HRM 3706-PERFORMANCE MANAGEMENT
2 main factors (objectives):
- Nature/content of job.
- Relationships at work.
If these 2 obtained get job satisfaction and increase productivity.
STUDY UNIT 1 – PERFORMANCE MANAGEMENT IN CONTECT
ORIGINS
1st world war - Fletcher – involved personality- based appraisal.
1960’s- move to goal setting and assessment of performance now competence. Fletcher called
performance appraisal which become a central mechanism holistically managing people and
business in general.
1980’s- now performance oriented.
1990’s- more core management process - became the integrated, strategic- growing-up cousin of
original idea.
NUTSHELL
Old days- based on individual competenainces of ee.
Now-a-days- developed into very sophisticated org function and recognised as contributing to an
achieving strategic strategies goals of the org.
1.2. DEFINITION OF PERFOMANCE MANAGEMENT
Performance management is a CONTINUAS PROCESS of identifying, measuring and developing the
performance of individuals, teams and ENGLISHING PERFORMANCE WITH STRATEGIES GOALS of the org.
A) CONTINUAUS PROCESS- an ongoing process of setting goals, reviewing and meeting the
objectives by observing and receiving coaching and feedback.
B) ALIGNMENT OF STRATEGIC GOALS- managers ensure ee activities are congruent to org’s goals.
Ee contribution is explicit to org’s and if not then not true performance management system.
1.3. PERFORMANCE MANAGEMENT PROCESS
PERFORMANCE RENEWAL AND RECONTRACTION- knowledge of org mission and strategic goal and
of job in question.
PRE-REQUISITE- knowledge of org mission and strategic goal and of job in question.
Page 1 of 63
, PERFORMANCE PLANNING- meeting bet man and ee agree on what and how thing needs to be
done, discuss results, behaviour development plans.
PERFORMANCE EXECUTION- ee does the work and produce results and works the development
plans.
PERFORMANCE ASSESSEMENT -ee and man evaluate to see if objective met done frequently.
PERFORMANCE REVIEW- meeting held with man and ee – feedback is given, results monitored.
1.4. DIFFERENCES BETWEEN PERFORMANCE APPRAISAL AND PERFORMANCE MANAGEMENT
APPRAISAL MANAGEMENT
1.once a year 1.continuous
2.no effort to provide feedback and coaching 2.feedback is given at intervals
3.systematic approach to describe ee 3.comprehensive continuous flexible
strength and weaknesses approach to manage org’s individual and
teams with dialogue between all
4.is final part of performance management 4.is forward looking process, talking
frequent measures as work occurs and
responding to small steps forward
5.is backward looking performance
management, measuring what happened in
the past
1.5. AIM AND ROLE OF PERFORMANCE MANAGEMENT
STRATEGIC (STAGE 1) - purpose aligning goals.
ADMINISTRATIVE (STAGE 5) - info of ee – promotion, salaries adjust, relation reward systems.
INFORMANTIONAL- serves as a communication device – how they are doing and what
improvements needed is in all STAGE 3.
DEVELOPMENTAL- what coaching and training is needed to be better STAGE 2 identities s/w of the
ee.
ORG MAINTENACE- information used for workforce planning, what resources needed to get job
done – determined from inside and outside the org:
-talent inventory critical= skills, abilities.
-develop future training needs.
DOCUMENTATIONAL- useful information kept and documented – record kept
-used for important decision making.
Page 2 of 63
, -used in court cases in admin purposes.
1.6. ADVANTAGES OF PERFORMANCE MANAGEMENT TO EE AND ORG (contribution) (Pg18-19)
Motivational to perform increase.
Self esteem is raised.
Managers get insight into subordinates.
Definition of job and criteria are deified.
Self insight and development are enhanced.
Administration actions are more fair and appropriate.
Org goals are made clear.
EE become more competent.
Better protection from court cases.
Better and move timely difference between good and poor performance.
Manager’s views of performance are communicated move clearly.
Org changes are facilitated.
Motivation, commitment and intention to stay in org are enhanced.
Page 3 of 63
, 1.7. CONDITIONS FOR SUCCESSFUL INPLEMANTATION OF PERFORMANCE MANAGEMENT
Reasons for a performance management must be communicated to all participants.
Top managements must give their commitment and buy in to this system.
All participants must take part in the development and implementation of this system.
Org must display or focus on culture of delivery outputs.
All managers need proper training in applying performance management.
Performance management must not be implemented in isolation; other HR systems should use the
performance man. i.e. provision of staff, training and job evaluation
SU2 PERFORMANCE MANAGEMENT PROCESS
1.1. PREREQUISITE STAGE
Knowledge of org stmt, vision, goal and strategy very important.
Knowledge of job concerned vital in performance management.
Org stmt, vision, goals and strategies is drawn-up by top management which is then cascaded down
to BU levels, where all people involved gives their input to create the units mission and vision stmt,
this level must tie-in with the org’s stmt.
- Jobs descriptions are reviewed to ensure they balance-out (consistent) to org/BU stmt.
Page 4 of 63
2 main factors (objectives):
- Nature/content of job.
- Relationships at work.
If these 2 obtained get job satisfaction and increase productivity.
STUDY UNIT 1 – PERFORMANCE MANAGEMENT IN CONTECT
ORIGINS
1st world war - Fletcher – involved personality- based appraisal.
1960’s- move to goal setting and assessment of performance now competence. Fletcher called
performance appraisal which become a central mechanism holistically managing people and
business in general.
1980’s- now performance oriented.
1990’s- more core management process - became the integrated, strategic- growing-up cousin of
original idea.
NUTSHELL
Old days- based on individual competenainces of ee.
Now-a-days- developed into very sophisticated org function and recognised as contributing to an
achieving strategic strategies goals of the org.
1.2. DEFINITION OF PERFOMANCE MANAGEMENT
Performance management is a CONTINUAS PROCESS of identifying, measuring and developing the
performance of individuals, teams and ENGLISHING PERFORMANCE WITH STRATEGIES GOALS of the org.
A) CONTINUAUS PROCESS- an ongoing process of setting goals, reviewing and meeting the
objectives by observing and receiving coaching and feedback.
B) ALIGNMENT OF STRATEGIC GOALS- managers ensure ee activities are congruent to org’s goals.
Ee contribution is explicit to org’s and if not then not true performance management system.
1.3. PERFORMANCE MANAGEMENT PROCESS
PERFORMANCE RENEWAL AND RECONTRACTION- knowledge of org mission and strategic goal and
of job in question.
PRE-REQUISITE- knowledge of org mission and strategic goal and of job in question.
Page 1 of 63
, PERFORMANCE PLANNING- meeting bet man and ee agree on what and how thing needs to be
done, discuss results, behaviour development plans.
PERFORMANCE EXECUTION- ee does the work and produce results and works the development
plans.
PERFORMANCE ASSESSEMENT -ee and man evaluate to see if objective met done frequently.
PERFORMANCE REVIEW- meeting held with man and ee – feedback is given, results monitored.
1.4. DIFFERENCES BETWEEN PERFORMANCE APPRAISAL AND PERFORMANCE MANAGEMENT
APPRAISAL MANAGEMENT
1.once a year 1.continuous
2.no effort to provide feedback and coaching 2.feedback is given at intervals
3.systematic approach to describe ee 3.comprehensive continuous flexible
strength and weaknesses approach to manage org’s individual and
teams with dialogue between all
4.is final part of performance management 4.is forward looking process, talking
frequent measures as work occurs and
responding to small steps forward
5.is backward looking performance
management, measuring what happened in
the past
1.5. AIM AND ROLE OF PERFORMANCE MANAGEMENT
STRATEGIC (STAGE 1) - purpose aligning goals.
ADMINISTRATIVE (STAGE 5) - info of ee – promotion, salaries adjust, relation reward systems.
INFORMANTIONAL- serves as a communication device – how they are doing and what
improvements needed is in all STAGE 3.
DEVELOPMENTAL- what coaching and training is needed to be better STAGE 2 identities s/w of the
ee.
ORG MAINTENACE- information used for workforce planning, what resources needed to get job
done – determined from inside and outside the org:
-talent inventory critical= skills, abilities.
-develop future training needs.
DOCUMENTATIONAL- useful information kept and documented – record kept
-used for important decision making.
Page 2 of 63
, -used in court cases in admin purposes.
1.6. ADVANTAGES OF PERFORMANCE MANAGEMENT TO EE AND ORG (contribution) (Pg18-19)
Motivational to perform increase.
Self esteem is raised.
Managers get insight into subordinates.
Definition of job and criteria are deified.
Self insight and development are enhanced.
Administration actions are more fair and appropriate.
Org goals are made clear.
EE become more competent.
Better protection from court cases.
Better and move timely difference between good and poor performance.
Manager’s views of performance are communicated move clearly.
Org changes are facilitated.
Motivation, commitment and intention to stay in org are enhanced.
Page 3 of 63
, 1.7. CONDITIONS FOR SUCCESSFUL INPLEMANTATION OF PERFORMANCE MANAGEMENT
Reasons for a performance management must be communicated to all participants.
Top managements must give their commitment and buy in to this system.
All participants must take part in the development and implementation of this system.
Org must display or focus on culture of delivery outputs.
All managers need proper training in applying performance management.
Performance management must not be implemented in isolation; other HR systems should use the
performance man. i.e. provision of staff, training and job evaluation
SU2 PERFORMANCE MANAGEMENT PROCESS
1.1. PREREQUISITE STAGE
Knowledge of org stmt, vision, goal and strategy very important.
Knowledge of job concerned vital in performance management.
Org stmt, vision, goals and strategies is drawn-up by top management which is then cascaded down
to BU levels, where all people involved gives their input to create the units mission and vision stmt,
this level must tie-in with the org’s stmt.
- Jobs descriptions are reviewed to ensure they balance-out (consistent) to org/BU stmt.
Page 4 of 63
