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PERFORMANCE MANAGEMENT

Prepared By

Submitted to

Organizational Behaviour

New York Institute of Technology

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The Fundamental of Performance Management

The performance management process

Reviewing performance

Assessing Performance

Improving Performance

Leadership and Performance

Rewards

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systematic process for improving organizational

performance by developing the performance of individuals

and teams.

the process of Directing and supporting employees to work

as effectively and efficiently as possible in line with theneeds of the organization

is the process of creating a work environment or setting in

which people are enabled to perform to the best of their

abilities

Performance management is a whole work system thatbegins when a job is defined as needed. It ends when an

employee leaves your organization.

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It is a mean of getting better results.

Develop the capacity of employee to meet and

exceed expectations.

Align individual and organizational objectives.

Maximizing the ability and skills of individuals

and teams .

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Concern with output ,outcome, process and input.

Concern with planning .

Concern with measurement and review .

Concern with continuous improvement .

Concern with continuous development .

Concern for communication.

Concern for stakeholder.

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Plan decide what\why\how to do it

Act and develop carry out the work needed toimplement the plan and how to be implemented .

Monitor _carry out continuous checks on what is being

done and measure outcomes in order to assess progress inimplementing the plan.

Review consider what has been achieved.

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Planning to provide the basis for reformulatingthe performance agreement and the performance.

Motivation to provide positive feedback,

recognition, praise and opportunities for growth.

Learning and development to provide a basis

for self-managed learning and the development

through coaching and other learning activities.

Communication to serve as a two-way channel

for communication about roles, expectations ,

relationships, work problems and aspirations.

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Overall analysis ofperformance

to reach agreement about future action rather than

produce superficial judgment .

Written assessmentofperformance

Written a summary about level of performance

achieved .

Rating

Produce summary for the record employee is doing.

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Forced distribution

Managers are required to place their staff in order

from best to worst .

Quota system

Adjust the rating of managers to ensure the quote

in each level is met .

Visual assessment agreement between the

manager and the individual on where the latter

should be placed on that matrix or grid .

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Managers and leaders those who embrace and

encourage others to use performance

management.

Strong leaders are clear about what kind ofperformance they expect.

Leaders need to be seen using performance

information if others are to become committed to

using the systems that provide the information.

Leaders at all levels must also be willing to

understand the barriers to improvement and

provide the necessary support to solve problems.

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The improvement of performance is a fundamental

part of the continuous process of performance

management

Poor performance may be a result of inadequate

leadership, bad management or defective systems ofwork

Top management must articulate and communicate

the organizations mission, objectives and core

values. The team should agree on its overall mission or

purpose and then on the specific objectives that will

support the accomplishment of that mission

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Performance management and recognition

Performance management and the provision ofopportunities to achieve

Performance management and skills

development .

Performance management and career planning. Performance management and job engagement.

Performance management and commitment .

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THANK YOU FOR YOURTHANK YOU FOR YOURATTENTIIONATTENTIION