Organizational Behavior (MGT-502) Lecture-43

Summary of Lecture-42

Organization’s mission Strategies Goals High-Performance Organization?

Quality

Performance Management 1. Planning Set goals and measures Establish and communicate elements and standards 2. Monitoring Measure performance Provide feedback Conduct progress review 3. Developing Address poor performance Improve good performance 5. Rewarding Recognize and reward good performance 4. Rating Summarize performance Assign the rating of record Five Key Components

The Foundations Communication- “Open and Honest” Integrity Accountability

Today’s Topics

How can we do it?

Positive consequence (reinforced by reward) Negative consequence (no reward) Not repeated Behavior Repeated

Define Your Needs Role Descriptions: –Purpose –Context –Key Accountabilities and Duties –Education and Experience –Behavioural Competencies

Hiring Recruit Interview… behavioural questions Assessments… job requirements Reference Checks… a must… connect to interview results. The Offer… put it in writing!

Training Soft Skills … Hard Skills … On the Job… Continuous Learning…

Learning and high-performance cultures. Uncertainty highlights the importance of organizational learning. High-performance organizations are designed for organizational learning. A learning organization has a culture that values human capital and invigorates learning for performance enhancement.

Performance Standards SMART Objectives: –Specific –Measurable –Achievable –Realistic –Time-based Connected to the role description

Measuring Performance 360° Feedback Quality Evaluations Internal/External Customer Surveys Observation and Self-Assessment Remember: be SMART in your evaluation

Performance Reviews Day-to-Day Management An open, ongoing conversation Timely acknowledgement of good work and/or performance deficiencies Be available… observe your reports in role… be open to learning and sharing. Documentation

Formal Reviews Set a schedule and follow it through! Be consistent… consider the whole time horizon… be specific. Tools: role description, Self-Assessment, draft Supervisory Assessment Documentation

The Performance Conversation Purpose: to exchange information, review standards, discuss outcomes (successes and challenges), acknowledgement, renew commitment/get agreement, set new objectives Preparation: Allow both parties sufficient time to prepare and reflect Conduct a full investigation prior to making any decisions Document, document, document

Talk to the employee in private Take nothing for granted LISTEN, LISTEN, LISTEN Do not make accusations or lay blame Focus on the issue and the behavior – not the person Determine the cause of the behavior The Performance Conversation

Coaching Make performance expectations and priorities clear. Help employees to solve problems. Teach new skills. Promote growth and development. Give constructive feedback. Give ongoing positive recognition. Hold employee accountable.

Counselling Listen for the real problem. Develop a plan to correct problem. Help the person consider options.

Rewarding Good Performance Recognition & Appreciation Job Enlargement / Enrichment Project Assignments Advancement Investment (Compensation, Training)

Correcting Poor Performance Describe unsatisfactory performance. Be specific. Describe the impact of that performance/behavior (on the organization, coworkers, division – safety, costs, efficiency, morale). Describe expected performance (use SMART objectives).

Make the employee aware of what the consequences will be if the performance has not improved. Establish the social contract. Ask for commitment. Involve the employee where possible in the action plan. Offer help and support. –HR, Training, Safety Document, Document, Document.

It’s Worth the Investment… Organizational Benefits… consistent, equitable, early intervention, better morale Supervisory Benefits… acknowledge good work, nip problems in the bud, team building, retention Employee Benefits… individuals and colleagues know that they will be held accountable and are valuable to the organization.

Shifts in Performance Management PAST Appraisal Backward looking Supervisor driven Once per year Tasks (job description) Minimal personal development NOW Plan, Focus and Review Forward looking Employee initiated and managed 2+ times, ongoing Results/Outcomes linked to business goals Learning & competencies integral

EPM Supports Best Practices Successful organizations use EPM tools to support alignment and results Consistent EPM helps decrease workplace stress and uncertainty EPM helps contribute to satisfaction and commitment EPM enhances personal accountability

Final Thoughts “If a group of people is to become a social entity and work (or live) together over time then they must: Trust one another, demonstrate courage, treat each other with fairness, respect, dignity and love, and be honest with one another.” - Dr. Ian Macdonald

HR Management Strategy Model Rewards HR Strategy Desired Results

Global Organizational Behavior Challenges and Opportunities

“ For many major companies, going global is a matter of survival, and it means radically changing the way they work” Jeremy Main

Let’s stop it here

Summary

Shifts in Performance Management PAST Appraisal Backward looking Supervisor driven Once per year Tasks (job description) Minimal personal development NOW Plan, Focus and Review Forward looking Employee initiated and managed 2+ times, ongoing Results/Outcomes linked to business goals Learning & competencies integral

Final Thoughts “If a group of people is to become a social entity and work (or live) together over time then they must: Trust one another, demonstrate courage, treat each other with fairness, respect, dignity and love, and be honest with one another.” - Dr. Ian Macdonald

Global Organizational Behavior Challenges and Opportunities

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Organizational Behavior (MGT-502) Lecture-43