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Performance Management Process: OverviewPrerequisites Performance Planning Performance Execution Performance Assessment Performance Review Performance Renewal and Recontracting Prentice Hall, Inc. © 2006
Performance Management ProcessPrerequisites Performance Planning Performance Execution Performance Management Process Performance Renewal and Recontracting Performance Assessment Performance Review Prentice Hall, Inc. © 2006
Prerequisites Knowledge of the organization’s mission and strategic goals Knowledge of the job in question Prentice Hall, Inc. © 2006
Knowledge of mission and strategic goalsStrategic planning Purpose or reason for organization’s existence Where organization is going Organizational goals Strategies for attaining goals Prentice Hall, Inc. © 2006
Mission and Goals Cascade effect throughout organizationOrganization Unit Employee Prentice Hall, Inc. © 2006
B. Knowledge of the job Job analysis of key componentsActivities, tasks, products, services, processes KSAs required to do the job Knowledge Skills Abilities Prentice Hall, Inc. © 2006
Job Description Job duties KSAs Working conditionsPrentice Hall, Inc. © 2006
Generic Job DescriptionsOccupational Informational Network (O*Net) Prentice Hall, Inc. © 2006
Job analysis Use a variety of tools Interviews ObservationQuestionnaires (available on Internet) Prentice Hall, Inc. © 2006
Job analysis follow-upAll incumbents should review information and provide feedback re: Task Frequency Criticality Prentice Hall, Inc. © 2006
Performance Planning: ResultsKey accountabilities Specific objectives Performance standards Prentice Hall, Inc. © 2006
Key Accountabilities Broad areas of a job the employee is responsiblefor which the employee is responsible for producing results Prentice Hall, Inc. © 2006
Specific Objectives Statements of outcomes Important MeasurablePrentice Hall, Inc. © 2006
Performance Standards“Yardstick” to evaluate how well employees have achieved each objective Information on acceptable and unacceptable performance, such as quality quantity cost time Prentice Hall, Inc. © 2006
Performance Planning: BehaviorsHow a job is done Prentice Hall, Inc. © 2006
Performance Planning: CompetenciesMeasurable clusters of KSAs Critical in determining how results will be achieved Prentice Hall, Inc. © 2006
Performance Planning: Development PlanAreas for improvement Goals to be achieved in each area of improvement Prentice Hall, Inc. © 2006
Performance Execution: Employee ResponsibilitiesCommitment 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
Performance Execution: Manager ResponsibilitiesObservation and documentation Updates Feedback Resources Reinforcement Prentice Hall, Inc. © 2006
Performance AssessmentManager assessment Self-assessment Other sources (e.g., peers, customers, etc.) Prentice Hall, Inc. © 2006
Multiple Assessments Are NecessaryIncrease employee ownership Increase commitment Provide information Ensure mutual understanding Prentice Hall, Inc. © 2006
Performance Review Overview of Appraisal MeetingPast Behaviors and results Present Compensation to be received Future New goals and development plans Prentice Hall, Inc. © 2006
Six Steps for Conducting Productive Performance ReviewsIdentify what the employee has done well and poorly Solicit feedback Discuss the implications of changing behaviors Prentice Hall, Inc. © 2006
Six Steps for Conducting Productive Performance ReviewsExplain how skills used in past achievements can help overcome any performance problems Agree on an action plan Set a follow-up meeting and agree on behaviors, actions, attitudes to be evaluated Prentice Hall, Inc. © 2006
Performance Renewal and RecontractingSame as/different from Performance Planning Uses insights and information from previous phases Cycle begins again Prentice Hall, Inc. © 2006
Performance Management Process Summary: Key PointsOngoing process Each component is important If one is implemented poorly, whole system suffers Links between components must be clear Prentice Hall, Inc. © 2006
Performance Management and Appraisal
Supervision: Concepts and Practices of Management,
Gathering Performance Information: Overview
Prentice Hall, Inc. © 2006.
MGT-555 PERFORMANCE AND CAREER MANAGEMENT
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Implementing a Performance Management System: Overview
Herman Aguinis, University of Colorado at Denver 9-1 Prentice Hall, Inc. © 2006 Performance Management Skills: Overview Coaching Coaching Styles Coaching.
Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Performance Management and Employee Development: Overview Personal Developmental.
Chapter 3 Needs Assessment.
Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Measuring Results and Behaviors: Overview Measuring Results Measuring Behaviors.
Defining Performance and Choosing a Measurement Approach: Overview
Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Managing Team Performance: Overview Definition and Importance of Teams Types.
Performance Management Process
3 Chapter Needs Assessment.
Chapter 2 Performance Management Process
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