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.

1. Performance Management Cycle Performance Planning Staff and the Organisation Performance and Development Reviewing Enabling staff to deliver Taking stock of achievements, diagnostics Setting Objectives, defining what is needed Action Reset objectives Make changes

3. Alignment Model Your Organizational Priorities Your Major Areas of Responsibility and Individual Priorities Mission Values Departmental Priorities Knowledge, Skills and Behaviors Performance Development Process UNIT OR DEPARTMENT HARVARD COLLEGE LIBRARY PERSONAL “ What” “ How”

6. Performance Management – Broader Than Performance Appraisal Begins with a look at goals & strategies of the organization

7. Organizational Alignment All efforts must be aligned with overall goals and strategies of the organization. … a key to Performance Management

10. What Are the Three Steps in Performance Management? Defining Performance Facilitating Performance Encouraging Performance

11. Performance Appraisal Developmental and Administrative Decision Processes

12. Performance Appraisal continues to be one of the most criticized HR functions in organizations

14. What Purposes Can P.A. Serve in an Organization? Any potential conflicts here? Explain.

15. How Frequently Should Performance Appraisal Be Done? Why?

17. The Main Point Be sure that what is measured is documented & can be shown to match job expectations

18. A Key to All of This: Supervisors must have the support & encouragement of higher management to make all this work

21. Explain Each of the Ranking Methods Preference Among Them?

22. Attractions? Limitations?

28. Any Problems With Critical Incident Method for Appraisal?

30. Behaviorally Anchored Rating Scales (BARS) Attractions? Limitations?

36. Usefulness of Each? Explain

37. 360 Degree Appraisal Best Known Book on the Subject: Edwards & Ewen, 360 (degree) Feedback , Amacom, 1996.

43. Stages of performance management Plan Monitor Develop Review Reward

71. Performance Management Reward or Take Corrective Action Reward or Take Corrective Action Set Standards Provide Feedback Measure Performance © Dr. Dianna Stone

72. Conflicts in Performance Appraisal Conflicting Goals of Appraisal Create Problems Organization Seeks Information To Improve Systems Individual Seeks Valid Performance Feedback Individual Seeks Extrinsic Rewards Organization Seeks Information On Which To Base Rewards © Dr. Dianna Stone