This document discusses pay-for-performance and performance-based pay. It defines pay-for-performance and examines theories of motivation that relate to it, such as expectancy theory and equity theory. It also explores behavioral theories like reinforcement theory. The document outlines criteria for effective performance measurement and various methods for evaluating performance. It analyzes pros and cons of performance-based pay systems and provides recommendations for implementation, including choosing appropriate rewards and effective performance appraisal systems. It concludes by discussing future directions for research on using performance systems to assess organizational health.
The document discusses performance management and approaches to measuring performance. It begins by defining performance as behaviors rather than results, and discusses determinants of performance like knowledge and motivation. It then covers dimensions of performance like task and contextual performance. Finally, it analyzes approaches to measuring performance, including the behavior, results, and trait approaches, discussing their appropriate uses depending on factors like the job and organization.
MORSS 2015: Optimizing Resource Informed MetricsKristin Saling
Whenever decision makers lament the problem with metrics...it's not really a problem with metrics. The problem lies with the design. Here's our take on how to better create a framework from the beginning that informs and is informed by how you will assess the expenditure of resources.
Chapter 1 (performance management and reward systems) 2Waqas Khichi
Performance management is a continuous process that identifies, measures, and develops employee performance while aligning it with organizational goals. It involves setting goals, observing performance through ongoing feedback, and ensuring employee activities contribute to strategic goals. An ideal performance management system is strategic, thorough, practical, meaningful, specific, reliable, valid, fair, inclusive, open, correctable, standardized, and ethical. It serves developmental purposes and informs other HR functions like training, workforce planning, recruitment, and compensation.
This document discusses evaluating organizational development (OD) interventions. It notes that OD interventions aim to improve organizational culture and effectiveness. Evaluating interventions assesses their effectiveness but presents competing demands between proving outcomes and improving interventions at low cost. A pragmatic strategy for evaluation provides some understanding of how to improve interventions through limited, low-cost data collection. This supports organizational learning and development of more robust interventions over the long term.
This document discusses effective performance measurement in three key areas:
1) It defines effective performance measurement and lists some common performance predictors like practicality, reliability, relevancy, and validity.
2) It describes different types of appraisal methods including trait methods, behavioral methods, and results methods. It provides examples of tools under each type.
3) It compares the different appraisal methods based on their performance predictors and concludes with some prerequisites for effective performance measurement like strategic relevance and understanding organizational context.
Chapter 1: Overview of Performance ManagementHRM751
The document provides an overview of performance management. It discusses performance management as a continuous process of identifying, measuring, and developing individual and team performance and aligning it with organizational strategic goals. Performance management aims to systematically improve organizational performance by improving individual performance within a team framework. The summary discusses key aspects of performance management including goal setting, feedback, linking individual goals to organizational goals, and using performance management to inform decisions around training, workforce planning, talent management, and compensation.
This document discusses performance planning and management. It explains that setting clear goals and expectations, providing feedback, resources and rewards can improve employee performance. A performance management system involves planning, maintaining, appraising, rewarding and developing performance. The performance management cycle includes analyzing jobs, setting targets, monitoring performance, providing feedback, appraising performance and making personnel decisions. Performance planning is the process of setting goals, identifying requirements to achieve goals, and competencies needed. Key aspects of performance planning discussed are setting KRAs, measures, goals/standards and work plans.
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.
The document discusses performance management and approaches to measuring performance. It begins by defining performance as behaviors rather than results, and discusses determinants of performance like knowledge and motivation. It then covers dimensions of performance like task and contextual performance. Finally, it analyzes approaches to measuring performance, including the behavior, results, and trait approaches, discussing their appropriate uses depending on factors like the job and organization.
MORSS 2015: Optimizing Resource Informed MetricsKristin Saling
Whenever decision makers lament the problem with metrics...it's not really a problem with metrics. The problem lies with the design. Here's our take on how to better create a framework from the beginning that informs and is informed by how you will assess the expenditure of resources.
Chapter 1 (performance management and reward systems) 2Waqas Khichi
Performance management is a continuous process that identifies, measures, and develops employee performance while aligning it with organizational goals. It involves setting goals, observing performance through ongoing feedback, and ensuring employee activities contribute to strategic goals. An ideal performance management system is strategic, thorough, practical, meaningful, specific, reliable, valid, fair, inclusive, open, correctable, standardized, and ethical. It serves developmental purposes and informs other HR functions like training, workforce planning, recruitment, and compensation.
This document discusses evaluating organizational development (OD) interventions. It notes that OD interventions aim to improve organizational culture and effectiveness. Evaluating interventions assesses their effectiveness but presents competing demands between proving outcomes and improving interventions at low cost. A pragmatic strategy for evaluation provides some understanding of how to improve interventions through limited, low-cost data collection. This supports organizational learning and development of more robust interventions over the long term.
This document discusses effective performance measurement in three key areas:
1) It defines effective performance measurement and lists some common performance predictors like practicality, reliability, relevancy, and validity.
2) It describes different types of appraisal methods including trait methods, behavioral methods, and results methods. It provides examples of tools under each type.
3) It compares the different appraisal methods based on their performance predictors and concludes with some prerequisites for effective performance measurement like strategic relevance and understanding organizational context.
Chapter 1: Overview of Performance ManagementHRM751
The document provides an overview of performance management. It discusses performance management as a continuous process of identifying, measuring, and developing individual and team performance and aligning it with organizational strategic goals. Performance management aims to systematically improve organizational performance by improving individual performance within a team framework. The summary discusses key aspects of performance management including goal setting, feedback, linking individual goals to organizational goals, and using performance management to inform decisions around training, workforce planning, talent management, and compensation.
This document discusses performance planning and management. It explains that setting clear goals and expectations, providing feedback, resources and rewards can improve employee performance. A performance management system involves planning, maintaining, appraising, rewarding and developing performance. The performance management cycle includes analyzing jobs, setting targets, monitoring performance, providing feedback, appraising performance and making personnel decisions. Performance planning is the process of setting goals, identifying requirements to achieve goals, and competencies needed. Key aspects of performance planning discussed are setting KRAs, measures, goals/standards and work plans.
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 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.
Measuring Results and Behavior {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.”
Like Us - https://www.facebook.com/FellowBuddycom
The document outlines the key aspects of a performance management system (PMS), including theoretical frameworks, dimensions of performance, appraisal methods, and performance management principles. It discusses traditional appraisal methods like ranking and grading. Modern methods covered include management by objectives, 360-degree feedback, and assessment centers. Performance management involves setting goals, providing feedback, formal reviews, and rewards to improve role clarity, accountability, and effectiveness. Goal-setting, control, and social cognitive theories are examined in relation to their application in performance management.
PERFORMANCE MANAGEMENT SYSTEM is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.
Performance management is the process of creating a work environment or setting in which people are enabled to performance to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization.
For more details please visit
www.iiceciooleg.com
The document discusses:
1. The action research model is the basic model underlying most OD activities, which involves a cyclical process of data gathering, diagnosis, action planning, implementation, and evaluation.
2. Key features of action research include being problem-focused, action-oriented, collaborative, experimental, and aimed at tackling future problems.
3. The role of the action researcher includes problem definition, study design, data collection/analysis, interpretation, and planning/executing interventions.
Efficiency and effectiveness: Presentation with ExamplesAbhimanyu Mathur
Find out the essential difference between effectiveness and efficiency. Examples such as business meetings v/s video conferencing and Steve Jobs' working strategy discussed.
The document provides an overview of performance management systems used in the Philippines civil service, beginning with the Performance Rating System introduced in 1963 and progressing through subsequent reforms up to the current Strategic Performance Management System (SPMS) established in 2011. It describes the purpose and components of the SPMS, including its measures, rating system, process cycle, and tools like the Office and Individual Performance Commitment and Review forms. The SPMS aims to clearly link employee, organization, and national goals to enhance performance orientation and accountability across the civil service.
This document describes an attachment-caregiving model of supervision (ACMS). The ACMS views supervision through the lens of attachment theory. It proposes that the supervisor acts as a caregiver by providing proximity, safety, and security for the supervisee. When the supervisee's attachment system is activated by counseling experiences, the supervisor provides a safe haven and secure base. This allows the supervisee to deactivate their attachment system and reactivate their exploratory system with the supervisor's guidance. Through this process, the supervisee develops increased competence in counseling skills and identity. The ACMS aims to provide supervisors a framework to facilitate learning and development tailored to supervisees' individual attachment styles.
The Hay Method is the most widely accepted job evaluation method globally, used by over half of the world's largest companies. It evaluates jobs based on three factors: Know-How (skills and knowledge), Problem Solving (complexity of tasks), and Accountability (level of responsibility). These factors are measured using proprietary Hay Guide Charts, which provide consistent evaluations that are legally defensible. Proper job evaluation allows organizations to design effective structures, clarify roles, and implement competitive pay policies based on job value.
Performance management is crucial in healthcare organizations to ensure accountability and quality care. Objectives should cascade down from the organization's mission and values to managers and employees. Performance is managed through processes like performance appraisal, which can be evaluative or developmental. Various appraisal techniques are used like written reports, critical incidents, rating scales, and 360 degree feedback. Clinical audit, assessment, and surveillance also help evaluate performance and improve patient care in healthcare organizations.
Performance management is a strategic and integrated approach to improving employee performance and developing capabilities. It aims to manage people in a way that drives innovation, goals, productivity and satisfaction for both employees and the organization. An effective performance management system aligns individual performance goals with organizational goals. It also balances intrinsic needs like growth and learning with extrinsic needs like rewards. Building trust, encouraging change and using appropriate measures are key principles for effective performance management.
The document outlines the key components of a performance management process: prerequisites of understanding organizational mission/goals and job duties, performance planning involving objectives and standards, execution by managers providing feedback and employees meeting goals, assessment and review of performance, and renewal of the process. Each component is important to ensure the system works effectively to link organizational goals to employee performance.
This document defines and explains various performance measurement terms used in organizations such as KPIs, KRAs, KPAs, and KPIs. It provides examples of how these may be used to measure the performance of different job roles and departments. Key performance indicators (KPIs) are quantifiable metrics that reflect an organization's critical success factors and goals. Key result areas (KRAs) are the specific activities or projects assigned to employees. Key performance areas (KPAs) are the key factors that make up an employee's job duties. The document provides a sample KRA-based performance appraisal form and process that involves setting employee KRAs and measuring performance against them.
Gestione delle Competenze 2. Sviluppare il modello di competenzaManager.it
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
Performance Management and Feedback - SHRMDrishti Bhalla
The document discusses performance management and feedback. It explains that performance management involves planning, monitoring, and reviewing employee work and contributions. A key purpose of performance management is to facilitate employee development, determine compensation and rewards, enhance motivation, ensure legal compliance, and assist with human resource planning. Performance can be evaluated by supervisors, peers, subordinates, and customers. Evaluations may consider traits, behaviors, outcomes or competencies. Common evaluation methods include rating scales, checklists, and objective setting. Challenges to effective performance management include complex processes, lack of manager control or involvement, and disconnects between evaluations and rewards. Strategies for improvement involve simplifying processes and holding managers accountable.
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.
This document discusses performance management. It defines performance management as identifying, measuring, and developing employee performance to align with organizational goals. It involves setting clear expectations, communicating how jobs contribute to goals, and sustaining or improving performance through ongoing feedback. The goals of performance management are to enable high employee performance, develop skills, and boost motivation. It should be an integrated process that considers outputs, outcomes, processes, and inputs through communication and stakeholder involvement.
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 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.
Measuring Results and Behavior {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.”
Like Us - https://www.facebook.com/FellowBuddycom
The document outlines the key aspects of a performance management system (PMS), including theoretical frameworks, dimensions of performance, appraisal methods, and performance management principles. It discusses traditional appraisal methods like ranking and grading. Modern methods covered include management by objectives, 360-degree feedback, and assessment centers. Performance management involves setting goals, providing feedback, formal reviews, and rewards to improve role clarity, accountability, and effectiveness. Goal-setting, control, and social cognitive theories are examined in relation to their application in performance management.
PERFORMANCE MANAGEMENT SYSTEM is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.
Performance management is the process of creating a work environment or setting in which people are enabled to performance to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization.
For more details please visit
www.iiceciooleg.com
The document discusses:
1. The action research model is the basic model underlying most OD activities, which involves a cyclical process of data gathering, diagnosis, action planning, implementation, and evaluation.
2. Key features of action research include being problem-focused, action-oriented, collaborative, experimental, and aimed at tackling future problems.
3. The role of the action researcher includes problem definition, study design, data collection/analysis, interpretation, and planning/executing interventions.
Efficiency and effectiveness: Presentation with ExamplesAbhimanyu Mathur
Find out the essential difference between effectiveness and efficiency. Examples such as business meetings v/s video conferencing and Steve Jobs' working strategy discussed.
The document provides an overview of performance management systems used in the Philippines civil service, beginning with the Performance Rating System introduced in 1963 and progressing through subsequent reforms up to the current Strategic Performance Management System (SPMS) established in 2011. It describes the purpose and components of the SPMS, including its measures, rating system, process cycle, and tools like the Office and Individual Performance Commitment and Review forms. The SPMS aims to clearly link employee, organization, and national goals to enhance performance orientation and accountability across the civil service.
This document describes an attachment-caregiving model of supervision (ACMS). The ACMS views supervision through the lens of attachment theory. It proposes that the supervisor acts as a caregiver by providing proximity, safety, and security for the supervisee. When the supervisee's attachment system is activated by counseling experiences, the supervisor provides a safe haven and secure base. This allows the supervisee to deactivate their attachment system and reactivate their exploratory system with the supervisor's guidance. Through this process, the supervisee develops increased competence in counseling skills and identity. The ACMS aims to provide supervisors a framework to facilitate learning and development tailored to supervisees' individual attachment styles.
The Hay Method is the most widely accepted job evaluation method globally, used by over half of the world's largest companies. It evaluates jobs based on three factors: Know-How (skills and knowledge), Problem Solving (complexity of tasks), and Accountability (level of responsibility). These factors are measured using proprietary Hay Guide Charts, which provide consistent evaluations that are legally defensible. Proper job evaluation allows organizations to design effective structures, clarify roles, and implement competitive pay policies based on job value.
Performance management is crucial in healthcare organizations to ensure accountability and quality care. Objectives should cascade down from the organization's mission and values to managers and employees. Performance is managed through processes like performance appraisal, which can be evaluative or developmental. Various appraisal techniques are used like written reports, critical incidents, rating scales, and 360 degree feedback. Clinical audit, assessment, and surveillance also help evaluate performance and improve patient care in healthcare organizations.
Performance management is a strategic and integrated approach to improving employee performance and developing capabilities. It aims to manage people in a way that drives innovation, goals, productivity and satisfaction for both employees and the organization. An effective performance management system aligns individual performance goals with organizational goals. It also balances intrinsic needs like growth and learning with extrinsic needs like rewards. Building trust, encouraging change and using appropriate measures are key principles for effective performance management.
The document outlines the key components of a performance management process: prerequisites of understanding organizational mission/goals and job duties, performance planning involving objectives and standards, execution by managers providing feedback and employees meeting goals, assessment and review of performance, and renewal of the process. Each component is important to ensure the system works effectively to link organizational goals to employee performance.
This document defines and explains various performance measurement terms used in organizations such as KPIs, KRAs, KPAs, and KPIs. It provides examples of how these may be used to measure the performance of different job roles and departments. Key performance indicators (KPIs) are quantifiable metrics that reflect an organization's critical success factors and goals. Key result areas (KRAs) are the specific activities or projects assigned to employees. Key performance areas (KPAs) are the key factors that make up an employee's job duties. The document provides a sample KRA-based performance appraisal form and process that involves setting employee KRAs and measuring performance against them.
Gestione delle Competenze 2. Sviluppare il modello di competenzaManager.it
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
Performance Management and Feedback - SHRMDrishti Bhalla
The document discusses performance management and feedback. It explains that performance management involves planning, monitoring, and reviewing employee work and contributions. A key purpose of performance management is to facilitate employee development, determine compensation and rewards, enhance motivation, ensure legal compliance, and assist with human resource planning. Performance can be evaluated by supervisors, peers, subordinates, and customers. Evaluations may consider traits, behaviors, outcomes or competencies. Common evaluation methods include rating scales, checklists, and objective setting. Challenges to effective performance management include complex processes, lack of manager control or involvement, and disconnects between evaluations and rewards. Strategies for improvement involve simplifying processes and holding managers accountable.
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.
This document discusses performance management. It defines performance management as identifying, measuring, and developing employee performance to align with organizational goals. It involves setting clear expectations, communicating how jobs contribute to goals, and sustaining or improving performance through ongoing feedback. The goals of performance management are to enable high employee performance, develop skills, and boost motivation. It should be an integrated process that considers outputs, outcomes, processes, and inputs through communication and stakeholder involvement.
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.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
El documento presenta una propuesta de tratamiento del estrés postraumático mediante la Experiencia Somática en la ciudad de Dolores, Uruguay, tras un tornado en abril de 2016. El equipo de terapeutas capacitados en esta técnica ofrece talleres y sesiones individuales para equipos asistenciales y la población afectada, con el objetivo de regular la activación fisiológica y procesar emocionalmente los recuerdos traumáticos. La intervención se desarrollaría los fines de semana durante 4 meses en Dolores y Montevideo.
Lupe Fiasco is a hip-hop artist whose debut album "Food and Liquor" was nominated for three Grammys including best rap album. The album featured collaborations with notable artists like Kanye West, Jay-Z, and Mike Shinoda. Jay-Z has praised Lupe Fiasco, saying he is the future of hip-hop and needs to stay around to keep the genre alive. The document also provides the track listing for Lupe Fiasco's album "Food & Liquor".
Young people have low voter turnout rates which frustrates Erin Jackson. She argues that political campaigns need to do more to engage young voters by asking them questions, listening to their concerns, and making voting more accessible including online options. Jackson believes grassroots participation from young people can be increased by addressing common questions they have about voting and the political process.
El documento describe la importancia de establecer normas y límites para los niños, los cuales ayudan a su proceso de socialización y aprendizaje de valores. La falta de límites puede generar comportamientos negativos en los niños como la manipulación o dependencia. Se ofrecen consejos sobre cómo comunicar órdenes de forma asertiva pero no autoritaria, manejar berrinches manteniendo la calma, y reforzar la conducta positiva a través de pequeños pactos y cuentos. Las normas deben ser claras, coherentes y
The document provides a curriculum vitae for Parimal P. Thakkar, who has over 10 years of experience in desktop and client server application development using technologies like .NET, SQL Server, and VB. He has worked as a team leader and module leader on various projects in companies like SciTER Technologies, CIMCON Software, and Aruhat Technologies. The CV lists his technical skills, work experience on different projects, educational qualifications, achievements, and strengths.
This document discusses performance appraisals, including their definition, objectives, and process. It outlines both traditional and modern methods for conducting performance appraisals. Key factors that can affect performance appraisals are organizational structure, interdependence of systems, leadership style, and environmental constraints. The document also examines issues in appraisal systems and both the advantages and disadvantages of performance appraisals.
it is about the basic research. it tells the role of research objective, method and evaluation in generality. it is an overview of research for basic learner
The document defines training as the continuous development of an employee's knowledge, skills, and attitude in order to benefit both the employee and the company. It notes that training has clearly defined parameters and induces behavioral changes. The need for training stems from factors like technological advances, organizational complexity, and changes in job assignments. The objectives of training include enhancing employee performance, updating skills, and avoiding managerial obsolescence.
Performance Management: Are we there yet? - Summer 2014 NCLGBA ConferencePublicFinanceTV
The document discusses performance management in local governments. It defines performance management as the intentional application of strategies and techniques to achieve desired results through active leadership rather than passive systems. A key quote emphasizes that performance management includes practices designed to influence performance beyond just setting goals or measuring performance. The document also outlines core elements of performance management and findings from a study of cities and counties known for performance management, such as linking strategic goals to performance efforts and senior managers regularly reviewing performance data.
This presentation by Bureau of Health Information New South Wales CEO, Dr Jean-Frederic Levesque looks at the topic of incentives for quality improvement in the health system, specifically:
- drivers of quality improvement and change in the health system
- a structured way to look at incentives to improve performance
- the challenges of attribution and monitoring.
By Leonard Oruko and Howard Elliott.
Presented at the ASTI-FARA conference Agricultural R&D: Investing in Africa's Future: Analyzing Trends, Challenges, and Opportunities - Accra, Ghana on December 5-7, 2011. http://www.asti.cgiar.org/2011conf
The document discusses compensation and performance management. It defines compensation as all forms of financial returns and benefits received by employees. Compensation systems aim to attract, retain, and motivate employees to achieve organizational goals. Internal pay structures consider job roles, skills, and market pay levels to ensure internal equity. Performance management links pay to individual, team or organizational performance through various pay for performance plans like bonuses and incentives. Performance is typically evaluated through annual appraisals, but these can be subjective so organizations aim to improve the process.
This document outlines an employee reward and recognition system for a hospital. It defines key aspects of the system including performance evaluations, compensation, and monetary and non-monetary rewards. Performance is evaluated through self, peer, and manager reviews. Rewards include salary increases, bonuses, additional time off, discounts, and training. Surveys measure employee satisfaction with the system. The goal is to recognize good performance, retain staff, and increase job satisfaction.
This document outlines an employee reward and recognition system for a hospital. It defines key aspects of the system including performance evaluations, compensation, and monetary and non-monetary rewards. Performance is evaluated through self, peer, and manager reviews. Rewards include salary increases, bonuses, additional time off, discounts, and training. Surveys measure employee satisfaction with the system. The goal is to recognize good performance, retain staff, and improve satisfaction.
This document discusses compensation management in Nepal. It begins by defining compensation management and outlining its goals of rewarding performance. It then describes the different components of compensation, including direct payments, benefits, and incentives. It discusses the objectives, characteristics, types, and principles of compensation systems. It outlines various theories related to compensation and the process of compensation management. It also analyzes Nepal's current practices in areas like job analysis, compensation determination, performance-based pay, and social dialogue. It concludes by identifying requirements for an effective compensation system in Nepal, such as a human resource strategy, information systems, a harmonized compensation plan, and performance-based compensation.
Performance Management & Reward Systems: Performance linked remuneration system, Types of Rewards, Designing Reward System, Total Reward Strategies, Characteristics of an Effective Performance Reward Plan. Performance Analysis, Performance Review Discussion, Using Performance Management Systems Data for HR Decisions, Performance Improvements and Performance Management Skills.
This document discusses recruitment and selection processes. It defines recruitment as searching for potential job candidates and encouraging them to apply, while selection is the process of interviewing and evaluating candidates for a specific job. The objectives of effective recruitment are to find the right people to match corporate goals and promote company awareness. Factors like organization size and image affect recruitment. Common recruitment methods include internal promotions, job postings, advertisements, and internet recruiting. Selection aims to pick the most competent employees through a multi-step process including interviews and reference checks. The importance of recruitment and selection is that they can decrease hiring bad employees while increasing fairness.
The document discusses performance management, which involves monitoring and evaluating employee work through tools that help people perform to their highest abilities efficiently and effectively, focusing on accountability, transparency, and clear expectations. It covers the performance management process from setting organizational and individual goals to evaluating and rewarding performance. It also discusses approaches for measuring individual performance through tasks achieved and behaviors demonstrated.
The document discusses quality management systems and processes for pharmaceutical manufacturing according to CGMP guidelines. It covers the six systems inspection model of quality, production, facilities, equipment, laboratory controls, and materials for ensuring quality standards. Key aspects of quality management covered include quality manuals, documentation, processes, corrective actions, facility and equipment requirements, laboratory controls, materials handling, packaging and labeling, self-inspection, and change management. Batch review, in-process quality control, and area clearance procedures are also summarized.
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.
This document discusses various aspects of management processes including planning, organizing, staffing, directing, coordinating and controlling. It defines these terms and discusses principles, importance, types and steps involved in each process. For example, it defines planning as determining methods and objectives in advance, and discusses principles like being fact-based and practical. It also outlines types of planning like physical and economic planning.
This document provides an overview of planning and control processes for an organization. It defines planning as preparing a blueprint that decides objectives, actions, timing, roles and locations in advance. Control is measuring performance against objectives and standards, comparing results, and taking corrective actions. The document outlines principles, essentials and methods of planning, as well as advantages, disadvantages and steps in the control process including establishing standards, measuring performance, comparing to standards, and correcting deviations.
This document provides an overview of planning and control processes for an organization. It defines planning as preparing a blueprint that decides objectives, actions, timing, roles and locations in advance. Control is measuring performance against objectives and standards, comparing results, and taking corrective actions. The document outlines principles, essentials and methods of planning, as well as advantages and disadvantages. It also details the four steps of the control process: establishing objectives/standards, measuring performance, comparing results to standards, and taking corrective actions.
Dr. Maheswari Jaikumar's document discusses the characteristics and structure of outcome research. Outcome research involves evaluating existing care practices and systems to develop evidence-based practices. It assesses the end results of care services to justify practices and systems, with a focus on stakeholder satisfaction and documenting service effectiveness. Outcome research aims to meet demands for quality assessments and assurance from organizations like PSRO.
Dr. Maheswari Jaikumar's document discusses the characteristics and structure of outcome research. Outcome research involves evaluating existing care practices and systems to develop evidence-based practices. It assesses the end results of care services to justify practices and systems, with a focus on stakeholder satisfaction and documenting service effectiveness. Outcome research aims to meet demands for quality assessments and assurance from organizations like PSRO.
2. DEFINITIONS
• WHAT IS PAY-FOR-PERFORMANCE?
• PERFORMANCE IS SPECIFICALLY TARGETED AND REWARDED
• WHY IT MATTERS?
3. THEORIES OF MOTIVATION
• EXPECTANCY THEORY
• BEHAVIORS ASSOCIATED WITH OUTCOMES
• EQUITY THEORY
• MOTIVATION TO PERFORM IS AFFECTED BY THE PERFORMANCE OF OTHERS
4. BEHAVIORAL THEORIES
• REINFORCEMENT THEORY
• BEHAVIOR IS A FUNCTION OF ENVIRONMENTAL CONSEQUENCES
• IF A CONSEQUENCE IS CONTINGENT ON A BEHAVIOR AN RESULTS IN A FUTURE INCREASE IN THAT BEHAVIOR,
THEN THE CONSEQUENCE IS SAID TO BE A REINFORCER
6. METHODS OF EVALUATION
• PERFORMANCE APPRAISAL SYSTEMS
• MANAGEMENT REVIEW OF PERFORMANCE AND APPLICATION OF FEEDBACK
• BEHAVIORALLY ANCHORED RATING SCALES (BARS)
• RATES PERFORMANCE BASED ON EXAMPLES AND NON-EXAMPLES
• BALANCED SCORECARD
• TRANSLATES BUSINESS STRATEGY INTO EMPLOYEE STRATEGY
7. PROS OF PERFORMANCE-BASED PAY
• AMERICAN COMPENSATION ASSOCIATION STUDY
• 134% NET RETURN
• EFFECTIVE DEFICIENCY PINPOINTING
• IMPROVED TRAINING SYSTEMS AND COMPANY POLICIES
• EMPLOYEE SELF-MANAGEMENT
• INCREASED MOTIVATION
• POSITIVE BUSINESS ENVIRONMENT
8. CONS OF PERFORMANCE-BASED PAY
• LACK OF EXPERIMENTAL EVIDENCE
• MISUSE OF REWARDS
• REWARDS ARE GIVEN TO BEHAVIORS BEING DISCOURAGED
• EXAMPLE: AN EMPLOYEE IS TO BE REWARDED FOR BEING AT HIS DESK FOR 6 HOURS EACH DAY. THE GOAL OF
SUCH A POLICY IS TO ENSURE THAT EMPLOYEES ARE SPENDING ENOUGH TIME AT THEIR DESKS TO COMPLETE
ALL OF THEIR ASSIGNED DUTIES. HOWEVER, THE EMPLOYEE INSTEAD SPENDS MORE TIME SURFING THE
INTERNET AND BEING INEFFICIENT.
9. SOLUTIONS
• SYSTEMATIC IMPLEMENTATION
• INVEST IN EXPERIMENTAL DEMONSTRATION OF SUCCESS
• EVALUATION OF REWARD DISTRIBUTION
• ARE THE REWARDS BEING GIVEN FOR THE CORRECT BEHAVIORS?
10. IMPLEMENTING PERFORMANCE PAY
• CHOOSING APPROPRIATE REWARDS
• EFFECTIVE PAY APPRAISAL SYSTEMS
• DETERMINE OBJECTIVES
• TRAIN AND USE MULTIPLE RATERS
• HAVE FREQUENT APPRAISALS
• MAINTAIN ACCURATE RECORDS
• HAVE EFFECTIVE MEASUREMENT SYSTEMS
• TIME TO PAY ADJUSTMENT
11. FUTURE DIRECTIONS
• MORE TRAINING FOR RATERS IN PERFORMANCE APPRAISAL
• CONSIDERATION AND PLANNING FOR OTHER PERFORMANCE OUTCOMES
• EFFECTS ON BUSINESS CULTURE, CAREER ADVANCEMENT, ETC.
• USE OF PERFORMANCE SYSTEMS AS ASSESSMENTS OF COMPANY HEALTH
12. REFERENCES
• BOICE, D. F., & KLEINER, B. H. (1997). DESIGNING EFFECTIVE PERFORMANCE APPRAISAL SYSTEMS. WORK STUDY, 46(6), 197-201.
• DIPBOYE, R. L., & DE PONTBRIAND, R. (1981). CORRELATES OF EMPLOYEE REACTIONS TO PERFORMANCE APPRAISALS AND
APPRAISAL SYSTEMS. JOURNAL OF APPLIED PSYCHOLOGY, 66(2), 248.
• KERR, S. (1995). ON THE FOLLY OF REWARDING A, WHILE HOPING FOR B. ACADEMY OF MANAGEMENT JOURNAL, 18(4), 769-783.
• LUTHANS, F., & STAJKOVIC, A. D. (1999). REINFORCE FOR PERFORMANCE: THE NEED TO GO BEYOND PAY AND EVEN
REWARDS. THE ACADEMY OF MANAGEMENT EXECUTIVE,13(2), 49-57.
• RAMLALL, S. (2004). A REVIEW OF EMPLOYEE MOTIVATION THEORIES AND THEIR IMPLICATIONS FOR EMPLOYEE RETENTION
WITHIN ORGANIZATIONS. THE JOURNAL OF AMERICAN ACADEMY OF BUSINESS, 9, 21-26.
• WRIGHT, PATRICK; GERHART, BARRY; NOE, RAYMOND; HOLLENBECK, JOHN(2012-07-01). HUMAN RESOURCE MANAGEMENT,
8TH EDITION (PAGE 342). MCGRAW-HILL HIGHER EDUCATION -A. KINDLE EDITION.
Editor's Notes
In this presentation, I intend to define and discuss what paying for performance means to the business community, and why the rewards assigned for performance must be delivered appropriately to avoid increasing undesirable behavior.
One of the guiding ideologies behind merit pay systems and performance-based pay systems is that improved performance should be rewarded. Thus, employees who work harder should receive associated increases in benefits or bonuses. In an ideal environment, a performance-based pay system would serve to boost the motivation of the employees to apply all feedback and improve their skills so that they receive subsequent rewards.
Performance-based approaches are important in linking an employee’s individual behaviors and goals with monetary pay. These rewards must be strategically given however, so that company objectives are being met simultaneously.
The expectancy theory most closely aligns with the motivation associated in pay-for-performance ideologies. In his 2004 paper on motivation theories, Ramlall describes the motivation within the expectancy theory to be a product people’s expectations that certain behaviors will produce certain outcomes. Thus, performance-based pay systems should solely reward behaviors that will produce desired outcomes, and then adhere firmly to those declarations. Otherwise, motivation to perform towards those outcomes may be lost.
The equity theory of motivation also plays a role in understanding performance-based pay systems. In order for such pay systems to be effective, fairness and objectiveness in ratings must be upheld. Under the equity theory, Ramlall suggests that part of the motivation an employee has to perform will be affected by that employee’s perceptions of the rewards others receive for their performance.
According to behavioral theories of reinforcement, all behavior is a function of environmental consequences. In layman's terms, behavior is affected by all environmental events occurring before and after a person engages in a behavior. Therefore, according to behaviorists, behaviors associated with increases in performance should specifically reinforced rather than providing rewards based solely on outcomes (Luthans & Stajkovic, 1999).
In order for measures of performance to be considered effective, there are five criteria that the measurement system should meet (Wright et al. 2012):
All measures should be acceptable and fair with regards to employees’ perceptions of them
Measures should be valid such that they solely measure relevant aspects of performance within a particular job.
Measures should have strategic congruence such that the performance to be measured aligns with organizational goals and strategy.
All measures should specifically target and define performance expectations for all dimensions of a job
Measures should be reliable such that they are consistent and replicable across different measures of the same performance
On a very basic level, a performance appraisal system is necessary for an employee to have feedback on how their current work habits are affecting their performance. Poor work habits must be addressed and properly explained by the supervisors, and the only way a supervisor can objectively understand an employee’s present work habits is through an appraisal system. Likewise, an employee should be made aware of how their habits may hinder performance so that they have the opportunity to seek additional training or self-manage their own behavior. (Boice & Kleiner, 1997)
According to Dipboye and Pontbriand, a positive attitude towards appraisal systems is generated when the employees are involved in the appraisals and the appraisals are goal-oriented. In addition to understanding possible reactions to feedback, the system designers should attempt to plan for any biases that may be encouraged through the design of the system. Keeping the questions and ratings as objective and clear as possible should eliminate biases.
The Behaviorally Anchored Rating Scale provides examples of effective and ineffective performance within particular dimensions of a given job (Wright et al. 2012). Such scales allow for increased reliability of agreement, however can also result in bias information recall (Wright et al. 2012).
The balanced scorecard method measures performance based on four key areas: financial, customer, operations, and learning or growth (Wright et al. 2012). These scorecards allow employees to translate company business strategy into personal objectives so that rewards can be linked with performance effectively (Wright et al. 2012).
As cited in Luthans and Stajkovic, the American Compensation Association explored a comprehensive study of the positive effects of performance pay systems. A net return of 134% was realized for performance pay systems (Luthans & Stajkovic, 1999) .Therefore, the study suggests that there is a strong positive correlation between performance increases and the implementation of performance-based pay systems.
In addition, performance-based pay should also result in greater productivity and improved sales and profits. Such systems also allow for supervisors and decision makers to pinpoint where deficiencies may lie within their training protocol for a particular job. Pinpointing these deficiencies will allow employers to provide better training, implement more efficient procedures, and accurately define jobs in terms of outcomes and responsibilities.
Additional training opportunities can be provided to employees who are under-performing to reduce the risk of turnover or ineffective performance. Not only will clear objectives and feedback allow an employee to self-monitor his or her own behavior, but an effective performance-based pay system should also ideally serve to boost employee motivation to improve performance. According to the previously mentioned motivation theories, as long as the pay-for-performance system is equitable and delivers promised rewards for targeted behaviors, then employee motivation should remain relatively consistent.
Overall, an effective pay-for-performance system will make the workplace “happier” because productivity will be high, employees will be motivated, and companies will be willing to provide all of the necessary opportunities for employees to proceed.
One important con of performance-based pay is that there is a significant lack of empirical evidence and instead, effectiveness is based primarily on testimonials or anecdotal evidence (Luthans & Stajkovic, 1999).
In addition to the lack of casual evidence, performance-based pay systems run the risk of inaccurately rewarding target behaviors. There has been many examples that have exemplified how behaviors that are often rewarded are actually behaviors attempting to be discouraged (Kerr, 1995).
In order to address some of the cons of performance-based pay, companies should attempt to do the following:
Firstly, companies should invest in the research and development of effective performance-based pay systems. The investment may require time and resources, but the best system can be produced as a result and allow the company to gain a competitive advantage in employee retention and overall business performance.
Secondly, companies should evaluate if their reward system is outcome-based or behaviorally-based or both. If a company gives rewards solely based on behavioral expectations, then they run the risk of rewarding behavior that is not necessarily the most productive or efficient. If a company gives rewards only for outcomes, then there is an even more dangerous risk of inefficient or unethical behaviors being utilized to gain those outcomes. Therefore, companies must identify what outcomes are sought and the required behaviors necessary to achieve those results in order to provide rewards for performance.
In order to have a successful performance-based pay system, an effective performance appraisal system is required to measure and analyze employee performance. Boice and Kleiner offer some guidelines: The first step is to determine the organization’s goals and then translate those goals into departmental and individual objectives. Within this step the job roles should be specifically stated in terms of responsibilities and how the performance of the department and employee will contribute to broader, organizational goals.
The next guideline is to provide extensive training for the performance raters. The training should begin with the upper management who are involved with the design of the system, and trickle downwards to all those in supervisory positions.
Boice and Kleiner suggest bi-monthly or quarterly appraisals rather than semi-annual or annual ones. The authors assert that frequent appraisals will reduce situations arising from the supervisor or employee having to recall past information, or presenting surprises at the annual review. Frequent reviews also allow for objectives to be clarified and revised as needed.
Records should of course be properly maintained and organized so that accessing critical information is easy.
A measurement system should be determined to accurately rate or quantify performance. Boice and Kleiner suggest avoiding averages as ratings and to clearly define the various levels of performance.
Finally, the last guideline on developing an effective performance appraisal system is to use various information sources and multiple raters to collect the data. Although this last step may be the most effortful, it is no doubt the most important. Multiple raters will drastically reduce the bias problem, provide a comprehensive look at an individual within the workplace, and provide a solid foundation on which the company may make merit pay decisions.
Boice and Kleiner also suggest that the adjustment to pay schedule should come very shortly after a performance review has been conducted. The immediacy of the performance-based effect on pay should serve to motivate and commit an employee to understanding his or her own performance appraisal so that he or she can understand how to reach objectives most effectively (Boice & Kleiner, 1997).
Some possible future directions for effective performance-based pay systems that I would like to suggest are as follows:
I would place a greater emphasis on training the raters in the performance appraisal process. This training should include elements of modeling, in-situ role playing, and practicing until reaching a mastery criteria. I think if greater focus is placed in the training process, the raters will be less likely to have widely varying interpretations of observations, and they will also be able to pinpoint inefficiencies in the implementation of the appraisal.
I also think that something to consider is what other outcomes might be associated with performance improvement. I think an effective performance-based pay system should also take into account how the culture of the business will be shaped through performance improvement. What social factors should be encouraged for improved employee productivity? Can there be some programmable career advancement opportunities for those employees who exceed performance objectives? Leaders should try to be flexible to the changing business environment so that they can drive performance towards a positive business culture.
Finally, I think that performance-based systems should not just end with the individual’s behavior. They should also be used as vertical assessment tools to see how the company as a whole is doing over time. This will not only reinforce the direct link between employee behavior an company objectives, but will assist decision-makers in determining what future actions need to be taken in order to maintain or improve company health. In order to conduct these systems-level analyses, I think that the collection and retention of data should be as efficient as possible; thus, companies should digitize data sets, prepare graphs that will automatically update when new data is uploaded, and have archives categorized so that access of dated information is simplified.