Continuing the Performance Management Process

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SEU_MGT520_Module02_PPT_Ch021.pptx

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Chapter 2 Performance Management Process

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Overview

Prerequisites

Performance Planning

Performance Execution

Performance Assessment

Performance Review

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Overview of Performance Management Process

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Prerequisites

Knowledge of the organization’s mission and strategic goals

Knowledge of the job in question

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Knowledge of Mission and Strategic Goals

Strategic planning

Purpose or reason for the organization’s existence

Where the organization is going

Organizational goals

Strategies for attaining goals

2-5

Mission and Goals

Cascade effect throughout organization

Organization Unit Employee

2-6

Knowledge of the Vision

https://www.youtube.com/watch?v=yLwietqZ0F0

Why was a compelling vision important to Ford’s turnaround?

How was the vision related to the company’s issues?

Is having a vision in and of itself sufficient? Why or why not?

Knowledge of the Job

Job analysis of key components

Activities

Tasks

Products

Services

Processes

2-8

Knowledge of the Job (Continued)

KSAs required to do the job

Knowledge

Skills

Abilities

2-9

Work Analysis

Use a variety of tools

Interviews

Observation

Questionnaires (available on the Internet)

Data collected from

Job incumbents

Supervisors

Individuals responsible for creating a new job

2-10

Work Analysis Follow-Up

All incumbents should

Review information

Provide feedback

Rate tasks and KSAs in terms of

Frequency

Criticality

2-11

Rater Biases

Rating of frequency and criticality of tasks and KSAs is susceptible to:

Self-serving bias

Social projection and false consensus bias

Carelessness consensus bias

 These biases exaggerate the importance of certain tasks & KSAs based on the KSAs that incumbents have

2-12

Rater Training

Web-based training: Structure

Takes only about 15 minutes

Establishes common point of reference via largely 5 steps

In the 5 steps, participants basically practice their rating skills

As a result, reduces exaggeration of the importance of certain task and KSAs

2-13

Rater Training (Continued)

Web-based training: 5 steps

1. Defines the rating dimensions

2. Defines the scale anchors

3. Describes behaviors indicative of each rating dimension

4. Allows raters to practice their rating skills, and

5. Provides feedback on the practice

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Job Description

Job duties

KSAs

Working conditions

2-15

Generic Job Descriptions

Occupational Informational Network (O*Net)

http://online.onetcenter.org/

2-16

Snapshot of O*Net for Heavy and Tractor-Trailer Truck Drivers

Performance Planning

Results

Behaviors

Development Plan

2-18

Performance Planning: Results

Key accountabilities

Specific objectives

Performance standards

2-19

Company Spotlight

Discover credit cards made performance planning a key part of its strategic plan

Steps include:

Assigning HR professionals to attend business meetings

Classroom and online learning for managers

Employee meetings to agree upon metrics, create action plans, and follow up with evaluations and ratings

Key Accountabilities

Broad areas of a job for which the employee is responsible for producing results

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Specific Objectives

Statements of outcomes

Important

Measurable

2-22

Performance Standards

“Yardstick” to evaluate how well employees have achieved each objective

Information on acceptable and unacceptable performance, such as

Quality

Quantity

Cost

Time

2-23

Performance Planning: Behaviors

How a job is done

Includes a discussion of competencies

2-24

Competencies

Measurable clusters of KSAs

Critical in determining how results will be achieved

2-25

Performance Planning: Development Plan

Areas for improvement

Goals to be achieved in each area of improvement

2-26

Performance Execution: Employee’s Responsibilities

Commitment to goal achievement

Ongoing requests for feedback and coaching

Communication with supervisor

Collecting and sharing performance data

Preparing for performance reviews

2-27

Performance Execution: Manager’s Responsibilities

Observation and documentation

Updates

Feedback

Resources

Reinforcement

2-28

Performance Management Process Summary: Key Points

Ongoing process

Each component is important

If one is implemented poorly, the whole system suffers

Links between components must be clear

2-29

Quick Review

Prerequisites

Performance Planning

Performance Execution

Performance Assessment

Performance Review

2-30

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