This document discusses performance planning and management. It explains that setting clear goals and expectations, providing feedback, resources and rewards can improve employee performance. A performance management system involves planning, maintaining, appraising, rewarding and developing performance. The performance management cycle includes analyzing jobs, setting targets, monitoring performance, providing feedback, appraising performance and making personnel decisions. Performance planning is the process of setting goals, identifying requirements to achieve goals, and competencies needed. Key aspects of performance planning discussed are setting KRAs, measures, goals/standards and work plans.

1. PERFORMANCE
PLANNING

2. FOUNDATION OF
PERFORMANCE
PEOPLE CAN & WILL PERFORM BETTER WHEN THEY:
 KNOW & UNDERSTAND WHAT IS EXPECTED OF
THEM: (GOALS)
 HAVE BEEN ABLE TO TAKE PART IN FORMING
THE GOALS (PARTICIPATION)
 GET SUPERVISION, SUPPORTS, & RESOURCES:
(ENABLING CONDITIONS)
 GET FEEDBACK ON THEIR PERFORMANCE:
(APPRAISAL)
 ARE ENABLE TO ACHIEVE THE GOALS:
(DEVELOPMENT)
 HAVE POSITIVE CONSEQUENCES FOR
PERFORMANCE: (REWARDS)

3. PERFORMANCE MANAGEMENT
SYSTEM
(PMS)
• PLANNING PERFORMANCE
• MAINTAINING PERFORMANCE & DIAGNOSING
PERFORMANCE PROBLEM
• APPRAISING PERFORMANCE
• REWARDING PERFORMANCE
• DEVELOPING PERFORMANCE

4. The PM cycle in organizations
8. Prepare
development
plans
1. Analyze JD
& choose PA
criteria
5. Appraise
performance
against
expectations
4. Monitor, assist &
control performance
3. Plan to
perform the
task
2. Set targets &
communicate
expectations
7. Make
personnel
decisions
6. Review &
provide
feedback

5. PERFORMANCE PLANNING
IT IS A PROCESS THAT INVOLVES:
 SETTING OF PERFORMANCE GOALS TO BE
ACHIEVED;
 IDENTIFICATION OF PERFORMANCE
REQUIREMENTS TO ACHIEVE GOAL, AND
 IDENTIFICATION OF COMPETENCIES AND
CONDITIONS TO PERFORM

6. GOAL SETTING
• REVIEW ORGANIZATIONAL & UNIT PERFORMANCE
GOALS
• REVIEW JD & JS OF CONCERNED EMPLOYEE/ TEAM
• IDENTIFY KEY RESULT AREAS (KRAS)
• IDENTIFY PERFORMANCE MEASURES OR INDICATORS
• SET GOALS/ STANDARDS
• IDENTIFY PERFORMANCE COMPETENCIES &
ATTRIBUTES
• FORMULATE WORK PLAN

7. KEY RESULT AREAS (KRAS)
PRIORITY AREAS OF PERFORMANCE IN TERMS
OF THE RESULTS OR OUTPUTS EXPECTED OR
DESIRED SIGNIFICANT ACHIEVEMENTS
REQUIRED
 EXAMPLES OF SOME IMPORTANT GENERAL
KRAS:
 CUSTOMER SERVICE
 ORGANIZATIONAL & STAFF DEVELOPMENT
 EMPLOYEE SATISFACTION

8. PERFORMANCE MEASURE
AN INDICATOR OF PERFORMANCE THAT
MEASURES WHETHER AND TO WHAT
EXTENT THE OBJECTIVE HAS BEEN
ACHIEVED.
MEASUREMENT CRITERIA:
 QUANTITY (HOW MUCH/ MANY)
 TIME (HOW SOON/ BY WHEN)
 COST (WITH WHAT RESOURCE)
 QUALITY (HOW WELL)

9. PERFORMANCE GOAL/TARGET
THE PLANNED OUTPUT/ OUTCOME/ RESULT
TO BE ACHIEVED WITHIN A GIVEN PERIOD
OF TIME.
TYPES
a. OUTPUT TARGETS
b. DEVELOPMENT TARGETS

10. WHY PERFORMANCE GOAL
SETTING?
 WHAT GETS MEASURED IS GET DONE
 IF YOU DON’T MEASURE RESULTS, YOU CAN’T TELL
SUCCESS FROM FAILURES
 IF YOU CAN’T SEE SUCCESS, YOU CAN’T REWARD IT
 IF YOU CAN’T REWARD SUCCESS, YOU ARE PROBABLY
REWARDING FAILURE
 IF YOU CAN’T SEE SUCCESS, YOU CAN’T LEARN FROM IT
 IF YOU CAN’T RECOGNIZE FAILURE, YOU CAN’T
CORRECT IT
 IF YOU CAN DEMONSTRATE RESULTS, YOU CAN WIN