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Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–1
Performance Management ProcessPerformance Management Process
Performance Review
Performance Renewal and Recontracting
Performance Assessment
Performance Execution
Performance PlanningPrerequisites
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–2
Performance Management Process:Performance Management Process:OverviewOverview
PrerequisitesPerformance PlanningPerformance ExecutionPerformance AssessmentPerformance ReviewPerformance Renewal and Recontracting
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–3
PrerequisitesPrerequisites
A. Knowledge of the organization’s mission and strategic goals
B. Knowledge of the job in question
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–4
A.A. Knowledge of mission Knowledge of mission and strategic goals and strategic goals
• Strategic planning – Purpose or reason for organization’s
existence– Where organization is going– Organizational goals– Strategies for attaining goals
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–5
Mission and GoalsMission and Goals
Cascade effect throughout organization
Organization Unit Employee
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–6
B.B. Knowledge of the jobKnowledge of the job
• Job analysis of key components– Activities, tasks, products, services, processes
• KSAs required to do the job– Knowledge– Skills– Abilities
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–7
Job DescriptionJob Description
• Job duties• KSAs• Working conditions
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–8
Generic Job DescriptionsGeneric Job Descriptions
Occupational Informational Network (O*Net) http://online.onetcenter.org/
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–9
Job analysisJob analysis
• Use a variety of tools– Interviews– Observation– Questionnaires (available on Internet)
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–10
Job analysis follow-upJob analysis follow-up
• All incumbents should – review information and – provide feedback – Task
• Frequency• Criticality
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–11
Performance Planning:Performance Planning:ResultsResults
Key accountabilitiesSpecific objectivesPerformance standards
Outcomes an employee must produce.
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–12
Key AccountabilitiesKey Accountabilities
Broad areas of a job for which
the employee is responsible for producing results
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–13
Specific ObjectivesSpecific Objectives
Statements of outcomes Important Measurable
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–14
Performance StandardsPerformance Standards
• “Yardstick” to evaluate how well employees have achieved each objective
• Information on acceptable and unacceptable performance, such asqualityquantity costtime
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–15
Performance Planning:Performance Planning:BehaviorsBehaviors
How a job is done
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–16
Performance Planning:Performance Planning:CompetenciesCompetencies
• Measurable clusters of KSAs
• Critical in determining how results will be achieved
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–17
Performance Planning:Performance Planning:Development PlanDevelopment Plan
Areas for improvement Goals to be achieved in each area of
improvement
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–18
Performance Execution:Performance Execution:Employee ResponsibilitiesEmployee Responsibilities
Commitment to goal achievement Ongoing performance feedback and coaching Communication with supervisor Collecting and sharing performance data Preparing for performance reviews
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–19
Performance Execution:Performance Execution:Supervisor ResponsibilitiesSupervisor Responsibilities
• Observation and documentation• Updates• Feedback• Resources• Reinforcement
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–20
Performance AssessmentPerformance Assessment
• Manager assessment• Self-assessment• Other sources (e.g., peers, customers, etc.)
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–21
Multiple Assessments Are NecessaryMultiple Assessments Are Necessary
Increase employee ownershipIncrease commitmentProvide informationEnsure mutual understanding
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–22
Performance ReviewPerformance ReviewOverview of Appraisal MeetingOverview of Appraisal Meeting
• Past– Behaviors and results
• Present– Compensation to be received
• Future– New goals and development plans
The meeting between the employee and the manager to review assessment.
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–23
Six Steps for Conducting Six Steps for Conducting Productive Performance ReviewsProductive Performance Reviews
1. Identify what the employee has done well and poorly
2. Solicit feedback3. Discuss the implications of changing behaviors
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–24
Six Steps for Conducting Six Steps for Conducting Productive Performance ReviewsProductive Performance Reviews
4. Explain how skills used in past achievements can help overcome any performance problems
5. Agree on an action plan6. Set a follow-up meeting and agree on
behaviors, actions, attitudes to be evaluated
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–25
Performance Renewal andPerformance Renewal andRecontractingRecontracting
• Same as/different from Performance Planning– Uses insights and information from previous
phases– Cycle begins again
Herman Aguinis, University of Colorado at DenverPrentice Hall, Inc. © 2006 2–26
Performance Management ProcessPerformance Management ProcessSummary: Key PointsSummary: Key Points
Ongoing processEach component is important
If one is implemented poorly, whole system suffersLinks between components must be clear