Performance
Management Process
.
Prerequisite
Performance
planning
Performance
execution
Performance
assessment
Performance
review
Performance
renewal &
recontracting
1.Prerequisite
Knowledge of organization’s mission and
strategic goal
Knowledge of the job in question
Knowledge of organization’s mission and
strategic goal
Knowledge of organization’s mission and
strategic goal is a result of strategic planning
Strategic planning process may take place
after mission and vision statement
Constant interplay between mission and
vision and strategic planning
Strategic planning allow an organization to:
1. Clearly define its purpose
2. Reason for existing
3. Where want to be in future
4. Goals it want to be achieved
5. Strategies it will use to achieve these goals
Organizational goal cascade downward
Cascade continue downward until each
employees has set of goal compatible with
those of organization
Knowledge of job in question
Job analysis
Determine key component of job(activities, task,
product, services and process)
Job analysis is fundamental prerequisite of any
PMS
KSAs(knowledge, skill, ability)
Knowledge mean information needed to perform
the work
Skill acquired by having wok done in the past
Ability mean physical , emotional, intellectual,
psychological aptitude
Job analysis can be conducting using observation
Off the shelf questionnaire
Interviews
Data can be collected from job applicant
Data can be gathered from individuals
Responsible for creating new job
Supervise individual in new position
Review the information regarding frequency and
criticality
Job contact information is assessed through three
factors
1. Knowledge and skill
2. Problem solving
3. Accountability and end results
Some organization rated on following core
behaviour
1. Adaptability
2. Customer loyalty?
3. Building trust
4. Contributing to team trust
2. Performance planning
Employees should have thorough knowledge
of the performance management
Supervisor and employees meet to discuss
and agree upon what to be done and how it
should be done
Results
Behaviour
Development plan
Results
What need to be done
Outcome an employees must produce
Include key accountability or
Broad area job for which the employees is
responsible for producing results
Information typically obtained from the job
description
Behaviour
Employees may have control over how they
do their job but not over the results of their
behaviour
Sales person appraised on such behaviour
criteria as communication skill and product
knowledge
Behaviour include competencies based on
KSA
Development Plan
Supervisor and employees have to agree on
development plan
Identification of area
Need improvement
Setting goals to be achieved in each area
Include both behaviour and result
3. Performance execution
Employees strive to produce the results and
display the behaviours agreed upon earlier
Employees has primary responsibility and
ownership of this process
Employees responsibilities
Supervisor responsibilities
Employees responsibilities
Commitment to goal achievement : active
participation in process of setting goals
Ongoing feed back and coaching:
Proactive role soliciting performance
feedback and coaching from her supervisor
Communication with supervisor:
employees need to communicate openly and
regularly with supervisor
Employees responsibilities
Collecting and sharing performance
data: inform supervisor regarding results
and behaviour
Preparing for performance review:
1. Employees should not wait at the end of
review cycle approach to prepare for the
review
2. Employees should engage in an going and
realistic self appraisal
Supervisor responsibilities
Observation and documentation:
1. Observe and document performance on
daily basis
2. Keep track of both good and poor
performance
Update:
1. Organization goal may change
2. Update and revise initial objective,
standards, and key accountability
Supervisor responsibilities
Feedback:
1. Feedback toward goals and coaching to improve
performance should be provide on regular basis
2. Provide before the review cycle is over
Resources:
1. Supervisor should provide employees with
resources and opportunity
2. They should encourage participation in training,
classes and special assignment
3. Ensure employees have necessary supplies and
funding to perform job properly
Supervisor responsibilities
Reinforcement:
1. Employees must know their outstanding
performance is noticed by reinforcing effect
2. Enforce toward goals
3. Supervisor should provide feedback regarding
negative performance
4. How to remedy the observed problem
5. Observation and communication are not sufficient
6. Performance problem must be diagnose early
7. Appropriate steps must be taken as soon as the
problem is discovered
4. Performance Assessment
Employees and managers are responsible for
evaluating the extent to which the desired
behaviour have been display
Assessment wether desire results obtained
Many source can be used to collect
performance information
Most cases supervisor provide the
information
Evalution of the extent to which goals stated
in development plan have been achieved
4. Performance Assessment
Both employees and manager take ownership
of the assessment process
Manager fills out her appraisal form and
employees should also fill out his form
Both parties involvement in the assessment
provide good information to be used in review
phase
Participation increase productivity
Self appraisal reduce employees
defensiveness during appraisal process
5. Performance Review
Meeting between manager and employees to
review their performance
Meeting called as appraisal meeting
Review of past that is what was done and how it
was done
Employees receive formal feedback on his or her
performance
Manager uncomfortable providing performance
feed back particularly when performance is
deficient
6. Performance renewal and recontracting
Final stage of PM process
Identical to performance planning component
Uses the insights and information gained
from other phase
conclusion
Process is important for better performance
Cycle is not over after renewal and
recontracting stage
The process may start over again
