Human Resources Management IIA by ProfessorBurgerQueen
Chapter 16: Performance Managment
- Performance management is a holistic approach to assessing and improving the
performance of an organisation’s people, in line with business objectives
- Purpose of performance management
- Identify and enhance work behaviour
- Reinforce the behaviour by linking rewards to measured performance
- Develop desired output and build human capital
- Performance management serves as an integrated strategic approach to human
resources management
Effective Performance
- The selection of the best performance criteria is based on the involvement of people
in understanding and specifying the expectations
- Employees’ ability to meet performance expectations are based on
- Individual capacity
- Management support
- Organisational systems
- Performance Assessment Strategies
- Motivation and performance
- Task interest
- Career interest (future aspirations)
- Achievers and non-achievers
- Perseverance
- Ability
- Self-reliance
- Thinking big
- Time management
- Locus of control
- Internals - take note of performance feedback
- Externals - follow instructions
, Human Resources Management IIA by ProfessorBurgerQueen
Performance Management Systems
- Origins of performance management can be traced to MBO
- MBO is a technique to establish individual performance and objectives that
are tangible and measurable
- MBO process
- Establish long range strategic objectives
- Formulate specific overall organisational goals
- Agree on departmental objectives
- Set individual performance targets
- Goal-setting through SMART objectives
- Specific
- Measurable
- Achievable
- Realistic
- Time-bound
- Management by goal-setting
- Action-planning - the individual employees are involved and ask themselves
questions
- Self-control - employees are self-driven/motivated in setting their own goals
- Periodic reviews - interval reviews are necessary to correct problems before
it's too late
Assessment Process
- Performance appraisals is a people management technique that rates employees on
standards deemed to be relevant to performance
- Alternatives
- Self-assessment
- Peer assessment
- Line management assessment
- Upward appraisal
- 360-degree feedback (multi-rater)
Overcoming Limitations of Performance Management
- Clear aims and measurable criteria for success
- Involve employees in design and implementation
- Focus on improvement
- Provide training and development
- Employees must see the link between their goals and the organisation’s
Chapter 16: Performance Managment
- Performance management is a holistic approach to assessing and improving the
performance of an organisation’s people, in line with business objectives
- Purpose of performance management
- Identify and enhance work behaviour
- Reinforce the behaviour by linking rewards to measured performance
- Develop desired output and build human capital
- Performance management serves as an integrated strategic approach to human
resources management
Effective Performance
- The selection of the best performance criteria is based on the involvement of people
in understanding and specifying the expectations
- Employees’ ability to meet performance expectations are based on
- Individual capacity
- Management support
- Organisational systems
- Performance Assessment Strategies
- Motivation and performance
- Task interest
- Career interest (future aspirations)
- Achievers and non-achievers
- Perseverance
- Ability
- Self-reliance
- Thinking big
- Time management
- Locus of control
- Internals - take note of performance feedback
- Externals - follow instructions
, Human Resources Management IIA by ProfessorBurgerQueen
Performance Management Systems
- Origins of performance management can be traced to MBO
- MBO is a technique to establish individual performance and objectives that
are tangible and measurable
- MBO process
- Establish long range strategic objectives
- Formulate specific overall organisational goals
- Agree on departmental objectives
- Set individual performance targets
- Goal-setting through SMART objectives
- Specific
- Measurable
- Achievable
- Realistic
- Time-bound
- Management by goal-setting
- Action-planning - the individual employees are involved and ask themselves
questions
- Self-control - employees are self-driven/motivated in setting their own goals
- Periodic reviews - interval reviews are necessary to correct problems before
it's too late
Assessment Process
- Performance appraisals is a people management technique that rates employees on
standards deemed to be relevant to performance
- Alternatives
- Self-assessment
- Peer assessment
- Line management assessment
- Upward appraisal
- 360-degree feedback (multi-rater)
Overcoming Limitations of Performance Management
- Clear aims and measurable criteria for success
- Involve employees in design and implementation
- Focus on improvement
- Provide training and development
- Employees must see the link between their goals and the organisation’s
