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.

1. Herman Aguinis, University of Colorado at Denver
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Performance Management
Prof. Preeti Bhaskar
Symbiosis Centre for Management Studies, NOIDA

2. Herman Aguinis, University of Colorado at Denver
Chapter Outline
(3 Hours)
 Nature of Performance Management
 Performance Management Systems
 Components of Performance Management Systems
 Defining and Identifying
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3. Herman Aguinis, University of Colorado at Denver
Performance Management: Definition
Continuous Process of
Identifying performance of individuals and teams
Measuring performance of individuals and teams
Developing performance of individuals and teams
and
Aligning performance with the strategic goals of
the organization
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4. Herman Aguinis, University of Colorado at Denver
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Performance Management
vs.
Performance Appraisal

5. Herman Aguinis, University of Colorado at Denver
PM is NOT performance appraisal
 Performance
Management
 Strategic business
considerations
 Ongoing feedback So
employee can improve
performance
 Driven by line manager
 Performance appraisal
 Assesses employee
Strengths &
Weaknesses
 Once a year
 Lacks ongoing
feedback
 Driven by HR
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6. Herman Aguinis, University of Colorado at Denver
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Contributions of PM Systems
For Employees
The definitions of job and
success are clarified
Motivation to perform is
increased
Self-esteem is increased
Self-insight and development
and enhanced
For Managers
Supervisors’ views of
performance are
communicated more clearly
Managers gain insight about
subordinates
There is better and more
timely differentiation
between good and poor
performers
Employees become more
competent
For Organization
Organizational goals are
made clear
Organizational change is
facilitated
Administrative actions are
more fair and appropriate
There is better protection
from lawsuits

7. Herman Aguinis, University of Colorado at Denver
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Disadvantages/Dangers of
Poorly-implemented PM Systems
For Employees
Lowered self-esteem
Employee burnout and
job dissatisfaction
Damaged relationships
Use of false or
misleading
information
For Managers
Increased turnover
Decreased motivation
to perform
Unjustified demands
on managers’
resources
Varying and unfair
standards and ratings
For Organization
Wasted time and
money
Unclear ratings system
Emerging biases
Increased risk of
litigation

8. Herman Aguinis, University of Colorado at Denver
Components of Performance Management Systems
Performance Planning.
Performance Appraisal and Reviewing
Feedback on the Performance followed by personal
counseling and performance facilitation
Rewarding good performance
Performance Improvement Plans
Potential Appraisal
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9. Herman Aguinis, University of Colorado at Denver
 Performance Planning: Performance planning is the first crucial component
of any performance management process which forms the basis of
performance appraisals. Performance planning is jointly done by the
appraisee and also the reviewee in the beginning of a performance session.
During this period, the employees decide upon the targets and the key
performance areas which can be performed over a year within the
performance budget., which is finalized after a mutual agreement between
the reporting officer and the employee.
 Performance Appraisal and Reviewing: The appraisals are normally
performed twice in a year in an organization in the form of mid reviews and
annual reviews which is held in the end of the financial year. In this process,
the appraisee first offers the self filled up ratings in the self appraisal form
and also describes his/her achievements over a period of time in
quantifiable terms. After the self appraisal, the final ratings are provided by
the appraiser for the quantifiable and measurable achievements of the
employee being appraised. The entire process of review seeks an active
participation of both the employee and the appraiser for analyzing the
causes of loopholes in the performance and how it can be overcome. This
has been discussed in the performance feedback section.

10. Herman Aguinis, University of Colorado at Denver
 Feedback on the Performance followed by personal counseling and
performance facilitation:Feedback and counseling is given a lot of
importance in the performance management process. This is the stage in
which the employee acquires awareness from the appraiser about the
areas of improvements and also information on whether the employee is
contributing the expected levels of performance or not. The employee
receives an open and a very transparent feedback and along with this the
training and development needs of the employee is also identified. The
appraiser adopts all the possible steps to ensure that the employee meets
the expected outcomes for an organization through effective personal
counseling and guidance, mentoring and representing the employee in
training programmes which develop the competencies and improve the
overall productivity.
 Rewarding good performance: This is a very vital component as it will
determine the work motivation of an employee. During this stage, an
employee is publicly recognized for good performance and is rewarded.
This stage is very sensitive for an employee as this may have a direct
influence on the self esteem and achievement orientation. Any
contributions duly recognized by an organization helps an employee in
coping up with the failures successfully and satisfies the need for affection..

11. Herman Aguinis, University of Colorado at Denver
 Performance Improvement Plans: In this stage, fresh set of goals are
established for an employee and new deadline is provided for
accomplishing those objectives. The employee is clearly communicated
about the areas in which the employee is expected to improve and a
stipulated deadline is also assigned within which the employee must show
this improvement. This plan is jointly developed by the appraisee and the
appraiser and is mutually approved.
 Potential Appraisal: Potential appraisal forms a basis for both lateral and
vertical movement of employees. By implementing competency mapping
and various assessment techniques, potential appraisal is performed.
Potential appraisal provides crucial inputs for succession planning and job
rotation.
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12. Herman Aguinis, University of Colorado at Denver
Role of PM Systems
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13. Herman Aguinis, University of Colorado at Denver
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• To help top management achieve strategic business objectives
Strategic Purpose
• To furnish valid and useful information for making administrative decisions about
employees
Administrative Purpose
• To inform employees about how they are doing and about the organization's and the
supervisor’s expectations
Informational Purpose
• To allow managers to provide coaching to their employees
Developmental Purpose
• To provide information to be used in workplace planning and allocation of human resources
Organizational maintenance Purpose
• To collect useful information that can be used for various purposes (e.g., test development,
personnel decisions)
Documentation Purpose

14. Herman Aguinis, University of Colorado at Denver
Strategic Purpose
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By linking the organization's goals with individual goals,
the performance management system reinforces
behaviors consistent with the attainment of
organizational goals.
Onboarding refer to the processes that help the new
employee from being Organizational outsider to
organizational insider.

15. Herman Aguinis, University of Colorado at Denver
Administrative Purpose
To furnish valid and useful information for making administrative decisions
about employees.
Such administrative decisions include-:
Salary adjustments
Promotions
Retention or termination
Recognition of individual performance
Identification of poor performers
Layoffs
Merit
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16. Herman Aguinis, University of Colorado at Denver
Informational Purpose
“serve as an important communication device.”
 First, they inform employees about how they are doing, and provide them with
information on specific areas that may need improvement.
 Second, related to the strategic purpose, they provide information regarding the
organisation’s and the supervisor’s expectations, and what aspects of work the
supervisor believes are most important.
 Third, How they can improve their performance
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17. Herman Aguinis, University of Colorado at Denver
Developmental Purpose
 Performance feedback/coaching
 Identification of individual strengths and weaknesses
 Causes of performance deficiencies (which could be due to individual,
group or contextual factors).
 Tailor development of individual career path
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Developmental purpose refers to both short-term and long-term
development aspects.

18. Herman Aguinis, University of Colorado at Denver
Organizational Maintenance Purpose
 Workforce planning
 Talent inventory, which is information on current resources (e.g., Skills, abilities,
promotional potential and assignment histories of current employees).
 Assess future training needs
 Evaluate performance at organizational level
 Evaluate effectiveness of HR interventions (e.g., Whether
 Employees perform at higher levels after participating in a training programme).
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19. Herman Aguinis, University of Colorado at Denver
Documentation Purpose
Validate selection instruments
Document administrative decisions
Help meet legal requirements
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20. Herman Aguinis, University of Colorado at Denver
Characteristics of an Ideal PM System
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Strategic congruence Thoroughness Practicality Meaningfulness
Specificity
Identification of
effective and
ineffective
performance
Reliability Validity
Acceptability and
fairness
Inclusiveness Openness Correctability
Standardization Ethicality

21. Herman Aguinis, University of Colorado at Denver
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