performance management process torrington and hall model.pdf
TRANSCRIPT
7/18/2019 performance management process torrington and hall model.pdf
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PREPARED BY: JILL BALDWIN MA, MCIPD, FHEA, PGCE
SENIOR LECTURER WORK BASED LEARNING
LORD ASHCROFT INTERNATIONAL BUSINESS SCHOOL
Performance
ManagementProcesses
Improving Organisational
Performance
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PERFORMANCE M ANAGEMENT SHOULD
BE…
Strategic - it is about broader issues and longer-term goals
Integrated - it should link various aspects of thebusiness, people management, and individuals andteams.
It should incorporate: Performance improvement - throughout the
organisation, for individual, team andorganisational effectiveness
Development - unless there is continuousdevelopment of individuals and teams, performancewill not improve
Managing behaviour - ensuring that individualsare encouraged to behave in a way that allows andfosters better working relationships.
(Armstrong & Baron, 2004)
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THE EVOLUTION OF PM
Management by Objectives and Appraisal
Performance Management
FROM…. TO…..
System
Appraisal
Outputs
PRP driven
Ratings common
Top Down
Directive
Monolithic
Owned by HR
Process
Joint Review
Inputs
Development driven
Ratings less common
360 degree feedback
Supportive
Flexible
Owned bu Users
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P ERFORMANCE MANAGEMENT IS TYPICALLY
CHARACTERISED AS A CYCLE
(T ORRINGTON & H ALL , 2010) ...
Determine Performance
Expectations
Support
Performance
Review and Appraise Performance
Manage
Performance
Standards
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P RINCIPAL COMPONENTS OF THE P ERFORMANCE
M ANAGEMENT C YCLE (T ORRINGTON & H ALL , 2010) ...
Determine performanceexpectations Ensure staff are aware of the
performance standardsexpected of them
Ensure managers are aware ofthe impact of their behaviouron others
Organisational, departmentaland individual
Supporting performance From informal interaction
between managers & staff tothe provision of resources &systems which facilitateachievement of organisational,departmental individualtargets
Review & appraisal Often synonymous with
performance management
The formal part of the cycle
An appropriate, equitable
process (more in HRM)
Management of performance standards Actions taken to address issues
which are highlighted duringreviews linked to
Targets/productivity Skills/competences
Career development
Pay/recognition
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PERFORMANCE M ANAGEMENT C YCLE HOULDSWORTH, 2004
Planning
Managing/Coaching
Review/Reward
Performance
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P RINCIPAL COMPONENTS OF THE P ERFORMANCE
M ANAGEMENT C YCLE (H OULDSWORTH , 2004) ...
Stage 1: Planning
Definition of jobresponsibilities
Setting performance
expectations
Goal or objective setting atthe beginning of the period
Stage 2: Managing
Monitoring performanceand achievement towardsobjectives
Feedback and coaching
Competency review
Development planning
Stage 3: Reviewing Formal performance
appraisal, resulting in arating, if used
Links to reward, if deployedwithin the organisation
Possible 360 degree feedbackaround competencies orother feedback tools
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‘M ANAGEMENT BY O BJECTIVES IN
ACTION ’ (MBO)
In addition, John Humble (1970)
identified five needs that all staff
require from their managers:
1. Clarify my job and the results I’m expectedto achieve
2. Give me the resources & opportunity to
perform
3. Let me know how I’m getting on. 4. Give me guidance & training when I need it
5. Reward me according to my contribution
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“C LARIFY MY JOB AND THE RESULTS
I’ M EXPECTED TO ACHIEVE ”
Job analysis
Job design
Job description
Person specification Clear direction
Links to bigger
picture & strategy
Agreed standards andtargets
SMART OBJECTIVES
Specific – what will be
done & by whom
Measurable – contain astandard by which
performance can be
measured
A chievable – create a
challenge, but realistic
Resourced – staff, time,
money, equipment, skills
Time-limited – objectives
must include a clearly
defined time limit
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LOCKE’S THEORY OF GOAL SETTING
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“GIVE ME THE RESOURCES AND
OPPORTUNITY TO PERFORM .”
Staff
Time Money
Equipment
Training & skills
Space
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COACHING & MENTORING Coaching
– Current performance
improvement
– relationship between subordinate
and line manager
Mentoring – Longer term development of an
individual
– Wider territory
– Someone outside the line
relationship who also gains
developmental outcomes
‘Mentoring & Coaching are elements of an organisation’s approach to
human resource development (HRD)’McBain, (2012)
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All managers have a responsibility to
assess the performance of their staff. As
well as any formal appraisal this will
include …
….Feedback:
“The carrying back of some of the effects of a
process to its source or to a preceding stage so
as to strengthen or modify it.”
(Concise Oxford Dictionary)
“LET ME KNOW HOW I’ M GETTING
ON ..”
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T WO TYPES OF FEEDBACK …
Internal: occurs when an individual
takes stock of their own performance &
behaviour – linked to the learning cycle
(ref. Kolb/Honey & Mumford, 1992)
External: occurs where individuals need
help to understand how they can change,
develop or improve.
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“REWARD ME ACCORDING TO MY
CONTRIBUTION …”
Extrinsic Motivation – ‘Tangible’ rewards Pay & benefits, security and promotion arethe obvious method & performance related pay(PRP), payment by results (PBR), bonuses etc all
have their place. Often determined at theorganisational level.
Intrinsic Motivation – ‘Psychologicalrewards’ Satisfaction, sense of achievement,challenge, recognition and a ‘job well done’non financial rewards, however, can be aseffective. Usually influenced by the actions andbehaviours of other people in the organisation.
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F INALLY ….
When people at work are clear about whatis expected of them …
… and are involved in the process ofdeciding these expectations …
If they are given regular, constructivefeedback and …
… are provided with the support &resources needed to meet the required
standards … …then most will do their best to perform
at the very highest level.