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- 1. Human Resource Management – Human Resource Management – MGT - 501 MGT - 501 Lecture 25 Lecture 25 Performance Performance Prof. Dr. Mukhtar Ahmed Prof. Dr. Mukhtar Ahmed mukhtar59@yahoo.com mukhtar59@yahoo.com Virtual University – Pakistan Virtual University – Pakistan www.vu.edu.pk www.vu.edu.pk
- 3. Alternative Career Moves Alternative Career Moves
- 4. HR Support & Career HR Support & Career Development Development
- 8. Internal Barriers to Career Internal Barriers to Career Advancement Advancement Lack of time, budgets, and Lack of time, budgets, and resources for employees to plan resources for employees to plan their careers and to undertake their careers and to undertake training and development. training and development. Rigid job specifications, lack of Rigid job specifications, lack of leadership support for career leadership support for career management, and a short-term management, and a short-term focus. focus. Lack of career opportunities and Lack of career opportunities and pathways within the organization pathways within the organization for employees. for employees.
- 9. Successful Career-Management Successful Career-Management Practices Practices Placing clear expectations on Placing clear expectations on employees. employees. Giving employees the opportunity Giving employees the opportunity for transfer. for transfer. Providing a clear succession plan Providing a clear succession plan Encouraging performance through Encouraging performance through rewards and recognition. rewards and recognition. Encouraging employees to Encouraging employees to continually assess their skills and continually assess their skills and career direction. career direction. Giving employees the time and Giving employees the time and resources they need to consider resources they need to consider short- and long-term career goals. short- and long-term career goals.
- 10. Individual and Organizational Individual and Organizational Perspectives on Career Planning Perspectives on Career Planning
- 11. Understand and monitor career opportunities, successes, and failures Work to achieve good person-organization fit through selection Stronger and more effective workforce More successful and healthier career Effective career planning Individual Organization
- 12. Performance Performance Performance =A*E*S Performance =A*E*S A: Ability A: Ability E: Effort E: Effort S: Organizational Support S: Organizational Support
- 13. Why Do We Care? Why Do We Care? Opportunity Motivation Performance = f (Ability, Motivation, Opportunity) Ability PERFORMANCE
- 14. Determinants of Job Performance Determinants of Job Performance Capacity to perform Opportunity to perform Willingness to perform Job performance
- 15. Sample Core Performance Sample Core Performance Indicators Indicators
- 16. Financial (Economic) Perspective Financial (Economic) Perspective How do we look to shareholders? How do we look to shareholders? Survive Survive Cash flow Cash flow Maintain Maintain Quarterly sales growth Quarterly sales growth and operating income and operating income Prosper Prosper Increased market Increased market share, profit, ROI / share, profit, ROI / value-added value-added
- 17. Customer Perspective Customer Perspective How do our customers experience us? How do our customers experience us? New products New products Percent of sales derived Percent of sales derived from new products from new products Value Value Competitive pricing, Competitive pricing, product quality product quality Brand loyalty Brand loyalty Market share Market share Customer satisfaction Customer satisfaction Repeat business, Repeat business, response time, response time, accuracy and minimal accuracy and minimal product returns … product returns …
- 18. Innovation, Learning and Equity Innovation, Learning and Equity How can we sustain our success? How can we sustain our success? Leadership Leadership Staff development and Staff development and learning, participation learning, participation Staff stability Staff stabilityEmployee retention / Employee retention / turnover trends; turnover trends; satisfaction & loyalty satisfaction & loyalty Innovation Innovation Continuous process Continuous process improvement and improvement and redesign, creativity valued redesign, creativity valued
- 19. Internal Business (Operational) Internal Business (Operational) Perspective Perspective What must we excel at? What must we excel at? Manufacturing excellence Manufacturing excellence Product develop cycle Product develop cycle time, unit cost, time to time, unit cost, time to market market Design & productivity Design & productivity Efficiency (output per labor Efficiency (output per labor cost), material yields cost), material yields
- 21. Valid performance Valid performance measurement measurement Value of reward Value of reward and negative consequence and negative consequence Ongoing feedback Ongoing feedback J o b P e r f o r m a n c e Factors that influence whether Factors that influence whether performance will be sustained performance will be sustained
- 22. Why is performance measured? Why is performance measured? Enhances motivation & productivity Enhances motivation & productivity Assists in validation studies Assists in validation studies Detects problems Detects problems Helps evaluate change efforts Helps evaluate change efforts Provides basis for making decisions Provides basis for making decisions Differentiates employees in job-related areas Differentiates employees in job-related areas Helps ensure legal compliance Helps ensure legal compliance
- 23. What Is Measured? What Is Measured?
- 24. Dimensions against which performance is Dimensions against which performance is evaluated evaluated
- 25. Performance Management Performance Management A means of getting better results… by A means of getting better results… by understanding and managing understanding and managing performance within an agreed framework performance within an agreed framework of planned goals, standards and of planned goals, standards and competence requirements. competence requirements. It is a process to establish a shared It is a process to establish a shared understanding about what is to be understanding about what is to be achieved, and an approach to managing achieved, and an approach to managing and developing people…(so that it)… will and developing people…(so that it)… will be achieved. be achieved.
- 26. Goal: Goal: Improve the effectiveness & efficiency of the Improve the effectiveness & efficiency of the organization by: organization by: Aligning the employee’s work behaviors & Aligning the employee’s work behaviors & results with the organization’s goals results with the organization’s goals Improving the employee’s work behaviors & Improving the employee’s work behaviors & results results On-going, integrative process On-going, integrative process
Editor's Notes
- #13: Material pertinent to this illustration is found on pages 189-190.