The document defines performance management as a strategic approach to improving employee performance and developing capabilities through ongoing partnerships between supervisors and employees. It outlines the performance management process, including assessing skills, providing feedback, and setting responsibilities for supervisors and employees. The document also describes characteristics like being congruent with organizational strategy and identifying effective and ineffective performance.

1. Performance Management Process &
Characteristics of Performance Management
Ali Rasheed (Ma23)

2. Contents
• Introduction
• Definition of performance management
• What is a “Performance management
process”
• Performance management resources.
• Performance Management responsibilities.
• Characteristics of performance management.
• Conclusion.

3. Introduction
• While employer needs the maximum
productivity from the workers.
Employees always want to know.
• How they are doing?
• Are things going great?
• Any positive feed back?
• Are they encouraging us to do better?
• Is there room for improvement?
• Employee need a Constructive advice
which will enable him as a roadmap
to correct his performance.

4. Definition of Performance
Management
• According to Armstrong and Baron (1998),
Performance Management is a strategic and an
integrated approach to delivering successful results in
organizations
• By improving the performance and developing the
capabilities of teams and individuals.
• It is an on-going, partnership between supervisors and
employees, working together to accomplish the goals.
• The term “performance management” gained its
popularity in early 1980’s. Due to the high achievement
and the importance of the total quality management
programs.

5. Performance management process

6. What to be Assess In the PM
process?
• Skills
• Abilities
• Needs
• Traits of the employee

7. Methods used in PM
• Essay
• Ranking
• Paired comparisons
• Rating through check list.
• BARS(Behaviorally Anchored
Rating scale)

8. Performance Management tools and
resources
• Performance Management Toolkit
• Training
• Consultation
• Performance Rating Scale
• Performance Management Forms

9. Responsibilities
• Responsibility towards supervisors and managers:
• To monitor the performance of during the rating period.
• To collect “Every” possible, feedback from customers, team
members, coworkers, suppliers, concerning the employee
performance;
• To prepare the record of rating
• To meet with employees to discuss the rating and employee
development needs.
• Recognizing employees who demonstrate high-quality
performance.

10. Responsibilities towards employees
• Participating in all the discussion of their
performance.
• Assuring that they have clear understanding of
supervisors expectation.
• To seek the performance feedback from the
supervisors and customers.
• To take action for the things that has been identified.

11. Characteristics of Performance
management
• Congruent with organizations strategy.
• Sensible
• Meaningful
• Identify efficient and inefficient performance.
• Openness
• Specific
• Realistic

12. Conclusion
• PM process can be regarded as a system of managing
employee performance and driving the individuals
towards desired performance results
• It’s about creating a harmonious alignment between
individual and organizational objectives for
accomplishment of excellence in performance.
• The success of employees depends on a clear
performance management process, which recognizes
the accomplishments and supports the professional
development..
• This is the concept of using humans as a “ resource”
to the success of the organization.

13. Thank you
References
http://www.fau.edu/hr/EmpRelations/Perf_Mng_0807.php#mng
http://www.gov.ns.ca/psc/hrCentre/resources/ode/performanceManagement/
http://www.jakoba.com/learn.htm
http://www.whatmakesagoodleader.com/Performance
http://www.bersin.com/lexicon/Details.aspx?id=14474
Books.
Armstrong HRM practice.
Armstrong's Handbook of Performance Management.