Unit 2
Learning Outcomes
• Apply the stages of the performance management process step by step in the
organisa6onal context
• Comment on the interrelatedness of the stages in the performance
management process
, Apply the stages of the performance management process step by
step in the organisa6onal context
Prerequisites Stage
This stage includes 2 important prerequisites for the implementa6on of the PM system:
Knowledge of he organisa6ons
mission and strategic goals Knowledge of the job in ques6on
• Just knowing the organisa6onal plan • This is done due to the process of
is not enough, the presence of a job analysis (process of determining
strategic plan does not guarantee the key component of a par6cular
that the informa6on will be used job, including ac6vi6es and
effec6vely as part of the PM system. processes). This is a pre‐requisite
To ensure that these strategic goals for any PM process as it is difficult to
cascade down the org and lead to understands what cons6tutes the
concrete ac6ons, a conscious effort required du6es for a par6cular job,
must be made to link them with without it, neither do we know what
individual performance (as depicted needs to be evaluated or how to do
above). PM is the 3rd most so. The 2 products of a job analysis
important factor affec6ng the are the job descrip6on (Knowledge,
success of a strategic plan. skills and abili6es, KSA’s and working
condi6ons of a par6cular job) and
the job specifica6on. A job analysis
is commonly done by way of
observa6on, interview an
ques6onnaire.
Learning Outcomes
• Apply the stages of the performance management process step by step in the
organisa6onal context
• Comment on the interrelatedness of the stages in the performance
management process
, Apply the stages of the performance management process step by
step in the organisa6onal context
Prerequisites Stage
This stage includes 2 important prerequisites for the implementa6on of the PM system:
Knowledge of he organisa6ons
mission and strategic goals Knowledge of the job in ques6on
• Just knowing the organisa6onal plan • This is done due to the process of
is not enough, the presence of a job analysis (process of determining
strategic plan does not guarantee the key component of a par6cular
that the informa6on will be used job, including ac6vi6es and
effec6vely as part of the PM system. processes). This is a pre‐requisite
To ensure that these strategic goals for any PM process as it is difficult to
cascade down the org and lead to understands what cons6tutes the
concrete ac6ons, a conscious effort required du6es for a par6cular job,
must be made to link them with without it, neither do we know what
individual performance (as depicted needs to be evaluated or how to do
above). PM is the 3rd most so. The 2 products of a job analysis
important factor affec6ng the are the job descrip6on (Knowledge,
success of a strategic plan. skills and abili6es, KSA’s and working
condi6ons of a par6cular job) and
the job specifica6on. A job analysis
is commonly done by way of
observa6on, interview an
ques6onnaire.
