The document outlines performance management and employee development strategies, including the creation of personal developmental plans that focus on continuous learning and growth. It emphasizes the roles of employees and managers in the development process, the importance of 360-degree feedback systems, and the need for organizational norms like cooperation and trust. Additionally, it discusses the advantages and risks associated with 360-degree feedback systems and the components of effective developmental plans.

1. Herman Aguinis, University of Colorado at Denver
Performance Management andPerformance Management and
Employee Development: OverviewEmployee Development: Overview
• Personal Developmental Plans
• Direct Supervisor’s Role
• 360-degree Feedback Systems

2. Herman Aguinis, University of Colorado at Denver
Stakeholders in the Development ProcessStakeholders in the Development Process
• Employees
– Help plan their own development
– Improve their own performance
• Managers
– Help guide the process of development
– Support success of process

3. Herman Aguinis, University of Colorado at Denver
PersonalPersonal DevelopmentalDevelopmental PlansPlans
• Specify actions necessary to improve
performance
• Highlight employee’s
– Strengths
– Areas in need of development

4. Herman Aguinis, University of Colorado at Denver
Personal Developmental Plans answer:Personal Developmental Plans answer:
• How can I continuously learn and grow in
the next year?
• How can I do better in the future?
• How can I avoid performance problems
of the past?

5. Herman Aguinis, University of Colorado at Denver
Personal Developmental Plans:Personal Developmental Plans:
OverviewOverview
• Developmental Plan Objectives
• Content of Developmental Plan
• Developmental Activities

6. Herman Aguinis, University of Colorado at Denver
Overall Developmental Plan ObjectivesOverall Developmental Plan Objectives
• Encourage:
– Continuous learning
– Performance improvement
– Personal growth

7. Herman Aguinis, University of Colorado at Denver
Specific Developmental Plan ObjectivesSpecific Developmental Plan Objectives
• Improve performance in current job
• Sustain performance in current job
• Prepare employee for advancement
• Enrich employee’s work experience

8. Herman Aguinis, University of Colorado at Denver
Content of Developmental PlanContent of Developmental Plan
• Developmental objectives
– New skills or knowledge
– Timeline
• How the new skills or knowledge will be acquired
– Resources
– Strategies
• Standards and measures used to assess
achievement of objectives

9. Herman Aguinis, University of Colorado at Denver
Content of Developmental PlanContent of Developmental Plan
• Based on needs of organization and employee
• Chosen by employee and direct supervisor
• Taking into account
– Employee’s learning preferences
– Developmental objective in question
– Organization’s available resources

10. Herman Aguinis, University of Colorado at Denver
Developmental ActivitiesDevelopmental Activities
‘On the job’‘On the job’
• On-the-job-training
• Mentoring
• Job rotation
• Temporary assignments

11. Herman Aguinis, University of Colorado at Denver
Developmental ActivitiesDevelopmental Activities
In addition to ‘on the job’In addition to ‘on the job’
• Courses
• Self-guided reading
• Getting a degree
• Attending a conference
• Membership or leadership role
– in professional or trade organization

12. Herman Aguinis, University of Colorado at Denver
Direct Supervisor’s Role:Direct Supervisor’s Role:
• Explain what is necessary
• Refer employee to appropriate
developmental activities
• Review & make suggestions regarding
developmental objectives

13. Herman Aguinis, University of Colorado at Denver
Direct Supervisor’s Role (ongoing):Direct Supervisor’s Role (ongoing):
• Check on employee’s progress
• Provide motivational reinforcement

14. Herman Aguinis, University of Colorado at Denver
360-degree Feedback Systems360-degree Feedback Systems
Tools to help employees
• Improve performance by using
• Performance information
• Gathered from many sources
– Superiors
– Peers
– Customers
– Subordinates
– The employee

15. Herman Aguinis, University of Colorado at Denver
360-degree Feedback Systems360-degree Feedback Systems
• Anonymous feedback
• Most useful when used
– For DEVELOPMENT
– NOT for administrative purposes
• Internet used for collecting data

16. Herman Aguinis, University of Colorado at Denver

17. Herman Aguinis, University of Colorado at Denver

18. Herman Aguinis, University of Colorado at Denver

19. Herman Aguinis, University of Colorado at Denver

20. Herman Aguinis, University of Colorado at Denver
Necessary organizational norms include:Necessary organizational norms include:
• Cooperation
• Openness and trust
• Input and participation valued
• Fairness

21. Herman Aguinis, University of Colorado at Denver
Overview of 360-degree Feedback SystemsOverview of 360-degree Feedback Systems
• Advantages of 360-degree Feedback Systems
• Risks of 360-degree Feedback Systems
• Characteristics of a Good 360-degree
Feedback System

22. Herman Aguinis, University of Colorado at Denver
Advantages of 360-degree Feedback SystemsAdvantages of 360-degree Feedback Systems
• Decreased possibility of biases
• Increased awareness of expectations
• Increased commitment to improve
• Improved self-perception of performance
• Improved performance
• Reduction of ‘undiscussables’
• Increased employee control of their own careers

23. Herman Aguinis, University of Colorado at Denver
Risks of 360-degree Feedback SystemsRisks of 360-degree Feedback Systems
• Unconstructive negative feedback hurts.
• Are individuals comfortable with the system?
User acceptance is crucial.
• If few raters, anonymity is compromised.
• Raters may become overloaded.
• Stock values may drop.

24. Herman Aguinis, University of Colorado at Denver
Characteristics of a Good 360-degree Feedback SystemCharacteristics of a Good 360-degree Feedback System
• Anonymity
• Observation of employee
performance
• Avoidance of survey
fatigue
• Raters are trained
• Used for developmental
purposes only
• Emphasis on behaviors
• Raters go beyond ratings
• Feedback interpretation
• Follow-up