9428_PERFORMANCE MANAGEMENT.pdf

8/9/2019 9428_PERFORMANCE MANAGEMENT.pdf

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PERFORMANCE

MANAGEMENT


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FACTORS IMPACTING PERFORMANCE

f (indi. attributes + wk effort + orgn support)

f (ability + motivation + opportunity)

f (knowledge + motivation + feedback + leadership + personality)


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FROMPERFORMANCE APPRAISAL

TOPERFORMANCE MANAGEMENT


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Performance

ManagementProcess

Performance Planning &Goal setting

Observation ofperformance &continualFeedback

PerformanceAppraisal using apredeterminedformat

AppraisalInterview

Using theresults fordifferentorganizationaldecisions


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WHY? PURPOSE OF PM SYSTEM Strategic : help top mgmt achieve strategic objective Administrative : furnish valid information to make admin

decisions about employees Developmental : allow managers to coach employees Informational: inform employees about their performance

and expectations from them Organisational maintenance : provide information to be

used in HR planning and allocation Documentational : collect information that can be used for

different purposes


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WHEN?FREQUENCY OF APPRAISAL

Informal evaluation Continuous

Formal evaluation Annual or Biannual Anniversary date approach Focal point approach


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WHAT?

CRITERIA USED

Traits orcharacteristics

Actual performance

Training Needs Potential

Behaviour


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WHO ARE THE APPRAISERS?

Superior(s) Self Peers / Team members Subordinates Customers internal and external

Committee


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PERFORMANCE APPRAISAL METHODS

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3

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Alternationranking

Graphic ratingscale

PairedcomparisonForceddistributionCriticalincident

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Behaviorally anchoredrating scales (BARS)

Narrative forms

MBO

Computerized and Web-based methods

Merged methods

Appraisal Methodologies


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Scale for Alternate Ranking of Appraisee


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Ranking Employees by the Paired Comparison Method

Note: + means better than.- means worse than. For each chart, add up the number of+s in each column to get the highest ranked employee.


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FORCED DISTRIBUTION ON A BELL-SHAPEDCURVE


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Examples of Critical Incidents for Assistant Plant Manager

Continuing Duties Targets Critical IncidentsSchedule productionfor plant

90% utilization ofpersonnel and machineryin plant; orders deliveredon time

Instituted new productionscheduling system; decreasedlate orders by 10% last month;increased machine utilization inplant by 20% last month

Superviseprocurement of rawmaterials and oninventory control

Minimize inventory costswhile keeping adequatesupplies on hand

Let inventory storage costs rise15% last month; over-orderedparts A and B by 20%;under- ordered part C by 30%

Supervise machinerymaintenance

No shutdowns dueto faulty machinery

Instituted new preventativemaintenance system for plant;prevented a machine breakdownby discovering faulty part


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NARRATIVE FORMS

Final appraisals arefrequently written in anarrative form

Supervisor ratesemployee bydescribing thebehaviour related toeach factor


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GraphicRatingForm


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BEHAVIORALLY ANCHORED RATING SCALE(BARS) BARSis an appraisal tool that anchors a numerical rating scale with specific examples of

good or poor performance. Its proponents say it provides better, more equitable appraisals than do the other appraisal

tools. It takes more time to develop a BARS, but the tool has several advantages.


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Example ofBARS forDimensionSalesmanshipSkills


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MANAGEMENT BYOBJECTIVES

MBO refers to a organizational 6 step goal setting andappraisal program

Set theorganizations

goals

Set thedepartmental

goals

Discussdevelopmental

goals

Defineexpectedresults

Performancereviews

Providefeedback


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DEFINING THE EMPLOYEES GOALS ANDWORK STANDARDS

SetSMARTgoals

Assignchallenging/doable goals

Assignspecific

goals

Guidelines forEffective

Goal Setting

Assignmeasurable

goals

Encourageparticipation


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Appraisal Form for Assessing Both Competencies and Specific Objectives


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Appraisal Form for Assessing Both Competencies and Specific Objectives (contd)


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CHOOSING THE RIGHT APPRAISAL TOOL

Accessibility AccuracyEase-of-useEmployee

acceptance

Criteria for Choosing anAppraisal Tool


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THE APPRAISAL INTERVIEW

Satisfactory Promotable

Satisfactory Not Promotable

Unsatisfactory Correctable

Unsatisfactory Uncorrectable

Types ofAppraisal

Interviews
http://localhost/var/www/apps/conversion/tmp/video/+Performance%20Management.flvhttp://localhost/var/www/apps/conversion/tmp/video/+Performance%20Management.flv


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PERFORMANCE FEEDBACK

Components of a FeedbackSystem

Data onActions DataEvaluationAction Basedon Evaluation


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Documents

9428_PERFORMANCE MANAGEMENT.pdf