Upload
fellowbuddycom
View
224
Download
6
Embed Size (px)
Citation preview
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–1
Performance Management Process:Performance Management Process:OverviewOverview
PrerequisitesPerformance PlanningPerformance ExecutionPerformance AssessmentPerformance ReviewPerformance Renewal and Recontracting
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–2
Performance Management ProcessPerformance Management Process
Performance Review
Performance Renewal and Recontracting
Performance Assessment
Performance Execution
Performance PlanningPrerequisites
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–3
PrerequisitesPrerequisites
A. Knowledge of the organization’s mission and strategic goals
B. Knowledge of the job in question
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–4
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
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–5
Mission and GoalsMission and Goals
Cascade effect throughout organization
Organization Unit Employee
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–6
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
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–7
Job DescriptionJob Description
• Job duties• KSAs• Working conditions
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–8
Generic Job DescriptionsGeneric Job Descriptions
Occupational Informational Network (O*Net) http://online.onetcenter.org/
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–9
Job analysisJob analysis
• Use a variety of tools– Interviews– Observation– Questionnaires (available on Internet)
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–10
Job analysis follow-upJob analysis follow-up• All incumbents should
– review information and – provide feedback
re:– Task
• Frequency• Criticality
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–11
Performance Planning:Performance Planning:ResultsResults
Key accountabilities
Specific objectives
Performance standards
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–12
Key AccountabilitiesKey Accountabilities
Broad areas of a job for which
the employee is responsible for producing results
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–13
Specific ObjectivesSpecific Objectives
Statements of outcomes Important Measurable
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–14
Performance StandardsPerformance Standards
• “Yardstick” to evaluate how well employees have achieved each objective
• Information on acceptable and unacceptable performance, such asqualityquantity costtime
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–15
Performance Planning:Performance Planning:BehaviorsBehaviors
How a job is done
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–16
Performance Planning:Performance Planning:CompetenciesCompetencies
• Measurable clusters of KSAs
• Critical in determining how results will be achieved
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–17
Performance Planning:Performance Planning:Development PlanDevelopment Plan
Areas for improvement Goals to be achieved in each area of
improvement
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–18
Performance Execution:Performance Execution:Employee ResponsibilitiesEmployee Responsibilities
Commitment to goal achievement Ongoing requests for feedback and coaching Communication with supervisor Collecting and sharing performance data Preparing for performance reviews
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–19
Performance Execution:Performance Execution:Manager ResponsibilitiesManager Responsibilities
• Observation and documentation• Updates• Feedback• Resources• Reinforcement
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–20
Performance AssessmentPerformance Assessment
• Manager assessment• Self-assessment• Other sources (e.g., peers, customers, etc.)
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–21
Multiple Assessments Are NecessaryMultiple Assessments Are Necessary
Increase employee ownershipIncrease commitmentProvide informationEnsure mutual understanding
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–22
Performance ReviewPerformance ReviewOverview of Appraisal MeetingOverview of Appraisal Meeting
• Past– Behaviors and results
• Present– Compensation to be received
• Future– New goals and development plans
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–23
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
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–24
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
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–25
Performance Renewal andPerformance Renewal andRecontractingRecontracting
• Same as/different from Performance Planning– Uses insights and information from previous
phases– Cycle begins again
Prentice Hall, Inc. © 2006 Herman Aguinis, University of Colorado at Denver2–26
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