Organization Development and Change

Thomas G. CummingsChristopher G. Worley

Chapter Seventeen:Performance Management

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-2

Learning Objectivesfor Chapter Seventeen

To present a model for understanding the components and relationships associated with performance management

To explore three interventions concerned with managing the performance of human resources: goal setting, performance appraisal, and reward systems

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-3

A Performance Management ModelW

ork p

lace

Te c

hno l

ogy

Business StrategyEm

ployee Involvement

GoalSetting

RewardSystems

PerformanceAppraisal

Individualand Group

Performance

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-4

Characteristics of Effective Goals

Goals are ChallengingChallenging but realisticGoals are set participatively

Goals are ClearGoals are specific and operationally definedResources for goal achievement are negotiated

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-5

Management by Objectives(MBO)

MBO attempts to align personal goals with business strategy through increased communications and shared perceptions between managers and subordinates

MBO programs may go beyond manager and subordinate roles to address individuals, work groups, and to reconcile conflicts.

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-6

MBO Application Stages

Involve the whole work group Goals set jointly by manager and

subordinate Action plans are established Criteria and yardsticks are established Work progress and contract reviewed and

adjusted periodically Records of meetings are maintained

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-7

Performance Appraisal Elements

Elements Traditional High Involvement

Purpose Organizational, legal Fragmented

Developmental Integrative

Appraiser Supervisor or manager Appraisee, co-

workers, and others

Role of Appraisee

Passive recipient Active participant

Measurement

Subjective Concerned with validity

Objective and subjective

Timing Period, fixed,

administratively driven Dynamic, timely,

employee- or work-driven

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-8

Performance Appraisal Application Stages

Select the appropriate stakeholders Diagnose the current situation Establish the system’s purposes and

objectives Design the performance appraisal system Experiment with implementation Evaluate and monitor the system

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-9

Characteristics of Effective Appraisal Systems

Timely Accurate Accepted by the users Understood Focused on critical control points Economically feasible

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-10

Reward System Design FeaturesDesign Feature Definition

Person/Job Based vs.Performance Based

The extent to which rewards are based on the person, the job or the outcomes of the work

Market Position(External Equity)

The relationship between what an organization pays and what other organizations pay

Internal Equity The extent to which people doing similar work within and organization are rewarded the same

Hierarchy The extent to which people in higher positions get more and varied rewards

Centralization The extent to which reward system design, decisions and administration are standardized

Rewards Mix The extent to which different types of rewards are available and offered to people

Security The extent to which work is guaranteed

Seniority The extent to which rewards are based on length of service

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-11

Characteristics of Effective Reward Systems

Availability Timeliness Performance Contingency Durability Equity Visibility

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-12

Types of Rewards

PaySkill-based pay plansPerformance-based pay systems link pay to

performanceGain sharing involves paying bonuses based

on improvements in the operating results Promotions Benefits

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-13

Individual Plan Productivity 4 1 1 4 Cost effectiveness 3 1 1 4 Superiors’ rating 3 1 1 3

Group Productivity 3 1 2 4 Cost effectiveness 3 1 2 4 Superiors’ rating 2 1 2 3

Organization- Productivity 2 1 3 4wide Cost effectiveness 2 1 2 4

Salary-Based Pay for Performance Ratings

Ties p

ay to

perf

orm

ance

Neg

ativ

esid

e ef

fect

sE

ncou

rage

coop

erat

ion

Em

ploy

eeA

ccep

tanc

e

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-14

Em

ploy

eeA

ccep

tanc

e

Individual Plan Productivity 5 3 1 2 Cost effectiveness 4 2 1 2 Superiors’ rating 4 2 1 2

Group Productivity 4 1 3 3 Cost effectiveness 3 1 3 3 Superiors’ rating 3 1 3 3

Organization- Productivity 3 1 3 4wide Cost effectiveness 3 1 3 4

Profit 2 1 3 3

Ties p

ay to

perf

orm

ance

Neg

ativ

esid

e ef

fect

sE

ncou

rage

coop

erat

ion

Stock/Bonus Pay for Performance Ratings

Cummings & Worley, 9e (c) 2008 South-Western/Cengage Learning 17-15

Gain Sharing Pay Plan Considerations

Process of design - participative or top-down?

Organizational unit covered - plant or companywide?

Determining the bonus - what formula? Sharing gains - how and when to

distribute? Managing change - how to implement

system?