The document discusses a model called MEKS for measuring employee performance. MEKS stands for Motivation, Effort, Knowledge and Skills. It proposes measuring performance as a function of these four factors, with motivation accounting for 45% of the score, skills and knowledge 30%, and effort 25%. Each factor has multiple parameters that are rated on a 1-10 scale and averaged. The model provides a way to measure performance objectively and identify areas for improvement.
The document discusses equity theory and goal setting theory. Equity theory proposes that employees judge fairness based on comparing their own input-outcome ratio to a reference person. This can lead to inequity which demotivates employees. Goal setting theory suggests that specific, challenging goals improve performance when employees are committed to the goals. Managers can enhance goal commitment by breaking goals into steps, providing feedback, and allowing employee participation in goal setting.
The document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides details on the procedures, advantages, and disadvantages of each method. The point method is described as the most structured approach where jobs are evaluated based on compensable factors and assigned point values. The document provides an example of applying the point method to evaluate the positions of Engineering Manager and Assistant Engineer.
1. Google founders Sergey Brin and Larry Page have motivated employees since founding Google in 1998 by fostering innovation and allowing employees to pursue their own interests.
2. Maslow's hierarchy of needs theory and Herzberg's two-factor theory provide frameworks for understanding human motivation in the workplace. Both theories emphasize the importance of intrinsic motivators like achievement, recognition, and meaningful work.
3. Various motivation theories including expectancy theory, reinforcement theory, and equity theory provide guidance on linking rewards to performance and treating employees fairly.
The document discusses several theories of work motivation:
1. Vroom's Expectancy Theory (VIE Theory) proposes that employees will work harder if they believe their efforts will lead to valued rewards. It involves valence, instrumentality, and expectancy.
2. Porter Lawler Model extends Vroom's theory, exploring the relationship between motivation, satisfaction, and performance. It identifies effort, performance, rewards, and satisfaction as important variables.
3. Equity Theory proposes that an employee's work performance and satisfaction depends on their perception of equity or inequity compared to others' situations.
4. Attribution Theory concerns how people interpret events and relates this to their thinking and behavior, describing how people explain influences
The document discusses compensation management and various compensation systems. It defines compensation and its key elements, including job evaluation methods, pay structures, and incentive schemes. It outlines the objectives and components of an effective compensation system, and how such systems are used, developed, and administered.
The document discusses various strategies for motivating employees, including incentive schemes, job enrichment through empowerment, and increasing employee engagement. It describes key drivers of employee engagement like trust in management, career growth opportunities, and relationship with one's manager. It also discusses different types of monetary incentives and their potential problems, as well as other motivational strategies like appreciation, training, and job design approaches like autonomous work groups.
There are three main approaches to creating internal pay structures: competency-based, skill-based, and job-based. Competency-based structures link pay to demonstrated competencies, skill-based structures link pay to all skills attained regardless of job, and job-based structures link pay to the job performed. Each approach has different procedures, employee focus, advantages, and limitations.
The document discusses equity theory and goal setting theory. Equity theory proposes that employees judge fairness based on comparing their own input-outcome ratio to a reference person. This can lead to inequity which demotivates employees. Goal setting theory suggests that specific, challenging goals improve performance when employees are committed to the goals. Managers can enhance goal commitment by breaking goals into steps, providing feedback, and allowing employee participation in goal setting.
The document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides details on the procedures, advantages, and disadvantages of each method. The point method is described as the most structured approach where jobs are evaluated based on compensable factors and assigned point values. The document provides an example of applying the point method to evaluate the positions of Engineering Manager and Assistant Engineer.
1. Google founders Sergey Brin and Larry Page have motivated employees since founding Google in 1998 by fostering innovation and allowing employees to pursue their own interests.
2. Maslow's hierarchy of needs theory and Herzberg's two-factor theory provide frameworks for understanding human motivation in the workplace. Both theories emphasize the importance of intrinsic motivators like achievement, recognition, and meaningful work.
3. Various motivation theories including expectancy theory, reinforcement theory, and equity theory provide guidance on linking rewards to performance and treating employees fairly.
The document discusses several theories of work motivation:
1. Vroom's Expectancy Theory (VIE Theory) proposes that employees will work harder if they believe their efforts will lead to valued rewards. It involves valence, instrumentality, and expectancy.
2. Porter Lawler Model extends Vroom's theory, exploring the relationship between motivation, satisfaction, and performance. It identifies effort, performance, rewards, and satisfaction as important variables.
3. Equity Theory proposes that an employee's work performance and satisfaction depends on their perception of equity or inequity compared to others' situations.
4. Attribution Theory concerns how people interpret events and relates this to their thinking and behavior, describing how people explain influences
The document discusses compensation management and various compensation systems. It defines compensation and its key elements, including job evaluation methods, pay structures, and incentive schemes. It outlines the objectives and components of an effective compensation system, and how such systems are used, developed, and administered.
The document discusses various strategies for motivating employees, including incentive schemes, job enrichment through empowerment, and increasing employee engagement. It describes key drivers of employee engagement like trust in management, career growth opportunities, and relationship with one's manager. It also discusses different types of monetary incentives and their potential problems, as well as other motivational strategies like appreciation, training, and job design approaches like autonomous work groups.
There are three main approaches to creating internal pay structures: competency-based, skill-based, and job-based. Competency-based structures link pay to demonstrated competencies, skill-based structures link pay to all skills attained regardless of job, and job-based structures link pay to the job performed. Each approach has different procedures, employee focus, advantages, and limitations.
Case 1-A Transition to SupervisorTristan came in on the ground fl.pdfpetercoiffeur18
Case 1-A: Transition to Supervisor
Tristan came in on the ground floor in his company and had excelled in his position for several
years when he was promoted to a supervisory position. He was excited about the increased
responsibility and money, and he also enjoyed the status and respect that came with the new title.
Tristan’s position was to supervise a new production department at a new plant site of his small
regional company. In preparation he was ordered to attend a two-week supervisor’s training
program at headquarters. As he expected, the training was focused on human resources (HR)
concerns, customer satisfaction issues, and corporate quality production expectations. Because
the new location was intended to showcase the company’s strength in quality manufacturing, he
was allowed to recruit his own team from among the company’s statewide employee pool.
Several seasoned workers, acquainted with him as a result of his time with the company,
expressed interest in the startup department.
Lauren was hired as the departmental administrative assistant and William was hired as the new
line foreman. Tristan was elated and felt that things were moving ahead quickly enough for his
superiors to be pleased with the progress he was making. He continued to fill the necessary
positions. Within a month the department was ready to get going. Everyone was excited,
attitudes were positive, and he was looking forward to the inaugural production run.
Tristan had never held a supervisory position before, yet he knew Lauren and William were both
strong employees with great work ethic. He was certain everyone he selected possessed a similar
work ethic and was driven to succeed. However, this quickly proved erroneous, and when it
became obvious the hoped-for production quality was nonexistent, everything became a dismal
failure all at once. The department failed to produce at the expected quality level, and turmoil
among the employees was widespread. During the nearly two years he was supervisor, Tristan
was never able to earn the respect of his employees or experience the success in production
quality envisioned by the company.
In reality, many first-time supervisors earn their position by simply doing well at their job;
however, without proper training, in both supervision and leadership, disappointing outcomes
like Tristan’s are more common than you would imagine. Just because an employee is good, or
even great, it does not mean he or she will be a great supervisor.
RESPONDING TO THE CASE
1-10. If you envision transitioning into a supervisory position, what can you do to ensure you
don’t end up like Tristan?
1-11. What supervisory competencies should you work to develop? Why?
1-12. Which of the four management functions do you believe most supervisors need help with?
Why do you think this is the case?
1-13. The role of supervisor can be considered a first step toward management. What are the
benefits and potential disadvantages of pursuing a management caree.
The document discusses performance appraisal systems for a garment manufacturing company with 150 employees, including 15 staff members and 135 production workers. It recommends using different performance appraisal forms for different employee levels since their duties and responsibilities vary.
For managers, the appraisal would focus on skills like decision making, relationship building, and assertiveness. For production workers, the appraisal would focus on technical skills, communication, productivity, and learning new skills.
The document then provides steps to conduct performance review interviews and lists several common performance appraisal techniques, such as confidential reports, critical incident technique, checklist technique, and 360 degree feedback.
The document provides an overview of a manager training program that covers various topics to help managers be more effective in their roles. The training covers challenges managers may face, setting goals and vision, communication skills, leading employees, performance management, and building relationships. It emphasizes the importance of coaching employees, setting clear expectations through SMART objectives, and focusing on employee needs like trust, feedback, and involvement.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. In "What Is Appraisal?", you'll get a full understanding of the meaning and value of staff appraisal and performance management.
The document provides an overview of an organizational behavior course (MGT 312) including study guides and knowledge checks for weeks 1 and 2. It covers various topics in organizational behavior such as the four functions of management, theories of work motivation, job design, perception and attribution, managing diversity, and job satisfaction. The knowledge checks include multiple choice questions to test understanding of key concepts in these topic areas. Completing the knowledge checks helps to build knowledge and skills needed to master the course material.
This document outlines a Best-Self Kickoff meeting between employees and their direct managers. The purpose is to clarify expectations, strengthen relationships, and understand each other's needs. It provides templates for managers and employees to fill out individually before meeting to discuss topics like role clarity, performance expectations, accountability, company culture, communication styles, career goals, and areas for growth. The goal is to set employees up for success and ensure both parties fully understand what is required in the role.
The document discusses the importance of setting clear expectations for employees and others in both personal and professional relationships. It notes that expectations should be communicated clearly, be relevant to goals and priorities, and kept simple. The document provides guidance on setting expectations, monitoring progress, providing feedback, and applying appropriate consequences or rewards.
Presenting this set of slides with name - Succession Management Powerpoint Presentation Slides. This complete presentation has a set of thirty slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Succession Management Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs
The workforce redeployment is a key element of doing any business. In this way, our expert designers have made this Succession Management PowerPoint Presentation Slides to satisfy all your significant business needs. Our business succession planning presentation slideshow features different slides, for example, succession and career planning overview, manage the ongoing process, employee competency and assessment grid, performance improvement plan, key development practices, development of succession and career plan, succession planning backup summary and so on. Progression management is very important for employees or business professionals, so they can gradually move towards success. This succession planning in HRM PPT format can aid and guide the onlookers to understand the topic clearly. Download this career development PPT layout to showcase different steps involved to reach the set goals. This succession assessment Presentation can make your presentation a success. Our Succession Management Powerpoint Presentation Slides give good value for money. They also have respect for the value of your time. https://bit.ly/3h5iNbJ
This document answers frequently asked questions about Success Factors, which are behaviors that lead to successful job performance. Success Factors are organized into three levels and are not hierarchical, though more senior roles require more advanced behaviors. While Success Factors initially apply to academic staff, similar frameworks have been developed for other staff groups as well. Success Factors are used for development, not removal of employees, though essential behaviors must be demonstrated. Managers determine Success Factors for roles but discuss them with employees. Success Factors can change over time through communication between managers and employees. While different Success Factors at different levels can be chosen for a role, they often align to one level. Proper use of Success Factors requires training, guidance
This document answers frequently asked questions about Success Factors, which are behaviors that lead to successful job performance. Success Factors are organized into three levels and are not hierarchical, though more senior roles require more advanced behaviors. While Success Factors initially apply to academic staff, similar frameworks have been developed for other staff groups as well. Success Factors are used for development, not removal of employees, though essential behaviors must be demonstrated. Managers determine Success Factors for roles but discuss them with employees. Success Factors can change over time through communication between managers and employees. While different Success Factors at different levels can be chosen, behaviors often align with one level. Training and guidance on Success Factors will be provided to support managers.
The document discusses developing great leaders through a measured approach using leadership assessments. It identifies the four main building blocks of great leadership as vision, interpersonal style, communication, and problem solving/decision making. An effective methodology for leadership development involves three phases - assessing strengths and weaknesses, understanding implications, and creating an action plan. Regular assessments paired with guidance can help leaders improve their skills over time and ensure organizations have strong leadership.
This document discusses the importance of setting clear expectations in performance management. It outlines that expectations should be communicated to employees regarding their key job responsibilities, performance standards, and goals. When expectations are not clearly defined, employees may not understand what is required of them or how their performance will be evaluated. The document recommends managers monitor employee progress, provide feedback, and recognize achievements or address underperformance accordingly. Setting and communicating expectations is presented as key to improving motivation and performance.
Career Development Plan Powerpoint Presentation SlidesSlideTeam
Assess employee competency with the help of the Career Development Plan PowerPoint Presentation Slides. Our content-ready employee development plan PowerPoint template helps to evaluate, monitor & observe succession career planning. The employee succession planning PowerPoint complete deck includes self-explanatory templates like succession & career planning overview, identify the critical position, employee competency & assessment grid, sample flowchart, modeling chart, key succession & career planning metrics, development of career plan, manage the ongoing process, roadblocks of succession management, performance improvement plan, key development practices, succession planning backup summary, detailed format, to name a few. Outline objectives of career development with the help of this high quality and easy to use succession planning in HRM presentation deck. The visually appealing employee development strategy presentation deck also assists HR managers to make decisions, set goals, and take actions. Get access to this professionally designed employee performance development plan now and communicate your ideas more effectively. Our Career Planning And Development Powerpoint Presentation Slides deliver on their boasts. It actually facilitates ease of functioning. https://bit.ly/3ulVOx5
The document discusses concerns new employees may have and the importance of ensuring a good job fit. It emphasizes that while interviews, resumes and references make up two-thirds of hiring decisions, they only provide 33% of the information needed to predict job success. The PXT Select assessment is recommended to provide the remaining one-third of information around abilities, interests, and personality to reduce hiring mistakes and post-hire surprises. The document promotes the Healthy Culture and Hire & Develop programs which utilize the PXT Select assessment to build performance models, promote career development, and reduce turnover through improving manager compatibility and job fit.
The document discusses performance management systems and how they are used to ensure organizational goals are consistently met efficiently. It provides details on how performance management focuses on improving the performance of employees, departments, and processes through activities like establishing objectives, providing feedback, and evaluating performance. The overall goal of performance management is to manage employee performance by identifying strengths and weaknesses and coaching employees to improve their performance and continually enhance the business.
This document discusses different methods for evaluating employee performance, including top-down evaluations conducted by direct supervisors, matrix evaluations that average scores from multiple managers, peer-to-peer evaluations completed by coworkers, 360-degree evaluations that gather feedback from those an employee works with, and self-assessments where employees evaluate their own performance.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
Case 1-A Transition to SupervisorTristan came in on the ground fl.pdfpetercoiffeur18
Case 1-A: Transition to Supervisor
Tristan came in on the ground floor in his company and had excelled in his position for several
years when he was promoted to a supervisory position. He was excited about the increased
responsibility and money, and he also enjoyed the status and respect that came with the new title.
Tristan’s position was to supervise a new production department at a new plant site of his small
regional company. In preparation he was ordered to attend a two-week supervisor’s training
program at headquarters. As he expected, the training was focused on human resources (HR)
concerns, customer satisfaction issues, and corporate quality production expectations. Because
the new location was intended to showcase the company’s strength in quality manufacturing, he
was allowed to recruit his own team from among the company’s statewide employee pool.
Several seasoned workers, acquainted with him as a result of his time with the company,
expressed interest in the startup department.
Lauren was hired as the departmental administrative assistant and William was hired as the new
line foreman. Tristan was elated and felt that things were moving ahead quickly enough for his
superiors to be pleased with the progress he was making. He continued to fill the necessary
positions. Within a month the department was ready to get going. Everyone was excited,
attitudes were positive, and he was looking forward to the inaugural production run.
Tristan had never held a supervisory position before, yet he knew Lauren and William were both
strong employees with great work ethic. He was certain everyone he selected possessed a similar
work ethic and was driven to succeed. However, this quickly proved erroneous, and when it
became obvious the hoped-for production quality was nonexistent, everything became a dismal
failure all at once. The department failed to produce at the expected quality level, and turmoil
among the employees was widespread. During the nearly two years he was supervisor, Tristan
was never able to earn the respect of his employees or experience the success in production
quality envisioned by the company.
In reality, many first-time supervisors earn their position by simply doing well at their job;
however, without proper training, in both supervision and leadership, disappointing outcomes
like Tristan’s are more common than you would imagine. Just because an employee is good, or
even great, it does not mean he or she will be a great supervisor.
RESPONDING TO THE CASE
1-10. If you envision transitioning into a supervisory position, what can you do to ensure you
don’t end up like Tristan?
1-11. What supervisory competencies should you work to develop? Why?
1-12. Which of the four management functions do you believe most supervisors need help with?
Why do you think this is the case?
1-13. The role of supervisor can be considered a first step toward management. What are the
benefits and potential disadvantages of pursuing a management caree.
The document discusses performance appraisal systems for a garment manufacturing company with 150 employees, including 15 staff members and 135 production workers. It recommends using different performance appraisal forms for different employee levels since their duties and responsibilities vary.
For managers, the appraisal would focus on skills like decision making, relationship building, and assertiveness. For production workers, the appraisal would focus on technical skills, communication, productivity, and learning new skills.
The document then provides steps to conduct performance review interviews and lists several common performance appraisal techniques, such as confidential reports, critical incident technique, checklist technique, and 360 degree feedback.
The document provides an overview of a manager training program that covers various topics to help managers be more effective in their roles. The training covers challenges managers may face, setting goals and vision, communication skills, leading employees, performance management, and building relationships. It emphasizes the importance of coaching employees, setting clear expectations through SMART objectives, and focusing on employee needs like trust, feedback, and involvement.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. In "What Is Appraisal?", you'll get a full understanding of the meaning and value of staff appraisal and performance management.
The document provides an overview of an organizational behavior course (MGT 312) including study guides and knowledge checks for weeks 1 and 2. It covers various topics in organizational behavior such as the four functions of management, theories of work motivation, job design, perception and attribution, managing diversity, and job satisfaction. The knowledge checks include multiple choice questions to test understanding of key concepts in these topic areas. Completing the knowledge checks helps to build knowledge and skills needed to master the course material.
This document outlines a Best-Self Kickoff meeting between employees and their direct managers. The purpose is to clarify expectations, strengthen relationships, and understand each other's needs. It provides templates for managers and employees to fill out individually before meeting to discuss topics like role clarity, performance expectations, accountability, company culture, communication styles, career goals, and areas for growth. The goal is to set employees up for success and ensure both parties fully understand what is required in the role.
The document discusses the importance of setting clear expectations for employees and others in both personal and professional relationships. It notes that expectations should be communicated clearly, be relevant to goals and priorities, and kept simple. The document provides guidance on setting expectations, monitoring progress, providing feedback, and applying appropriate consequences or rewards.
Presenting this set of slides with name - Succession Management Powerpoint Presentation Slides. This complete presentation has a set of thirty slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Succession Management Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs
The workforce redeployment is a key element of doing any business. In this way, our expert designers have made this Succession Management PowerPoint Presentation Slides to satisfy all your significant business needs. Our business succession planning presentation slideshow features different slides, for example, succession and career planning overview, manage the ongoing process, employee competency and assessment grid, performance improvement plan, key development practices, development of succession and career plan, succession planning backup summary and so on. Progression management is very important for employees or business professionals, so they can gradually move towards success. This succession planning in HRM PPT format can aid and guide the onlookers to understand the topic clearly. Download this career development PPT layout to showcase different steps involved to reach the set goals. This succession assessment Presentation can make your presentation a success. Our Succession Management Powerpoint Presentation Slides give good value for money. They also have respect for the value of your time. https://bit.ly/3h5iNbJ
This document answers frequently asked questions about Success Factors, which are behaviors that lead to successful job performance. Success Factors are organized into three levels and are not hierarchical, though more senior roles require more advanced behaviors. While Success Factors initially apply to academic staff, similar frameworks have been developed for other staff groups as well. Success Factors are used for development, not removal of employees, though essential behaviors must be demonstrated. Managers determine Success Factors for roles but discuss them with employees. Success Factors can change over time through communication between managers and employees. While different Success Factors at different levels can be chosen for a role, they often align to one level. Proper use of Success Factors requires training, guidance
This document answers frequently asked questions about Success Factors, which are behaviors that lead to successful job performance. Success Factors are organized into three levels and are not hierarchical, though more senior roles require more advanced behaviors. While Success Factors initially apply to academic staff, similar frameworks have been developed for other staff groups as well. Success Factors are used for development, not removal of employees, though essential behaviors must be demonstrated. Managers determine Success Factors for roles but discuss them with employees. Success Factors can change over time through communication between managers and employees. While different Success Factors at different levels can be chosen, behaviors often align with one level. Training and guidance on Success Factors will be provided to support managers.
The document discusses developing great leaders through a measured approach using leadership assessments. It identifies the four main building blocks of great leadership as vision, interpersonal style, communication, and problem solving/decision making. An effective methodology for leadership development involves three phases - assessing strengths and weaknesses, understanding implications, and creating an action plan. Regular assessments paired with guidance can help leaders improve their skills over time and ensure organizations have strong leadership.
This document discusses the importance of setting clear expectations in performance management. It outlines that expectations should be communicated to employees regarding their key job responsibilities, performance standards, and goals. When expectations are not clearly defined, employees may not understand what is required of them or how their performance will be evaluated. The document recommends managers monitor employee progress, provide feedback, and recognize achievements or address underperformance accordingly. Setting and communicating expectations is presented as key to improving motivation and performance.
Career Development Plan Powerpoint Presentation SlidesSlideTeam
Assess employee competency with the help of the Career Development Plan PowerPoint Presentation Slides. Our content-ready employee development plan PowerPoint template helps to evaluate, monitor & observe succession career planning. The employee succession planning PowerPoint complete deck includes self-explanatory templates like succession & career planning overview, identify the critical position, employee competency & assessment grid, sample flowchart, modeling chart, key succession & career planning metrics, development of career plan, manage the ongoing process, roadblocks of succession management, performance improvement plan, key development practices, succession planning backup summary, detailed format, to name a few. Outline objectives of career development with the help of this high quality and easy to use succession planning in HRM presentation deck. The visually appealing employee development strategy presentation deck also assists HR managers to make decisions, set goals, and take actions. Get access to this professionally designed employee performance development plan now and communicate your ideas more effectively. Our Career Planning And Development Powerpoint Presentation Slides deliver on their boasts. It actually facilitates ease of functioning. https://bit.ly/3ulVOx5
The document discusses concerns new employees may have and the importance of ensuring a good job fit. It emphasizes that while interviews, resumes and references make up two-thirds of hiring decisions, they only provide 33% of the information needed to predict job success. The PXT Select assessment is recommended to provide the remaining one-third of information around abilities, interests, and personality to reduce hiring mistakes and post-hire surprises. The document promotes the Healthy Culture and Hire & Develop programs which utilize the PXT Select assessment to build performance models, promote career development, and reduce turnover through improving manager compatibility and job fit.
The document discusses performance management systems and how they are used to ensure organizational goals are consistently met efficiently. It provides details on how performance management focuses on improving the performance of employees, departments, and processes through activities like establishing objectives, providing feedback, and evaluating performance. The overall goal of performance management is to manage employee performance by identifying strengths and weaknesses and coaching employees to improve their performance and continually enhance the business.
This document discusses different methods for evaluating employee performance, including top-down evaluations conducted by direct supervisors, matrix evaluations that average scores from multiple managers, peer-to-peer evaluations completed by coworkers, 360-degree evaluations that gather feedback from those an employee works with, and self-assessments where employees evaluate their own performance.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
This document discusses project dynamics, an emerging approach to understanding the complex dynamics of projects over time. It discusses how project dynamics can be applied to (1) understand features of projects like activities, phases and interdependencies, (2) model rework cycles and their compounding effects, and (3) evaluate the intended and unintended consequences of project control strategies. The document argues that applying a project dynamics approach can provide new insights to improve project management practices.
The document discusses delegating project management tasks from project managers to team members in order to improve organizational efficiency. Currently, project managers typically handle all project management tasks themselves. This leads to higher costs, lower team motivation, and missed opportunities. The document proposes a solution where project managers delegate appropriate project management tasks to team members. This would reduce costs by utilizing resources more efficiently. It would also increase team member motivation and involvement. The document addresses some concerns about this approach and provides recommendations for implementation at different organizational levels.
The document discusses sustainability in project management. It explores how sustainability relates to projects and project management. Key points include:
1) Sustainability involves balancing economic, social, and environmental factors over both the short and long term.
2) Project managers may have responsibility for sustainability aspects of projects and their outcomes.
3) Considering sustainability requires looking at a project's full lifecycle as well as the lifecycles of its outcomes and any associated products or assets.
The document discusses strategies for companies to achieve growth with existing resources through effective portfolio management. It finds that high growth companies expand sales channels while slower companies focus on cost reduction. Implementing portfolio management allows selecting the right projects and optimizing resource allocation. Benefits include increased effectiveness, reduced costs, and higher profits without additional investments. The key is to identify constraints, match capacity and pipeline, and select platforms that provide competitive advantage and accelerate innovation.
The document discusses the role of a Strategic Program Management Office (PMO) in managing organizational transformation. It describes what a Strategic PMO is and the framework it uses, including establishing a vision, mission, and work streams. It then discusses the structure of a Strategic PMO and its lifecycle. Finally, it provides examples of Strategic PMOs that were implemented to manage a merger integration, transition to a shared global delivery model, and drive innovation through centers of excellence.
This presentation discusses how project managers can incorporate social media tools like Twitter, Facebook, LinkedIn, and blogs into project communication and management. It explores how tools like these have changed communication from restricted exchanges to more open and collaborative interactions. The presentation also addresses challenges with social media like distraction and loss of productivity, and suggests ways for project managers to develop social media policies and guidelines for their teams.
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2. Contents
1.1 Why measuring performance is important 3
1.2 Accurate and tangible form of measuring performance 3
1.3 The MEKS- Model of performance (Motivation, Effort, Knowledge & Skills) 3
1.4 Motivation parameters and its descriptions 4
1.5 Effort parameters and its descriptions 7
1.6 Skills & Knowledge parameters and its descriptions 8
1.7 How different parameters are related and how these will influence the performance 9
1.8 Why the different weights given to Motivation, Skills & Knowledge and effort: 10
1.9 How can we improve the P value? 11
1.10 What are the different P values and their significance? 11
1.11 What HR managers should keep in mind while implementing this Model? 11
1.12 Conclusion 12
1.13 Author(s) Profile 12
2|Page
3. 1.1 Why measuring performance is important
Performance of the employees in any organization is extremely critical to the
company’s success. Successful companies have a strong and loyal workforce, which
helps the company achieving its stated target. Low employee performance is a
hindrance to success in any company.
Successful companies have one of the most important things in common – Employee
loyalty to the company. Without this no company can sustain in the long run and
performance is a key contributor to this. If an employee is performing well, he/she
feels satisfied which in turn gets him/her a sense of belongingness to the company.
How about getting to know about performance of an employee in a tangible and more
accurate form?? Let us discuss this below-
1.2 Accurate and tangible form of measuring
performance
We can’t improve things, which we can’t measure. We have several theories on
performance and motivation.
But managers have not been successfully measuring the performance in a tangible
and accurate form in most of the companies.
In all cases we come to know about the performance of a team
After the completion of the work or Project.
We then evaluate the performance, which is more subjective in nature, ambiguous
and biased.
Senior Executives generally know about the performance of their groups/teams
after the team has completed the work.
This theory talks about measuring the performance in a tangible, accurate and
unbiased form and alert the Company’s senior management or executives before it is
too late. This model is not a replacement to the Yearly performance appraisal in any
company. This model is to be applied by the HR manager or Human resource
Generalist attached to the team instead of the employee manager. The HR Managers
will have an option to increase the performance of an employee by concentrating on
different low ranking parameters.
1.3 The MEKS- Model of performance (Motivation,
Effort, Knowledge & Skills)
Let us look at the measure of performance.
Performance is a function of three elements – 1) Motivation, 2) Effort and 3)
Knowledge & skills
Let there are J factors (parameters) determining Motivation (M): m1, m2…mJ
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4. Likewise, K factors determining skills and Knowledge (S): s1, s2...sK
Likewise factors determining effort (E): e1, e2….eL
J, K, L are numbers (integers) 1, 2, 3…..10
And 1 ≤ mi, si, ei ≤ 10
Performance mathematical model
P = 0.45 [(m1+m2+…+mJ)/J] + 0.30 [(s1+s2+…+sK)/K] + 0.25 [(e1+e2+…+eL)/L]
P lies between 1 and 10
1 being the lowest and 10 being the highest
For M1…Mj, S1…Sk and e1…eL are set of questions that you as a HR manager need
to ask to the employee in your team and give a rating of 1-10 or NA (Not applicable)
The HR managers, HRG or HR Consultant, should ask these questions to the
Employee
These questions should not be asked by the employee manager, as there is a
possibility of a biased rating. The Employee manager should be intimated and
discussion can be held with him/her once the value of P is measured.
1.4 Motivation parameters and its descriptions
Motivation Description Ratings
Parameters
m1 Position and compensation 1-10 or NA
Employee is not at all happy with his/her salary
and/or position in the company. He is being paid a
low salary as compared to his peers who are
performing the same job. Salary is not
commensurate to his experience and skills
You can provide ratings based on criteria like
If the employee is getting what his worth
It could be that employee is happy with the
variable pay or incentives or perks but not happy
with the Base salary
It could be that the employee is happy with the
salary but not with the position and vice versa
a. Low morale (1-3)
b. Average happiness (4-5)
c. Pleased with the salary and position in the
company (6-8)
d. Extremely pleased with the position and salary
(9-10)
This rating should be based on a comparison with
the company’s policy and salary structure and role
position. Sufficient data should be available to
validate this rating.
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5. m2 Manager: 1-10 or NA
This talks about how his/her manager is.
My manager cares for me, my problems and
supports me during crisis?
If he is able to list few instances where he faced a
problem and his manager has come out to help
him.
There could be instances where the manager does
not blame him for any crisis but instead
encouraged to work on his improvement areas and
help finding a root cause of the issue.
a. Low morale (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-10)
Negative straits could be his manager always tries
to blame his employee in case of any crisis and
find fault in them instead of finding the root cause
of the issue. Manager could also be trying to find a
scapegoat in his direct reports to escape a crisis
situation.
Specific instances/incidents of this behavior should
be noted and analyzed before giving the ratings.
M3 Likability of the work 1-10 or NA
Employee could be very dissatisfied with the work
he is doing. Either could be because he is not
interested in that technology/domain/nature of
work or could be current work does not add any
value add to his own career.
a. Low morale (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. d.Extremely pleased with the situation (9-10)
M4 Long-term Career Plan 1-10 or NA
I do have a long-term plan in the project, group or
company I work.
The employee should have a defined career plan
in his group/project/company. He knows what is he
will be in 1 yr/3 yrs/5 yrs if he stays in the company
and Perform to the potential. It is not only
important to have a plan but the employee should
agree to this plan and convinced.
a. Low morale (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-10)
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6. M5 Clear Roles and responsibility 1-10 or NA
I have a clear roles and responsibility in the
company. I know what tasks I need to do in a
day/week.
Employee knows clearly what is his roles and
responsibility in the group/project or company.
There is no ambiguity in his role.
Related questions may be asked to ascertain the
points and give a rating
a. Low morale (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-10)
M6 Awards ,Rewards and feedback 1-10 or NA
I‘m appreciated for what good things I do and get
to know my weakness and shortcomings.
The manager should give regular feedback to his
employee and not just during yearly performance
appraisal.
The employee should know how his performance
is evaluated in the company and the basis of
giving rewards to any employee.
The employee is getting awarded for all his good
work and feedback is given to him on his
improvement areas on a regular basis
a. Low morale (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-10)
M7 Being part of the larger team 1-10 or NA
I have clear idea about Company’s objective and
goals (This is important because the whole
company should have a common goal so that
people get cooperation from different
departments).
The employee knows the company’s direction and
is updated with company’s policies and goals from
time to time. The Employee feels being part of the
company as a whole. Sense of belongingness
prevails in the company where he works
a. Low morale (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-10)
6|Page
7. 1.5 Effort parameters and its descriptions
Effort Description Ratings
parameter
E1 Workplace logistics 1-10 or NA
I have all the logistics (hardware, software,
office space, Internet/network etc) to work
full day in the office or necessary network
connection at home
a. Not happy (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
Extremely pleased with the situation (9-10)
E2 Flexi work timing 1-10 or NA
I can balance my own work-life and decide
which time I can work provided I complete
my work on time
a. Not happy (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-
10)
E3 Flexibility of workplace 1-10 or NA
I can work from anyplace provided I
complete my work on time.
E4 Disjunction of E2 1-10 or NA
I have the liberty of working late hours in the
office to compensate the loss of time during
the day for any reason
a. Not happy (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-
10)
E5 Average Effort hours 1-10 or NA
I’m putting 8 hours of effort every day and
maximum 40 hours of work per week
a. Not happy-unable to put necessary effort
(1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-
10)
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8. 1.6 Skills & Knowledge parameters and its
descriptions
Skills and Description Ratings
knowledge
parameter
S1 Job training and clarity of work 1-10 or NA
I have taken necessary training for the job to have a
clear understanding of the work I’m going to do
a. Not happy (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-10)
S2 Technical help in the project 1-10 or NA
I have the support of my seniors in my team or in the
organization to help me when I face problem
a. Not happy (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-10)
S3 On-the-job training 1-10 or NA
I’m capable of doing my work while I learn on the job
a. Not happy (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-10)
S4 Facility of fast-track training 1-10 or NA
I can learn the technology needed for the project in
very short time after I’m put in the project
a. Not happy (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-10)
S5 Skills and experience for the Job 1-10 or NA
I have the necessary knowledge, skills or experience
to do my job
a. Not happy (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. Extremely pleased with the situation (9-10)
S6 Appropriate job role and position 1-10 or NA
(Best person for the Job)
I have got this role/position by virtue of my capability
and capacity and not just shear number of years of
experience
a. Not happy (1-3)
b. Average happiness (4-5)
c. Pleased with the situation (6-8)
d. d.Extremely pleased with the situation (9-10)
8|Page
9. If any of the parameter is not applicable in a given situation or two parameters are in
logical disjunction to each other, you can mention NA for that parameter and
consequently deduct 1 from the denominator of the Element. For example if S5 is NA
in a case, then the formula for P would be like this
P = 0.45 [ (m1+m2+…+m7) / 7] + 0.30 [(s1+s2+…+sK) / (K-1)] + 0.25 [(e1+e2+…+e4)
/ 4]
1.7 How different parameters are related and how
these will influence the performance
It is not possible to achieve a higher rating in all the parameters of M, E and S. So
companies may try to balance among these three elements and various parameters.
Someone may be low on few parameters of motivation so you can increase in other
parameters of motivation along with parameters in E and S and vice versa. But it does
not mean that you can have very low total M value and very high E and S. We need to
understand the importance of all the elements M, E and S and their weighted
contribution in the overall performance.
The basic rule of this model is that if we concentrate more on the Motivation
parameters then there is more likely that we will be able to improve the P value
considering the weights of Motivation in the model.
If we keep a low M value and try to increase the E value meaning people have to
work very hard without much motivation and it will only result in attrition, low
productivity and failure of projects. Because employees will be under pressure to
just do hard work without any motivation.
Similarly with little bit of increase in M value and corresponding increase in S
value will result in substantial increase in P value. This is a case where people will
be more satisfied with their work with little effort. Work-life balance will be
maintained.
Third scenario – if we only increase the S value without any good M value – this
will result in long duration of stay at work. Because Employees will be less
motivated to work even though they have the knowledge and skill on the job.
If we have both low M and E and only good S – it will result in employees only
proud of their skills and arrogance and not concentrating on the work they need to
do. This will encourage politics at work. All those knowledgeable employees will
not do any work but ask others to do more work and blame others for failure of
projects.
The reason of higher weight for M and S is because if we have high motivation and
High skills & knowledge on the job then the effort needed to complete the work will be
low. And the vice versa is true.
(It is true that the success of a project can be influenced by several external factors
which sometimes out of control of the employee. The answer is that if someone is
highly motivated he/she does the work inspite of many external challenges or issues.
He does it whatever it takes to complete and does not give excuses. See the later
section on 10 signs of motivation)
If a team has a higher M and S then E needed is low and the employee can still be a
high performer in the group.
One can’t achieve performance if any one of the elements is not present.
9|Page
10. 1.8 Why the different weights given to Motivation,
Skills & Knowledge and effort:
There is an extensive research done before arriving at the percentage of M, S and E
in the MEKS-Model. There may be a margin of error up to 4-8% with regard to the
accuracy of the contribution of M, S and E in the Mathematical formula. This model
stresses that Motivation is the key to success of any project or work. If employees are
highly motivated then they won’t give any excuses of less E and S. They themselves
will try to learn the skills of their own if they are highly motivated. They will find their
ways to complete the work whatever it takes. But it is not only Motivation that is
sufficient for good performance; we need to have good S which means S coupled with
M will have a higher impact on the performance of the team. The time needed to
complete the work will be very less. It is observed that if someone is highly motivated
and knowledgeable then the time needed to complete a work will be ¼ or 25% of the
total effort that an average person can take. So E is just 25% contribution. Motivation
is the key so it will have the highest contribution (45%) in the performance model. The
next important element in Performance model is Skills & Knowledge, which is at the
remaining 30%. M has 15% more than Skills and Knowledge is because, it is
observed that if someone is highly motivated, he/she can learn the subject thru self-
study or learns from external sources like friends, different technology groups or
similar sources.
As we know that Bottom-up estimation model is the most accurate. A similar thought
has been put forward in this Model. For example if you ask someone to rate an
employee from 1-10 on motivation, then he/she will have a guess estimate which has
lesser chance of being the most accurate. If we break down the motivation into
different parameters and ask him to rate and then take an average, then it will be more
accurate. As PMI states that we should decompose an element into different
tasks/sub-tasks and then estimate. This mathematical model is influenced by
Decomposition method, Bottom-up estimation technique.
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11. 1.9 How can we improve the P value?
The highest contributor to P is the value of M. It is not that we don’t need any other
elements and just increase the M value. But we must try to increase the M elements
and its parameters for the company to have substantial improvement in P value. We
discussed about the various combination of M, S and E and its implication in the
previous paragraphs. Many small/start-up companies find it hard to increase the M
value because of lack of brand value of the company and being a start up, lacks a
good organization structure or HR policy. In this case we may rely more on E and S to
have a better value of P. However as the organization grows, the company should
start investing more on the M element and its parameters to have sustainable
performance in the company.
Large corporations should implement this model with a major thrust on the M elements
and a balanced E and S to sustain their performance level.
1.10 What are the different P values and their
significance?
P values of 1-3 = Low performance
4-5 = Medium
6-8 = High
9-10 = Exceptional
A real-life example of P:
P = 0.45 [ (5+6+6+7+4+3+6) / 7 ] + 0.30 [(4+5+7+3+5+8) / 6] + 0.25 [(4+5+6+3+9) / 4]
= 0.45 x 6.16 + 0.30 x 5.33 + 0.25 x 4.5
= 2.77 + 1.6 + 1.12
= 5.5
Rounded 6
1.11 What HR managers should keep in mind
while implementing this Model?
These questions for each parameter in various elements can be given directly to the
employee but it is observed that the answer may not be entirely accurate. Because
many employees can give low ratings in all parameters if they are angry over some
reasons or unhappy over one situation. Their anger/frustration would be reflected in
the questions and it would be an wrong assessment of each parameter. So it is
advisable to either hire a consultant or HR generalist of the company should discuss
with the employee and give a balanced and matured rating to each parameter.
11 | P a g e
12. 1.12 Conclusion
This model will be successful in getting the true assessment of Performance before
the completion of the project or any work with a view to improve it. This talks of an
independent and un-biased estimate of Performance in the team. There is very
likelihood that a company may not be able to score very high in all the parameters in
each elements of P. However P can be analyzed and take corrective actions to
improve the performance of any employee and the team.
Certainly this is a true measure of performance in an objective, un-biased and
Accurate form. What the company should note is it should be implemented not at the
end of the year but during mid-year/before the start of the project when we decide
about the resource assignment or any point in time when we feel that our performance
is not up to the mark and projects are running with issues.
1.13 Author(s) Profile
Sujit Mishra, certified PMP, ITIL expert and an Executive MBA has an
experience of over 18 years in the IT Industry. He has published many papers
in International journals like PM World Today and in India’s leading newspaper
(The Economic times). Most of his publication is centered on Human resource
management. He has a lot of success in terms of containing attrition in his
group and improving people motivation. He has received above 90% score in
Employee satisfaction survey in different companies. He has presented
papers in Various International seminars including the PMI and QAI
Conference. Currently he is working at SunGard.
E-mail: msujit2002@yahoo.co.in
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