Performance management
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This document discusses performance management. It defines performance management as identifying, measuring, and developing employee performance to align with organizational goals. It involves setting clear expectations, communicating how jobs contribute to goals, and sustaining or improving performance through ongoing feedback. The goals of performance management are to enable high employee performance, develop skills, and boost motivation. It should be an integrated process that considers outputs, outcomes, processes, and inputs through communication and stakeholder involvement.
Performance management
- 1. Instructor Mr. Shyamasundar Tripathy Management Faculty(HR)
- 2. What is Performance Management “Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities.” “Performance management is a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organisation”
- 3. In the words of Hetcher, “ Perf Mgt is an approach to creating a shared vision of the purpose and aims of the organisation, helping each individual employee understanding and recognise his/her perf of both the individual and the organisation”
- 4. “P.M is an ongoing communication process undertaken in partnership, between an employee and his/her immediate supervisor that involves establishing clear expectations and understanding about: 1. The essential job functions the employee is expected to do. 2. How the employee’s job contributes to the goals of the organisation. 3. What doing the work will mean in concrete terms. 4. How employee and supervisor will work together to sustain, improve or build on existing employees perf. 5. How performance mgt will be measured 6. Identifying barriers to performance and removing them.”
- 5. It is integrated, because it effects four types of integration Vertical Functional Human Resource Goals What is Performance Management?
- 6. Nature of performance Management Concern with output,outcomes,process and input. Concern with planning. Concern with measurement and review. Concern with continuous development and improvement. Concern for communication. Concern for stakeholder. Ethical concerns.
- 7. SCOPE OF PERFORMANCE MANAGEMENT SYSTEM Identifying the parameters of performance and stating them very clearly; Setting performance standards; Planning in participative ways where appropriate, performance of all constituents; Identifying competencies and competency gaps that contribute/hinder to performance; Planning performance development activities; Creating ownership; Recognizing and promoting performance culture;
- 8. To enable the employees towards achievement of superior standards of work performance. To help the employees in identifying the knowledge and skills required for performing the job efficiently as this would drive their focus towards performing the right task in the right way. Boosting the performance of the employees by encouraging employee empowerment, motivation and implementation of an effective reward mechanism. OBJECTIVES OF PERFORMANCE MANAGEMENT
- 9. Promoting a two way system of communication between the supervisors and the employees for providing a regular and a transparent feedback for improving employee performance and continuous coaching. Identifying the barriers to effective performance and resolving those barriers through constant monitoring, coaching and development interventions. Creating a basis for several administrative decisions strategic planning, succession planning, promotions and performance based payment.
- 10. Importance of PM Improve employee performance Develop people for promotional opportunities Meet employee need for feedback Ensure that employees are working toward organizational goals Provide the data needed to make and defend important human resources decisions.
- 11. Obtain better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements Establish shared understanding on what is to be achieved, and manage and develop people in a way which ensures that it will be achieved Align individual objectives to organizational objectives and ensure that individuals uphold corporate core values Act as a lever for change
- 13. Process of Performance Management Setting Performance Standard / Establish Performance Standards Performance standards serve as benchmarks against which performance is measured. Standards should relate to the desired results of each job
- 14. Communicate the Standards Performance appraisal involves at least two parties, the appraiser who does the appraisal and the appraisee whose performance is being evaluated.
- 15. Communicate the Standards The appraiser should prepare job descriptions clearly; help appraisee set his goals and targets; analyse results objectively; offer coaching and guidance to appraisee whenever required and reward good results The appraisee should be very clear about what he is doing and why
- 16. Measure Actual Performance Performance measures, to be helpful must be easy to use, reliable and must report on the critical behaviors that determine performance. Performance measures may be objective or subjective. Objective performance measures are indications of job performance that can be verified by others and are usually quantitative.
- 17. Measure Actual Performance Subjective performance measures are ratings that are based on the personal standards or opinions of those doing the evaluation and are not verifiable by others
- 18. Compare Actual performance with Standards and Discuss the Appraisal Actual performance may be better than expected and sometimes it may go off the track Whatever be the consequences, there is a way to communicate and discuss the final outcome
- 19. Taking Corrective Action Corrective action is of two types. One puts out the fires immediately. Other strikes at the root of the problem permanently.