Performance Management 15 Performance Management

Understand the components of a performance management system. Describe and evaluate the effectiveness of goal setting interventions in organizations. Understand the application of performance appraisal interventions. Discuss how reward systems interventions can be applied in organizations.

A Performance Management Model Goal Setting Workplace Technology Business Strategy Individual and Group Performance Reward Systems Training and Development Employee Involvement Performance Appraisal

Characteristics of Effective Goals Goals are Challenging Challenging but realistic Goals are set participatively Goals are Clear Goals are specific and operationally defined Resources for goal achievement are negotiated

Management By Objectives MBO attempts to align personal goals with business strategy through increased communications and shared perceptions between managers and subordinates MBO programs may go beyond manager and subordinate roles to address individuals, work groups, and to reconcile conflicts

MBO Application Stages Involve the whole work group Goals set jointly by manager and subordinate Action plans are established Criteria and yardsticks are established Review and Recycle; work progress and contract reviewed and adjusted periodically

Performance Appraisal Elements Traditional Approaches High Involvement Purpose Organization, legal Fragmented Developmental Integrated Appraiser Supervisor or manager Appraisee, co-workers, and others Role of Appraisee Passive recipient Active participant Measurement Subjective Concerned with validity Objective and subjective Timing Period, fixed, administratively driven Dynamic, timely, employee- or work-driven

Performance Appraisal Application Stages Select the appropriate stakeholders Diagnose the current situation Establish the system’s purposes and objectives Design the performance appraisal system Experiment with implementation Evaluate and monitor the system

Characteristics of Effective Appraisal Systems Timely Accurate Accepted by the users Understood Focused on critical control points Economically feasible

Reward System Design Features DEFINITION Person/Job Based vs. Performance Based The extent to which rewards are based on the person, the job or the outcomes of the work Market Position The relationship between what an organization pays and what other organizations pay (External Equity) Internal Equity The extent to which people doing similar work within and organization are rewarded the same Hierarchy The extent to which people in higher positions get more and varied rewards Centralization The extent to which reward system design, decisions and administration are standardized Rewards Mix The extent to which different types of rewards are available and offered to people Security The extent to which work is guaranteed Seniority The extent to which rewards are based on length of service

Characteristics of Effective Reward Systems Availability Timeliness Performance Contingency Durability Equity Visibility

Types of Reward Systems Pay Skill-based pay plans Performance-based pay systems link pay to performance Gain sharing involves paying bonuses based on improvements in the operating results Promotions Benefits

Salary Based Pay for Performance Ratings Tie Pay to Performance Produce Negative Side Effects Encourage Cooperation Employee Acceptance SALARY REWARD Individual Plan Productivity 4 1 Cost Effectiveness 3 Superiors’ Rating Group 2 Organization-Wide

Stock/Bonus Pay for Performance Ratings Tie Pay to Performance Produce Negative Side Effects Encourage Cooperation Employee Acceptance SALARY REWARD Individual Plan Productivity 5 3 1 2 Cost Effectiveness 4 Superiors’ Rating Group Organization-Wide Profit

Gain-Sharing Pay Plan Considerations Process of design -- participative or top-down? Organizational unit covered -- plant or companywide? Determining the bonus -- what formula? Sharing gains -- how and when to distribute? Managing change -- how to implement system?