1. Submitted by: Maimoona Ali Roll # 07-14 BS(IT) #3rd sem

2. Performance Management
Processes used to identify, encourage, measure, evaluate, improve, and reward employee performance
Provide information to employees about their performance.
Clarify organizational performance expectations.
Identify the development steps that are needed to enhance employee performance.
Document performance for personnel actions.
Provide rewards for achieving performance objectives.

3. The Nature of Performance Management
Effective Performance Management System
Make clear what the organization expects
Provide performance information to employees
Document performance for personnel records
Identify areas of success and needed development

4. FIGURE 11-1 Performance Management Linkage

5. Performance Management versus Performance Appraisal
Processes used to identify, encourage, measure, evaluate, improve, and reward employee performance
Performance Appraisal
The process of evaluating how well employees perform their jobs and then communicating that information to the employees

6. FIGURE 11-2 Components of a Performance-Focused Culture

7. Identifying and Measuring Employee Performance
Common Performance Measures
Quantity of Output
Quality of Output
Timeliness of Output
Presence at Work

8. Identifying and Measuring Employee Performance (cont’d)
Job Duties
Important elements in a given job as identified from job descriptions.
What an organization pays an employee to do.

9. FIGURE 11-3 Types of Performance Information
Subjective
Objective

10. FIGURE 11-4 ACTFL Performance Standards for Speaking Proficiency
Source: Adapted from American Counsel on the Teaching of Foreign Languages (ACTFL) Oral Proficiency Interview Tester Training Manual (Stamford, CT: ACTFL Inc., 2006), 81–109.

11. Performance Metrics in Service Businesses
Common Sources of Performance Differences
Regional Labor Cost Differences
Service Agreement Differences
Equipment/ Infrastructure Differences
Work Volume
Performance that is measured can be managed.

12. FIGURE 11-5 Conflicting Uses for Performance Appraisal

13. Decisions About the Performance Appraisal Process
Designing Appraisal Systems
Appraisal Responsibilities
Informal vs. Systematic Processes
Timing of Appraisals

14. Legal Concerns and Performance Appraisals
Legally Defensible Performance Appraisal System:
Appraisal criteria based on job analysis (i.e., job-related)
Absence of disparate impact and evidence of validity
Formal evaluation criterion that limit managerial discretion
Formal rating instrument linked to job duties and responsibilities
Personal knowledge of and contact with ratee
Training of supervisors in conducting appraisals
Review process to prevent undue control of careers
Counseling to help poor performers improve

15. FIGURE 11-6 Typical Division of HR Responsibilities: Performance Appraisal

16. Who Conducts Appraisals?
Supervisors rating their employees
Employees rating their superiors
Multisource, or 360°, feedback
Outside sources rating employees
Team members rating each other
Employees rating themselves
Sources of Performance Appraisals

17. Employee Rating of Managers
Advantages
Disadvantages
Helps in identifying competent managers
Serves to make managers more responsive to employees
Contributes to the career development of managers
Negative reactions by managers to ratings
Subordinates’ fear of reprisals may inhibit them from giving realistic (negative) ratings
Ratings are useful only for self-improvement purposes

18. Team/Peer Rating Advantages Disadvantages
Helps improve performance of lower-rated individuals
Peers have opportunity to observe other peers
Peer appraisals focus on individual contributions to teamwork and team performance
Can negatively affect working relationships
Can create difficulties for managers in determining individual performance
Organizational use of individual performance appraisals can hinder the development of teamwork

19. FIGURE 11-7 Performance Management Linkage

20. FIGURE 11-8 Multisource Appraisal