’s main objective is to obtain feedback from the supervisor on his or her work performance. Ideally, employees receive feedback at all times and not just through the review process. The employee will also expect organizational support in his or her career growth. Together, the employee and the supervisor should identify areas for improvement and set goals for training and skill development. Anything the supervisor can do to enhance the employee’s skills will benefit both the employee and the organization.
If the organization links performance appraisal to compensation, most employees will expect a raise as a result of a positive review. Though supervisors generally conduct the review, they may not have a say in the amount of compensation awarded because compensation is normally determined by organizational policy. This can be particularly problematic for supervisors who want to motivate employees through the appraisal process but find the organization’s compensation to be a de-motivator when increases are not as much as employees would like. For this reason, many supervisors prefer that compensation increases are not linked to the performance appraisal process.
This is a good place to ask students to discuss whether employees should do self-appraisals. Ask if any of them have done a self-appraisal where they work and if so, ask them to discuss their experiences.
Performance management requires that managers and the employees take responsibility to evaluate the extent to which desired behaviors have been demonstrated and whether the desired results have been achieved. In the past, the performance appraisal was simply a process of the supervisor passing judgment on the employee’s work and then presenting the judgment to the employee--much like a courtroom judge rendering a verdict and a sentence. This was not a satisfying process for either the employee or the manager.
Adding employee self-ratings to the process can help identify discrepancies between the views of the manager and the employee and can often point out areas for development opportunities. Some believe the review process can be significantly improved by employee participation throughout the process. There are a number of reasons why employee participation is valuable.
1. Who knows the job better than the employee? Employees possess relevant and unique insight into the job performance that may not be observable by even the most astute evaluator.
2. Appraisal participation gives employees input into the process, making them more confident in the fairness of the process and more likely to accept performance ratings, even adverse ones.
3. Employee participation generates an atmosphere of cooperation and employee support that may reduce tension for all involved.
4. Participation gives employees ownership of the process and a stake in the system. It is a key element in intrinsic motivation that increases employee growth and development (Roberts, 2003).
There are some drawbacks to the self-evaluation process. “Research indicates the self-appraisal has great appeal for managers who are primarily concerned with employee participation and development, but self-appraisal appears less useful as an evaluative tool or for compensation purposes.” (Campbell, 1988).
Sources:
Roberts, G. E. (Spring, 2003). Employee performance appraisal system participation: A technique that works. Public Personnel Management.
Campbell, D. J. and Lee, C. (April 13, 1988). Self-appraisal in performance evaluation: Development versus evaluation. Academy of Management Review, 302-314.