The document discusses the roles and responsibilities of different levels of management in performance management. It states that top management must play a leading role in implementing performance management systems successfully and setting standards for lower levels. Line managers have a crucial role in each stage of the performance management cycle, from setting goals to conducting reviews. The HR department also plays an important strategic role in performance management as an enabler. Regular feedback is important for performance improvement, and 360-degree feedback provides a rounded view of an employee's performance from different perspectives.

1. PERFORMANCE INDICATORS
FOR DIFFERENT LEVELS OF
MANAGEMENT
SREERAM V
(FACULTY OF COMMERCE)

2. TOP MANAGEMENT HAS TO PLAYA
LEADING ROALE IN THE SUCCESSFUL
IMPLIMENTATION OF THE PERFORMANCE
MANAGEMENT SYSTEM IN THE
ORGANISATION. THEY ARE THE POLICY
MAKERS AND THEY HAVE THE
RESPONSIBILLITY TO CONVIENCE THE
LINE MANAGERS TO ACQUIRE THEIR
COOPERATION IN SUCCESSFUL
IMPLIMENTATION OF THE PERFORMANACE
MANAGEMENT SYSTEM IN THE
ORGANISATION

3. THE SUCCESS OF PERFORMANCE
MANAGEMENT IN ANY
ORGANISATION DEPENTS ON THE
COMMITMENT AND
INVOLVEMENT OF THE
DIFFERENT STAKE HOLDERS
LIKE TOP MANAGEMENT, LINE
MANAGERS AND THE HR
SPECIALISTS.

4. ROLE OF TOP MANAGERS IN
PERFORMANCE MANAGEMENT
SET TENDS FOR LOWER RUNG AND ROLE
MODEL. FORM POLICIES WHICH ENSURE AN
EFFICIENT MGT OF PERFORMANACE IN AN
ORG AND DEFINE AND ACT UPON THE CORE
VALUES RELATING TO
PERFORMANCEDEVELOP HIG PERFORMANCE
CULTURE IN AN ORGANISATION

6. ROLE OF LINE MANAGERS IN
PERFORMANCE MANAGEMENT
• CRUCIAL ROLE IN
IMPLEMENTING AND
ENACTING HR POLICIES
• POSSESS RIGHT ATTITUDE
AND COMPETENCIES
• DUREAUCRATIC CHORE
AND WASTE OF TIME
• LACK SKILLS
• LEADERSHIP FROM TOP
• COMMUNICATE WITH
LINE MGRS
• MAINTAIN SIMPLICITY
• REDUCING THE PRESSURE
FROM THE LINE MGRS
• ENSURE PARTICIPATION
IN PERFORMANACE MGT
DEVELOPMENT AND
PIOLT STUDY

7. WHAT LINE MANAGERS
DO.ACHIVE RESULTS AND
MANAGE THE PERFORMANACE .
AIM IS TO HELP THEM TO DO
THIS. CURUCIAL ROLE IN EACH
STAGE OF THE PERFORMANACE
MGT CYCLE
MANAGE PERFORMANACE
THROUGH OUT THE YEAR.
REVIEW STAGE THEY CONDUCT
FORMAL REVIEW AND FORMAL

8. • PREPARING ROLE
PROFILE
• DEFINING GOALS
• IDENTIFYING AND
USING PERFORMANACE
MEASURES
• GIVING AND
RECEIVING FEEDBACK
• TALKING PART IN THE
REVIEW MEETINGS
• IDENTIFYING
LEARNING NEEDS
• DIAGNOSING AND
SOLVING
PERFORMANCE
PROBLEM
• COACHING
• GAINING
COMMITIMENT OF LINE
MGRS IS TIME TAKING
PROCESS
SKILLS NEED FOR IMPLEMENTING
PERFORMANCE MANAGEMENT

10. APPROACHES TO ACQUIRE THE
INVOLVEMENT OF LINE MANAGERS IN
PERFOEMANAGEMENT
• PROVIDE LEADERSHIP FROM TOP
• COMMUNICATE
• KEEP IT SIMPLE
• REDUCE THE PRESSURE
• INVOLVE
• ENCOURAGE

11. ROLE OF HR IN PERFORMANACE
MANAGEMENT
• STRATEGIC PARTNER
• IMPORTANT ROLE IN PURSUING A
PARTICULAR STRATEGY
• NOT A RUBBER STAMP DPT
• PERFORMANACE ENABLER
• MANY ORGANISATIONS IMPROVE
THEIR PERFORMANCE EFFICIENCY
DUE TO THE EFFORS OF HR DPT EX:
MARUTHI UDYOG LTD , MAHINDRA
AND MAHINDRA

12. FEEDBACK MANAGEMENT FOR
PERFORMANACE IMPROVEMENT
• GIVING FEEDBAK TO EMPLOYES IS ONE OF THE
IMPORTANT PM PROCESS. INFORMALLY OR
FORMALLY. PROVISION OF INFO TO IMPROVE
THEIR PERFORMANACE . POSITIVE, CONSTRUCTIVE
OR NEGATIVE. USED TO REINFORCE THE NEEDED
BEHAVIOUR AND SUGGEST WHERE AND HOW
BEHAVIOUR NEEDS TO CHANGE
• POSITIVE NEANS HELPS IN FURTHER DEVELOMENT

13. • EVIDANCE BASED PERFORMANACE MGT
DEPENDS ON FEEDBACK THAT RELIES ON
FACTS NOT OPINIONS.
• COMPAIRS WHAT HAS ACTUALLY
HAPPENED WITH WHAT WAS SUPPOSED
TO HAVE HAPPENED.
• FEEDBACK SHUOULD BE PRESENTED IN A
WAY THAT ENABLES INDIVIDUAL TO
RECOGNISES AND ACCEPT ITS FACTUAL
NATURE.

14. GUIDELINE ON PROVIDING FEED BACK
• BUILD FEEDBACK
INTO THE JOB
• PROVIDE FEEDBACK
ON ACTUAL EVENTS
• DESCRIBE, DON’T
JUDGE
• REFER TO AND
DEFINE SPECIFIC
BEHAVIOURS
• ASK QUESTIONS
• SELECT KEY ISSUES
• PROVIDE POSITIVE
FEEDBACK
• PROVIDE
CONSTRUCTIVE
FEEDBACK
• ENSURE FEEDBACK
LEADS TO ACTION
• DEFINE GOOD WORK
OR BEHAVIOUR

15. 360 DEGREE FEEDBACK
• 360 Degree Feedbackis a system or process in which employees
receive confidential, anonymous feedback from the people who
work around them. This typically includes the employee's
manager, peers, and direct reports.
• 360 degree feedback is a method and a tool that provides each
employee the opportunity to receive performance feedback from
his or her supervisor and four to eight peers, reporting staff
members, coworkers and customers. Most 360 degree feedback
tools are also responded to by each individual in a self assessment.

16. STEPS IN 360 DEGREE FEEDBACK
• DEFINE OBJECTIVE
• DECIDE ON RECIPIENTS
• DECIDE ON WHO WILL
GIVE THE FEEDBACK
• DECIDE ON THE AREAS
OF WORK AND
BEHAVIOUR
• DECIDE ON THE
METHOD OF
COLLECTING THE DATA
• DECIDE ON DATA
ANALYSIS AND
PRESENTATION
• PLAN INITIAL
IMPLIMENTATION
PROGRAME
• ANALYSE OUTCOME OF
PILOT SCHEME
• PLAN AND IMPLEMENT
FULL PROGRAME
• MONITOR AND
EVALUATE

17. BENEFITS OF 360 DEGREE FEEDBACK
• INCREASED EMPLOYEE SELF- AWARENES
• ENHANCED UNDERSTANDING OF BEHAVIOURS NEED TO
INCRESE INDIVIDUAL AND ORG PERFORMANACE.
• THE CREATION OF DEVELOPMENT ACTIVITIES
• INCRESED INVOLVEMENT OF EMPLOYEES AT ALL LEVELS
• INCREASED DEVOLUTION OF SELF-DEVELOPMENT.
• GET BROADER PERSPECTIVE
• ROUNDED VIEW OF PERFORMANACE
• COMPETENCIES
• SENIOR MGRS NEED HAVE DEVELOPMENT
• VALID AND OBJECTIVE, LEADING TO ACCEPTANCE OF
RESULTS AND ACTION REQUIRED.

18. Thank you