Chapter 2
Chapter 2—Performance Management Process
Learning Objectives
2.1 Articulate that performance management is an ongoing and circular process that
includes the interrelated components of prerequisites, performance planning,
performance execution, performance assessment, and performance review.
2.2 Argue that the poor implementation of any of the performance management
process components has a negative impact on the system as a whole and that a
dysfunctional or disrupted link between any two of the components also has a
negative impact on the entire system.
2.3 Assemble important prerequisites needed before a performance management
system is implemented, including knowledge of the organization’s mission and
strategic goals through strategic planning and knowledge of the job in question
through work analysis.
2.4 Conduct a work analysis to determine the tasks; knowledge, technology and other
skills, and abilities (KSAs), work activities, work context and working conditions
of a particular job and produce a job description that incorporates the KSAs of the
job and information on the organization and unit mission and strategic goals.
2.5 Distinguish results from behaviors and understand the need to consider both as
well as development plans in the performance planning stage of performance
management.
2.6 Critique the employee’s role in performance execution and distinguish areas over
which the employee has primary responsibility from areas over which the
manager has primary responsibility.
2.7 Recommend the employee’s and the manager’s responsibility in the performance
assessment phase.
2.8 Be prepared to participate in appraisal meetings that involve the past, the present,
and the future.
Chapter Outline
Overview
1. Prerequisites
2. Performance Planning
3. Performance Execution
4. Performance Assessment
5. Performance Review
Chapter 2
1. Prerequisites
o Strategic Planning
Knowledge of the organization’s mission and strategic goals
o Work (Job) Analysis
Knowledge of the job in question
Strategic Planning
o Knowledge of the mission and strategic goals
Purpose or reason for the organization’s existence
Where it wants to be in the future
Organizational goals
Strategies for attaining goals
Cascade effect throughout organization
Organization Unit Employee
Work (Job) Analysis
o Knowledge of the job in question
• Work (job) analysis of key components
Activities, tasks, products, services, and processes
• Job description with KSAs required to do the job
Knowledge
Skills
Abilities
Conducting the work (job) analysis
Can be conducted using a variety of tools
o Interviews
o Observation
o Questionnaires (available on Internet)
All incumbents should review information and provide feedback
o Frequency of tasks
o Criticality of tasks
Biases that affect KSA-related information provided by individuals
o Self-serving bias
o Social projection and False consensus bias
o Carelessness responding
o Remedial measure: Web-based rater training program
Writing the job description
o Job duties
o KSAs
o Working conditions
o Get generic job descriptions from Occupational Informational
Network (O*NET) http://online.onetcenter.org/
Chapter 2
2. Performance Planning
o Results
o Behaviors
o Development plan
Results
o What needs to be done or the outcomes an employee must produce
o Key accountabilities
o Specific objectives
o Performance standards
o Key Accountabilities
Broad areas of a job for which the employee is responsible for
producing results
o Specific Objectives
Statements of outcomes
Important
Measurable
o Performance Standards
“Yardstick” to evaluate how well employees have achieved each
objective
Inf
ormation on acceptable and unacceptable performance, such as
o Quality
o Quantity
o Cost
o Time
Behaviors
o How a job is done
o Competencies
o Competencies
Measurable clusters of KSAs
Knowledge
Skills
Abilities
Critical in determining how results will be achieved
Development Plan
o Areas that need improvement
o Goals to be achieved in each area of improvement
Chapter 2
3. Performance Execution
The Employee’s Responsibilities
Commitment to goal achievement
Check-ins and performance touchpoints
Collecting and sharing performance data
Preparing for performance reviews
The Manager’s Responsibilities
Observation and documentation
Updates
Feedback
Resources
Reinforcement
4. Performance Assessment
Manager assessment
Self-assessment
Other sources (e.g., peers and customers)
Multiple Assessments Are Necessary
•Increase employee ownership of the process
•Increase commitment to the system
•Provide information to be discussed at the review
5. Performance Review
Overview of Appraisal Meeting
Past
Behaviors and results
Present
Compensation to be received or denied as a result
Future
New goals and development plans
Six Steps for Conducting Productive Performance Reviews
1. Identify what the employee has done well and has done poorly by citing specific
behaviors.
2. Solicit feedback.
3. Discuss the implications of changing behaviors.
4. Explain how skills used in past achievements can help overcome any
performance problems.
5. Agree on an action plan.
6. Set a follow-up meeting and agree on behaviors, actions, and attitudes to be
evaluated.
Chapter 2
Performance Management Process: Key Points
Ongoing process
Each component is important
o If one is implemented poorly, the whole system suffers
Links between components must be clear
Performance Management Process: Summary of Components
1. Prerequisites
2. Performance Planning
3. Performance Execution
4. Performance Assessment
5. Performance Review
