30707374 Measuing Results and Behavior Performance

7/30/2019 30707374 Measuing Results and Behavior Performance

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PERFORMANCE

MANAGEMENTMEASURING RESULTS AND

BEHAVIORS


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PERFORMANCE MANAGEMENT

Performance Management raisesAwareness of the Pressures on theorganization to Perform.

Identifying and Establishing agreedObjectives to ensure that everyone is

Aware ofwhat is Expected of them and

can relate their own efforts toorganizational performance.


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MEASURING RESULTS

If one adopts a Results Approach oneneeds to Ask the following keyQuestions:

1. KEY ACCOUNTABILITIES

2. EXPECTED OBJECTIVES

3. PERFORMANCE STANDARDS


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MEASURING RESULTS

1. What are the differentAREAS in which the

individual is Expected toFocus Efforts( KEY ACCOUNTABILITIES)


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MEASURING RESULTS

2. Within each Areas What are theEXPECTED OBJECTIVES

3. How do we know How well theResults have been ACHIEVED?

( PERFORMANCE STANDARDS)


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MEASURING RESULTS

1. KEY ACCOUNTABILITIES:

These are the broad Areas of a Jobfor which the employee isResponsible for producing Results.

2. OBJECTIVES:They are Statements of importantand Measurable Outcomes


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MEASURING RESULTS

3. Performance Standards:They are theYARDSTICKS used toEvaluate How well employees have

Achieved each Objective.

They provide Information on

Acceptable and Measurableperformance for example, regardingQuantity, Quantity, Cost, and Time.


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MEASURING RESULTS:

1.DETERMINING ACCOUNTABILITIES

First Step to COLLECT the

INFORMATION about the JOB.-Primary source is Job Description

-The Tasks included in the JD can begrouped into Clusters of tasks basedon their degree ofRelatedness.


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MEASURING RESULTS

Each of these Clusters or Accountabilitiesis a broad area of the job for which the

employee is Responsible for producingResults.

Once the Accountabilities are Identifiedwe then need to determine their degree of

Importance-Time spent,-If inadequately performed-If Significant consequence of error


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MEASURING RESULTS:2.Determining Objectives

Objectives help employees GUIDE theirEFFORTS

Objectives must have the following

CHARACTERISTICS:

SPECIFIC AND CLEAR;

( Cut travel cost by 20%) CHALLANGEABLE;

(must not be impossible, should bereachable)


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MEASURING RESULTS:Determining Objectives

AGREED UPON

SIGNIFICANT

PRIORITIZED

BOUND BY TIME


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MEASURING RESULTS:Determining Objectives

ACHIEVEABLE

FULLY COMMUNICATED

FLEXIBLE

LIMITED IN NUMBER


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MEASURING RESULTS:3.Determining Performance Standards

Performance Standards areYARDSTICKdesignedto help people understand to what extent theObjective has beenAchieved.

Standards can refer to variousASPECTS of aspecific objective, including;QUALITYQUANTITYTIME.

Each of these can be considered CRITERIA to beUsed in Judging the extent to which an objectivehas been Achieved.


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MEASURING RESULTS:Determining Performance Standards

QUALITY:HOW WELLthe Objective has beenAchieved.

QUANTITY:How much has been Produced. Howmany, How Often, and at What Cost.

TIME:How Quickly, Due Dates, Acting uponthe Schedules-Time table,


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Standards must include an-ACTION

-DESIRED RESULT-DUE DATE

-QUALITY or QUANTITYINDICATOR

for example;Reduce Overtime from 150 hours/month

to 50 hours/month by December 1,2009 at a Cost not exceeding Rs.50,000.

Minimum Performance

Outstanding Performance


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Following are Characteristics that oftendetermine whether one has a usefulstandard or not:

1. Related to Jobs Key Elements and Tasksand not on Individual Traits or Person toPerson Comparisons.

2. Observable and Verifiable3. Taking into account the Cost, Accuracy,

and Availability ofneeded Data


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1. Relevant to the Job, to theAchievement of the Mission andObjectives

2. Realistic andAchievable

3. Reviewed Regularly


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MEASURING BEHAVIORS

It includes Assessment of Competencies.

Competencies areMEASURABLE CLUSTERS of

Knowledge, Skills, and Abilitiesthat are Critical in the Achievementof Results.

Example:Dependability, Communication,Creative Thinking,and so on


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MEASURING BEHAVIORS

Types of Competencies1. DIFFERENTIATING

-They allow us to Distinguish

between Average and SuperiorPerformers.

2. THRESHOLD

-those competencies that EveryoneNeeds to Display to Do the Job toa Minimally Adequate Standard.


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MEASURING BEHAVIORS

Competencies should be defined inBehavioral Terms. Thus in order tounderstand to what extent employee

Possesses a competency the INDICATORSare measured.

Each INDICATOR is an Observable

Behavior, that ifDisplayed shows that thecompetency is Present.


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MEASURING BEHAVIORS

Thus we dont Measure Behavior Directlyinstead we measure Indicators that tell uswhether the Competency is present or not.

A Competency can have SeveralIndicators, for example;Competency -Communication1. whether the teacher shows up in the

class on preestablished dates and time.2. whether the responses provided by

him/her Addresses the questions ofstudents


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MEASURING BEHAVIORS

Competencies that define GoodLeadership

1. Consideration:

The degree to which the leaderLooks after the Wel-being ofhis/her Followers.

2. Initiating Structure:The degree to which the leader focuseson Task Responsibilities


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MEASURING BEHAVIORS

Competencies that define GoodLeadership

Five Indicators of Consideration

1. Supports Subordinates

2. Asks about wel-being

3. Gets to Know about EmployeesPersonally

4. Encourage Employees to reach theirGoals

5. Shows Respect for employees Work andHome Lives.


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MEASURING BEHAVIORS

DESCRIBING COMPETENCY

1. Definition

2. Description of Specific BehavioralINDICATORS that can be observed

3. What a Competency is NOT.

(Specific Behaviors)4. Suggestions for Developing it


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MEASURING BEHAVIORSCompetency: CONSIDERATION

1. Definition: The degree to whichleader shows Concern and Respect

for the Followers2. INDICATORS or BEHAVIORS that

can be observed when a leader isexhibiting consideration.

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v


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MEASURING BEHAVIORS

3. Leaders who do not show consideration- may talk about Task Assignments

repeatedly-no consideration of home lives of

employees4. How do leaders develop competency

In contrast to the measurement of

Results, the measurement ofCompetencies is JUDGEMENTAL.

Documents

30707374 Measuing Results and Behavior Performance