Performance Management Chapter 8 And more
Key concepts Performance management Feedback Upward, 360-degree Organizational rewards Intrinsic, extrinsic, reward norms Reinforcement Positive, negative, punishment, extinction
Performance management A communication process Job descriptions Expectations/ Standards On-going regular Communication and Feedback Formal Performance Appraisal Organizational Goals and Objectives
Job Analysis Job duties & responsibilities Equipment & materials Working conditions Supervision Work schedules Relationships Standards of performance Minimum essential requirements
Job Analysis - uses Job analysis RecruitSelectOrientAppraise Ads Sources Pre-screening RJP’s Application Resumes Interviews Tests References Formal Informal Ongoing T&D Evaluation Development Job-Related
Split Roles of Manager Developer/Motivator Feedback Recognition Praise Encouragement, support Training opportunities Judge/Rewarder Rewards Pay Job movements – up, lateral, out Sanctions Training opportunities
Critical managerial skills Observational Observe behavior and performance Analytical ID opportunities for employees to develop skills and know when coaching is necessary Interviewing Ask questions the right way and listen activley Feedback skills Deliver constructive feedback
Feedback Instructional Teaches, clarifies OthersTask Self directioneffortpersistenceresistance Motivational rewards
Feedback
Tips for Feedback Related to performance goals and clear expectations Specific - tied to performance or behavior Key results areas Timely Improvement-oriented Behaviors Controllable Accurate and credible
Ongoing coaching What’s going on? What’s going well? What’s not going well? Ideas for improvement?
Purposes: Performance Appraisal Define specific job criteria against which performance will be measured Measure past job performance accurately Justify rewards given to individuals or groups Define development experiences for current and future
Performance Appraisal Methods Worker comparison Ranking, paired comparison, forced distribution Graphic rating scales Rate variety of job related comparisons (cooperation, etc.) Critical incident diary Record observations incidents of success, failure BARS (Behaviorally Anchored Rating Scale) Compare worker with actual behavioral descriptors Checklists Check which behaviors worker exhibits from long list of work-related behaviors MBO
Organizational reward systems: key factors Reward Norms Profit maximization Equity Equality Need Types of Rewards Financial/material Social Psychic Distribution Criteria Results Behavior Other Desired Outcomes Attract Motivate Develop Satisfy Retain
Distribution Criteria Results (outcome or output measures) Quantifiable quality or quantity measures Number of parts assembled per hour, number of loans closed, audits completed Actions and behaviors Based on observation and rating Team work, problem-solving, creativity Nonperformance criteria Established by custom or contract Seniority, level & type of job
Contingent Consequences PositiveNegative Punishment less often Negative Reinforcement more often Positive Reinforcement more often Punishment less often Extinction Less often Contingent Presentation Contingent Withdrawal