1. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Performance Management and Employee Development: Overview Personal Developmental Plans Direct Supervisor’s Role 360-degree Feedback Systems

2. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Stakeholders in the Development Process Employees –Help plan their own development –Improve their own performance Managers –Help guide the process of development –Support success of process

3. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Personal Developmental Plans Specify actions necessary to improve performance Highlight employee’s –Strengths –Areas in need of development

4. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Personal Developmental Plans answer: How can I continuously learn and grow in the next year? How can I do better in the future? How can I avoid performance problems of the past?

5. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Personal Developmental Plans: Overview Developmental Plan Objectives Content of Developmental Plan Developmental Activities

6. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Overall Developmental Plan Objectives Encourage: –Continuous learning –Performance improvement –Personal growth

7. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Specific Developmental Plan Objectives Improve performance in current job Sustain performance in current job Prepare employee for advancement Enrich employee’s work experience

8. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Content of Developmental Plan Developmental objectives –New skills or knowledge –Timeline How the new skills or knowledge will be acquired –Resources –Strategies Standards and measures used to assess achievement of objectives

9. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Content of Developmental Plan Based on needs of organization and employee Chosen by employee and direct supervisor Taking into account –Employee’s learning preferences –Developmental objective in question –Organization’s available resources

10. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Developmental Activities ‘On the job’ On-the-job-training Mentoring Job rotation Temporary assignments

11. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Developmental Activities In addition to ‘on the job’ Courses Self-guided reading Getting a degree Attending a conference Membership or leadership role –in professional or trade organization

12. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Direct Supervisor’s Role: Explain what is necessary Refer employee to appropriate developmental activities Review & make suggestions regarding developmental objectives

13. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Direct Supervisor’s Role (ongoing): Check on employee’s progress Provide motivational reinforcement

14. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 360-degree Feedback Systems Tools to help employees Improve performance by using Performance information Gathered from many sources –Superiors –Peers –Customers –Subordinates –The employee

15. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 360-degree Feedback Systems Anonymous feedback Most useful when used –For DEVELOPMENT –NOT for administrative purposes Internet used for collecting data

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20. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Necessary organizational norms include: Cooperation Openness and trust Input and participation valued Fairness

21. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Overview of 360-degree Feedback Systems Advantages of 360-degree Feedback Systems Risks of 360-degree Feedback Systems Characteristics of a Good 360-degree Feedback System

22. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Advantages of 360-degree Feedback Systems Decreased possibility of biases Increased awareness of expectations Increased commitment to improve Improved self-perception of performance Improved performance Reduction of ‘undiscussables’ Increased employee control of their own careers

23. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Risks of 360-degree Feedback Systems Unconstructive negative feedback hurts. Are individuals comfortable with the system? User acceptance is crucial. If few raters, anonymity is compromised. Raters may become overloaded. Stock values may drop.

24. Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Characteristics of a Good 360-degree Feedback System Anonymity Observation of employee performance Avoidance of survey fatigue Raters are trained Used for developmental purposes only Emphasis on behaviors Raters go beyond ratings Feedback interpretation Follow-up