Post on 06-Apr-2018
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Welcome
Kay Ja
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Performance Manageme
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R U Ready for Chapter 1
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An overview of performanmanagement
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Human capital Ad
Discretionary be
Purpose & Hi
Definition
Performance M. Q
Chapter 1
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Performance Mana
Cycle
Principles of PerfoManagemen
Performance Man
& values
Concept of Perfo
Performance Performance ap
Chapter 1
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The Ethics of Perfo
Managemen
Performance an
The reaction of em
to P. Manage
Impact on organPerforman
DevelopmentPerformance Mana
Chapter 1
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Performance Management in
Defined
Performance Management first came into wide uHR field in early 1990s
Objective setting
Assessment and review
Performance related pay
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Performance Management in
Institute of Personnel Management 1992 (R
A confusion over the term Performance Manageme
An appraisal process
Performance related pay exercise
Training and Development technique
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Performance Management in
Institute of Personnel Management 1997 (R
Much more agreement on term Performance Manag
A distinct polarisation between the following thoughts
Focused on pay
Training and Development led
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Performance Management in
Definition
A natural process ofmanagement contributes to thmanagement of individuals and teams to achieve hoforganizational performance
A systematic approach to improving individual and performance in order to achieve organizational goa
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Performance Management in
Definition
The development ofindividuals with competence acommitments, working towards the achievement omeaningful objectives within an organization that sand encourages their achievements(Lockett)
Directing and supporting employees to work as effeefficiently as possible in line with the need of the o(Waltars)
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Performance Management in
The overall purpose and aims
Contribute to the achievement ofhighperformanceorganization and its people
Reaching and exceeding stretchingtargets for the productivity, quality, customer service, growth, pro
share holder value
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Performance Management in
The overall purpose and aims
To make a good better
Share understanding what is to be achieved
Develop the capacity of people to achieve it
Provide the support and guidance people need to d
performance
To capitalize the full potential of people to benefit o
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Performance Management in
The overall purpose and aims
Performance Management is concerned with under
Positively providing the means to improve the abilit
perform and achieve the organizational goals
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Performance Management in
A History (Continued)
The emperors of the Wei dynasty (AD- 221-265) himperial rater whose task was to evaluate the peof the official family.
Centuries later, Ignatius Loyola established a syste
formal rating of the members of the Jesuit society
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Performance Management in
A History
The first formal monitoring systems by Frederick Tahis followers before World War I.
Rating for officers in the us armed services was intthe 1920s.
The term Performance Management was first use1970s by Beer and Ruh.
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Performance Management in
PM and Discretionary Behaviour
Discretionary behaviour refers to choices that the pmake about they carry out their work and the amoefforts, care, innovation and productive behaviour display.
It is the difference between people just doing a jobpeople doing a great job
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Performance Management in
PM and Human capital advantage
The goal is to achieve human capital advantage
People are most important source of competitive a
People factor is difficult to replicate unlike design o
Employing people with valuable knowledge and ski
Organizational performance is dependent on huma
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Performance Management in
Performance Management Questions
What do we mean by high performance?
Do people understand what is expected of them in performance?
How can we align individual and corporate objectiv
Can we identify good and poor performance?
Can we establish the reasons for good & bad perfo How can we develop & motivate people to perform
How can we do that fairly, consistently without disc
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Performance Management in
The concept of performance
Performance is regarded in out-put terms
The achievement of quantified objectives but it is m
It is out-come of activity & endeavour that matter
Qualitative assessment: reference to standard of p
Performance; What people achieve but how they a
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Performance Management in
Performance Management and Values
Performance is about upholding the values of the o
Aspect of behaviour but focus on what people do tocore values;
Concern for quality
Concern for people Concern for equal opportunity and operating ethically
Integrity
Impartiality
Professionalism and mutual respect
f i
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Performance Management in
Principles of Performance Management (Gui
Most people want direction, freedom to get their work doneencouragement not control. The Performance Management should be a control system only by exception. The objectiveit a collaborative development system
The entire performance management process-coaching, co
feed-back, tracking, recognition and so forth..- should encodevelopment.
When managers and team members ask what they need todo bigger and better things, they move to strategic develop
P f M i
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Performance Management in
Principles of Performance Management
Translates corporate goals in to individual, team & departm It helps to clarify the corporate goals
It is a continuous and evolutionary process, performance im
time
It realise on consensus & cooperation rather than control o
It creates a shared understanding of what is required to im
performance and how it will be achieved
It encourages self-management of individual performance
P f M t i
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Performance Management in
Principles of Performance Management
It encourages two way communication between seniors & s It requires a continuous feed-back
Feed-back loops enable the experience & knowledge to mo
objectives
It measures & assesses all performance against joint agree
It should apply to all staff
It is not primarily concerned with linking performance to fin
rewards
P f M t i
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Performance Management in
Principles of PM- CIPD Research 1997 and 2003/04 (10 maxim
A management tool which helps managers to manage Driven by corporate purpose and values
To obtain solutions that work
Only interested in things you can do something about and g
improvement
Focus on achieving behaviour rather than paper work
P f M t i
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Performance Management in
Principles of PM- CIPD Research 1997 and 2003/04 (10 maxim
Its all about how we manage people its not a system Performance management is what managers do: a natural
management
Based on accepted principles but operates flexibly
Focus on development , not pay
Success depends on what the organization is and needs to
performance culture
P f M t i
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Performance Management in
The performance Management cycle
Plan
ActMonitor
Review
Pe fo mance Management in
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Performance Management in
The performance Management cycle
Plan; Agreed objectives and competence requirements; identifying th
required by the organization; producing plan expressed in perfoagreements for meeting objectives and improving performancepersonal development plans to enhance knowledge, skills and cand reinforce the desired behaviour
Act;
Carrying out the work required to achieve objectives by referenand in response to new demands
Performance Management in
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Performance Management in
The performance Management cycle
Monitor; Checking on progress in achieving objectives and responding to
demands; treating performance management as a continuous pmanaging performance all the year around rather than an annevent
Review;
Holding a review meeting for a examination assessment of pro
achievements and identifying where action is required to develoas a basis for completing the cycle by moving into the planning
Performance Management in
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Performance Management in
Performance Management & Performance App
Performance Management Model
Standard Charted Bank
Page No. 14
Assignment 1
Performance Management & Performance App
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Performance Management & Performance App
Performance Appraisal Performance Management
Top down assessment Joint process through dialogue
Annual Appraisal Meeting Continuous review with one or more forma
Use of Rating Rating less common
Monolithic System Flexible Process
Focus on Qualified objectives Focus on values and behaviors and object
Often linked to Pay Less likely to be directly linked to Pay
Bureaucratic Complex paperwork Documentation kept to a minimum
Owned by the HR Department Owned by a line Managers
Performance Management in
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Performance Management in
The Impact on Organizational Performance
Communicates a shared vision of the purpose and values of organ
Expectation; what must to be delivered and how it should be deli
People are aware of high performance, how they need to behave
Enhance motivation, engagement, & commitment to achieve thro
Provide the basis for formulating personal development & improv Enable people to monitor their own performance and responsible
Encourage dialogue about what needs to be done to improve perf
Performance Management in
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Performance Management in
Employees reaction to Performance Manage
You need appraisal to get the best out of people and develop the
What we have moved away from is peoples perception-just mar
depending on how they felt about them. Now theres is evidence
They can tell us what they want, just as we can tell them, what
For me the real strength of the process lies in the continuing dial
negotiation as the year goes on
You are one on one with your boss
Performance Management in
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Performance Management in
Performance Management and HR
In the past; performance appraisal was driven by the personnel doften seen by line managers as something imposed on them raththe normal process of managing resources.
As described by this book; Performance Management is somethinmanagers do encouraged, advised and guided by HR, perhaps bmanagers who are responsible
Performance Management in
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Performance Management in
Performance Management and Line Manage
Performance management is owned and delivered by line manage
It is not a personnel technique run by the HR department
Performance management works very well with managers who ar
Less competent with behavioural requirements of their role find itthis approach requires them to make some business judgements
the rational for them
Performance Management in
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Performance Management in
The Ethics of Performance Management
Four Ethical Principles which should be built into the performance
process have been proposed by Winstanley and Staurt-Smith
Respect for Individual
Mutual Respect
Procedural fairness
Transparency for decision making
Performance Management in
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Performance Management in
Development in Performance Management (I
We expect managers who lead this organization to behave in linestated core values and competencies must reflect the values and performance management assessments are invited to assess howare behaving in line with core values
We expect line managers to recognize performance managemencontribution to the management for their teams rather than a cor
Managing performance is about coaching, guiding, motivating ancolleagues to help unleash potential and improve organizational p
To ensure; what we do is guided by our values and relevant to ththe organization
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Thanks
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Widescreen Pictures