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Chapter 2 Performance Management Process

The document outlines the Performance Management Process, which includes prerequisites, performance planning, execution, assessment, review, and renewal. It emphasizes the importance of understanding organizational goals and job requirements, as well as the roles of both employees and managers in achieving performance objectives. The process is cyclical, requiring continuous feedback and adjustments to ensure effective performance management.

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Abdallah Mustafa
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16 views29 pages

Chapter 2 Performance Management Process

The document outlines the Performance Management Process, which includes prerequisites, performance planning, execution, assessment, review, and renewal. It emphasizes the importance of understanding organizational goals and job requirements, as well as the roles of both employees and managers in achieving performance objectives. The process is cyclical, requiring continuous feedback and adjustments to ensure effective performance management.

Uploaded by

Abdallah Mustafa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

Performance

Management
Process
Overview
 Prerequisites
 Performance Planning
 Performance Execution
 Performance Assessment
 Performance Review
 Performance Renewal and
Recontracting
Performan
Prerequisit
ce
es
Plannin
g Performan
ce
Performance Management
Executio
Process n
Performan
Performan
ce Renewal
ce
and Performan Assessme
Recontracti ce nt
ng Review
Prerequisites

A. Knowledge of the
organization’s mission
and strategic goals
B. Knowledge of the job in
question
A. Knowledge of
mission and
strategic goals
 Strategic planning
• Purpose or reason for
organization’s existence
• Where organization is going
• Organizational goals
• Strategies for attaining goals
Mission and Goals

Cascade effect
throughout organization

Organization Unit
Employee
B. Knowledge of the
job
 Job analysis of key components
• Activities
• Tasks
• Products
• Services
• Processes
B. Knowledge of the job
(continued)
 KSAs required to do the job
• Knowledge
• Skills
• Abilities
Job Description
 Job duties
 KSAs
 Working conditions
Generic Job Descriptions

Occupational Informational
Network (O*Net)
[Link]
Job analysis

 Use a variety of tools


• Interviews
• Observation
• Questionnaires (available on
Internet)
Job analysis follow-up
 All incumbents should
• review information and
• provide feedback
re:
• Task
 Frequency
 Criticality
Performance
Planning:
Results
Key accountabilities

Specific objectives

Performance standards
Key
Accountabilities
Broad areas of a job for which
the employee is responsible
for producing results
Specific Objectives

 Statements of outcomes
 Important
 Measurable
Performance
Standards
 “Yardstick” to evaluate how well
employees have achieved each
objective
 Information on acceptable and
unacceptable performance,
such as
quality
quantity
cost
time
Performance
Planning:
Behaviors
 How a job is done
Performance Planning:
Competencies
 Measurable clusters of KSAs

 Critical in determining how


results will be achieved
Performance Planning:
Development Plan

 Areas for improvement


 Goals to be achieved in
each area of improvement
Performance Execution:
Employee Responsibilities
 Commitment to goal
achievement
 Ongoing requests for feedback
and coaching
 Communication with
supervisor
 Collecting and
sharing performance
data
 Preparing for performance
Performance Execution:
Manager Responsibilities
 Observation and documentation
 Updates
 Feedback
 Resources
 Reinforcement
Performance Assessment

 Manager assessment
 Self-assessment
 Other sources (e.g., peers,
customers, etc.)
Multiple Assessments Are
Necessary

 Increase employee ownership


 Increase commitment
 Provide information
 Ensure mutual understanding
Performance Review
Overview of Appraisal
Meeting
 Past
• Behaviors and results
 Present
• Compensation to be received
 Future
• New goals and development
plans
Six Steps for Conducting
Productive Performance
Reviews
1. Identify what the employee has
done well and poorly
2. Solicit feedback
3. Discuss the implications
of changing behaviors
Six Steps for Conducting
Productive Performance
Reviews
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, attitudes to be
evaluated
Performance Renewal and
Recontracting
 Same as/different from Performance
Planning
• Uses insights and information from
previous phases
• Cycle begins again
Performance Management
Process Summary: Key
Points
 Ongoing process
 Each component is important
 If one is implemented poorly,
whole system suffers
 Links between components must
be clear
Quick Review
 Prerequisites
 Performance Planning
 Performance Execution
 Performance Assessment
 Performance Review
 Performance Renewal and
Recontracting

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