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Performance management ch 1,2,3 ppt copy

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Performance management ch 1,2,3 ppt copy

  1. 1. Mita Das (11392) 1 PERFORMANCE MANAGEMENT
  2. 2.  PM- Definition, concerns and scope  The management of performance  A short history of performance management 2 AGENDA:
  4. 4.  PM is a strategic and integrated approach to delivering sustained success to organisations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. 4 DEFINITION:
  5. 5.  Vertical integration  Functional integration  Human resource integration  Individual needs with the org. 5 STRATEGIC AND INTEGRATED
  7. 7.  Performance is not achieved unless there are effective process of development 7 PERFORMANCE AND DEVELOPMENT MANAGEMENT
  9. 9.  Output: achievement of results.  Outcome: impact made on performance.  Process: required to achieve these results(competencies) and the inputs in terms of capabilities (knowledge, skill and competence) expected from the teams and individuals involved.  Inputs: Competence assessment – danger if lack validity and reliability. 9 CONCERN WITH OUTPUT, OUTCOMES, PROCESS AND INPUTS
  10. 10.  To achieve future success  Defining expectations expressed as objectives and in business plan 10 CONCERN WITH PLANNING
  11. 11.  Concerns with measurement and review : If you can’t measure it , you can’t manage it.  Concerns with continuous development and improvement: from the successes and challenges in their day to day activities  Concern for communication: continuous dialogue between managers and members of the team takes place for mutual understanding of what is to be achieved and ensure that it will be achieved. 11 CONT..
  12. 12.  Concern for stakeholders: employees as partners, PM should respect the needs of individuals and teams as well as those of organisation.  Ethical concerns: respect for individual, mutual respect, procedural fairness, transparency 12
  13. 13.  Managing the organisation  Managing within the context of business(internal and external environment)  Manage context not performance: Jones  Manager and their teams are jointly accountable for results 13 SCOPE OF PM..
  15. 15.  Importance of defining objectives and of planning to achieve them  Give every employee a business person’s strong sense of revenue, cost and profit  Pursue fast paced innovation  Relationships and communication are more important than the formal channels  The pursuit of high performance by developing competence 15 FEATURES OF AN EFFECTIVE ORGANISATION
  16. 16.  Importance of goals, and measuring and monitoring of performance in relation to goals  Importance of context(structure, process and people)  Importance of competence  Importance of value chain 16 IMPLICATIONS FOR THE MANAGEMENT OF PERFORMANCE: SEARS MODEL
  17. 17. Oxford dictionary: The accomplishment, execution, carrying out, working out of anything ordered or undertaken. By Brumbrach: Performance means both behavior and results. 17 PERFORMANCE
  19. 19.  Context of org.  Culture  Functionality  Job design  Team work  Organisational development  Purpose and value statement  Strategic management  Human resource management 19 WHAT MAKES PERFORMANCE WELL??
  21. 21. (AD221-265)Wei dynasty in china had an imperial rater Ignatius Loyola(1491- 1556) introduced formal rating of the members of the society of Jesus First formal rating system by Fredrick Taylor before world war I 21 ANTECEDENTS
  22. 22. Rating for US armed forces in 1920, merit rating in US and UK in 1950s and 1960s. MBO(1960s) Critical incident technique and behaviorally anchored rating scale Revised form of performance appraisal 22 CONT..
  23. 23.  W D Scott who introduced man to man comparison scale  This scale was modified an used to rate the efficiency of US army officers  Initiated an era of promotion on the basis of merit  Graphic rating scale  Forced distribution  Factorising 23 MERIT RATING AND PERFORMANCE APPRAISAL
  24. 24.  McGregor said focus should be on the future rather than the past in order to establish realistic targets and seek the most effective ways of reaching them.  The superior instead of becoming psychologist or therapist can become a coach. 24 DRAWBACKS
  25. 25.  Mainly concerns with the assessment of traits  Assessment of traits are subjective judgments and prompted by prejudices 25
  26. 26.  By Peter Drucker(1955)  Integration of individual and corporate goals 26 MANAGEMENT BY OBJECTIVES
  27. 27.  1. Development of role & mission statement.  2. Establishing strategic goals/strategic plan.  3. Defining key results areas.  4. Establishing indicators or effectiveness, goals, or organizati onal objectives.  5. Establishing, or negotiating individual employee objectives.  6. Establishing performance standards for each objective.  7. Action planning for each employee.  8. Periodic measurement and assessment of status of each objective/standard.  9. Coaching/training to remediate deficits.  1O. Some form of evaluation or assessment done formally and included in an employee's record. 27
  28. 28. Tactical Plans Unit objective s and improve ment plans Individua l manager ’s Key results and Improve ment plan Review and control Strategic plan 28 MBO CYCLE:
  29. 29.  Levinson- A person doing excellent job by objective standards of measurement may fail miserably as a partner, superior, subordinate or colleague.  Quality of performance frequently losses out to quantification  Schaffer-process was over systematized 29 CRITICISMS OF MBO
  30. 30.  By Flanagan  To focus on critical behavior rather than trait assessment(merit rating) and output(MBO).  To keep record of incidents and use them as evidence of actual behavior during review meetings.  ‘Black book’  More of real information  Differentiating competencies 30 CRITICAL INCIDENT TECHNIQUE
  31. 31.  They include no. of performance dimension and managers rate each dimension on a scale.  But it focuses on specific work behaviors. 31 BEHAVIORALLY ANCHORED RATING SCALES
  32. 32.  Appraisals can help to improve employees’ job performance by identifying strengths and weaknesses and determining how their strength may be best utilised within the org. and weaknesses overcome 32 PERFORMANCE APPRAISAL(1970S VERSION)
  33. 33.  Emphasis on both development and evaluation  Use of profile defining the individual’s strengths and development needs  Integration of the results achieved with the means by which they have achieved 33 ENTER PM: EARLY DAYS
  34. 34. Whether performance has achieved the agreed upon plan How work is progressing towards desired results How it will be accomplished What work is to be accomplished 34 PM IS COMMUNICATION:
  35. 35. Performance planning Performance review Performance appraisal 35 3 ELEMENTS
  36. 36.  Performance management is not a system or technique, it is the totality of the day to day activities of all managers. 36 FOWLER’S DEFINITION OF PM