2nd chapter perf mtt processes

7/28/2019 2nd Chapter Perf Mtt Processes

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Performance Management

Process

Chapter 2,

Managing Performance byMichael Armstrong &

Angela Baron


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Processes

1. Performance Planning2. Defining Expectations3. Objectives4. Measuring Performance5. Reviewing Performance6. Providing Feedback7. Assessing Performance8. Rating Performance9. Coaching10.Documentation


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Processes

1. Performance Planning Setting directions Performance agreements(cascading organization goals) Personal Development Planning

2. Developing Expectations More than simply output targets Why, when, how, what?


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3. Objectives: agreement onobjectives and how to measure thatthese are achieved May be

Quantitative/Qualitative or a mix ofthese two

Work-related/Personal/Behavioural Types

On-going (key result areas) Targets (quantifiable and thosewith target dates (deadlines) Tasks/Projects Values Behaviour


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4. Measuring Performance: veryimportant to determine the criteria formeasuring performance at the planningstage. Difficult, if qualitative criteria hasbeen adopted Potential for being judgmental,biased or inconsistent Need for factual evidence on whichto base judgments Level of the control of the ratee onhis results Classification of PerformanceMeasures

Finance


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5:continuing process ofperformance management


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. ev ew ng er ormance: orma anperiodic review is necessary, providesopportunity to reflect on performancedevelopment and personal developmentissues, should employ two- waycommunication Three Objectives Motivation,Development, Communication Conducting a Performance ReviewMeeting

Be prepared- have a clearstructure of the meeting Create the right atmosphere Use Positive Feedback goodopening Two way Communication Ensure/Invite Self-appraisal


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7. Providing Feedback:

Two basic purposes

1. To recognize/acknowledge goodperformance

2. To indicate areas of improvement Guidelines

1. Feedback on actual events, results,behaviors (evidence)

2. Providing immediate feedback

3. Describe, dont judge4. Refer to specific behaviors

5. Ask questions

6. Select key issues

7. Focus8. Provide Positive feedback


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8. Assessing Performance

Traditionally based on the

philosophy of Management by

Objectives (MBO) But now concerned both with

Means and not just Ends

Contextual Realities

Individual Behaviors


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9. Rating Performance

Argument for rating: Advantages Categorization of workers based

on performance

Administrative Decisions(Contingent pay, transfer/postings,promotions)

Documentation

Provides an incentive orcompulsion for improvingperformance

Argument against ratingDisadvantages


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Achieving Consistency

1. Forced Distribution

2. Ranking Systems

3. Training

4. Calibration (Peer Reviews)5. Monitoring (by HR)

6. Grandparenting


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10,11 Coaching and

Documentation10. Coaching process

Making people aware of how well they are performing

Controlled delegation

Turning situations into opportunities for learning

Encourage people to look at higher level problems

11. Documentation Key result areas

Objectives agreed

The values or competency headings

Actual performance against expected performance(head-wise)

Details of any plans for performance improvement anddevelopment

2nd chapter perf mtt processes

Documents