Performance management - lectures
, HR analytics - summary Emma Hamm, 2078889
TABLE OF CONTENT
1A - Introduction lecture 2
1B - Introduction and performance management perspectives 5
2 - Individual assessment perspective & Performance appraisal 12
2A - What is performance and what are good performers? 12
2B - Performance measurement 15
2C - Performance appraisal 22
3 - Individual differences & motivation perspective 27
3A - Motivation process theories 27
3B - Motivation content theories 32
3C - Motivation context theories 38
4 - Sustainable performance management processes 43
4A - Changes in the work and workers 43
4B - Feedback and coaching 45
4C - Utilizing social capital 49
1
, HR analytics - summary Emma Hamm, 2078889
1A - Introduction lecture
DEFINING PERFORMANCE MANAGEMENT
Performance management is the part of HRM that is directed at management of human
performance in an organisation
- Are we doing the ‘right things’?
- Are we doing the ‘things right’?
How do you know what is ‘right’?
- Unboarding, peers, binder with all the information
- How can we direct people in their first few weeks into the right way?
The important role of (HR) management
PM assumes managerial responsibility to:
● Assure that where the organization is headed, what it does, and how it does it – are
appropriate considering the impact on society, the community, investors, customers,
employees, and the market.
● Provide people with the direction, information, tools, materials, equipment, and
appropriate rewards required for their efforts to produce the desired results.
Performance management (PM) vs performance appraisal (PA)
“Performance management: continuous process of identifying, measuring, and developing
the performance of individuals and teams and aligning performance with the strategic goals
of the organization”
→ Performance management is NOT performance appraisal
Some of the differences:
Performance Management Performance Appraisal
Considers strategic business considerations Assesses the employee level (e.g.,
strengths)
Driven by managers Driven by HR
On-going feedback and redirection Only once every few months
Multi-level (individual, team, organization) Micro-level (individual)
Performance appraisal can be seen as a part of performance management, but PM is much
broader!
Different roles of PM
- Strategic
- Administrative
- Communication (PM can be a tool to communicate what you want to achieve)
- Developmental (E.g. coaching. ensuring that people can develop their strengths)
2
, HR analytics - summary Emma Hamm, 2078889
- Data collection (making sure you have statistics and data to make documentation)
→ Organizational maintenance
→ Documentation
The risks of ‘bad’ performance management
The employee The manager The organization
Lowered self-esteem, Not optimal or bad team Not optimal or bad
motivation performance organizational performance
Feeling of unfairness Decreased motivation to Wasted time and money
perform
Employee burnout and job Turnover Unclear ratings system
dissatisfaction
Damaged relationships L-M Varying and unfair Emerging biases
standards and ratings
False or misleading …. Increased risk of litigation
information
Multi-level and multi-rater
there is an agent, behavior and result. Whether a behavior will lead to a result depends on
the situation! you may have a good PM system but e.g. during covid this does not work.
people experienced too much stress
another impact: the norm. Some organisations keep raising the bar
Dependencies in performance management
→ ON TOP LEADERSHIP: where the organisation is headed
- goals & objectives (are they zweverig or clear good goals)
- deliverables / results
→ ON MANAGERS: What should employees do, when, how, and why
- Work Results and outcomes
- Employee Activity and behavior
- Resources
→ ON HR: what should be the PM system, practices & processes
Continuously changing
3
, HR analytics - summary Emma Hamm, 2078889
TABLE OF CONTENT
1A - Introduction lecture 2
1B - Introduction and performance management perspectives 5
2 - Individual assessment perspective & Performance appraisal 12
2A - What is performance and what are good performers? 12
2B - Performance measurement 15
2C - Performance appraisal 22
3 - Individual differences & motivation perspective 27
3A - Motivation process theories 27
3B - Motivation content theories 32
3C - Motivation context theories 38
4 - Sustainable performance management processes 43
4A - Changes in the work and workers 43
4B - Feedback and coaching 45
4C - Utilizing social capital 49
1
, HR analytics - summary Emma Hamm, 2078889
1A - Introduction lecture
DEFINING PERFORMANCE MANAGEMENT
Performance management is the part of HRM that is directed at management of human
performance in an organisation
- Are we doing the ‘right things’?
- Are we doing the ‘things right’?
How do you know what is ‘right’?
- Unboarding, peers, binder with all the information
- How can we direct people in their first few weeks into the right way?
The important role of (HR) management
PM assumes managerial responsibility to:
● Assure that where the organization is headed, what it does, and how it does it – are
appropriate considering the impact on society, the community, investors, customers,
employees, and the market.
● Provide people with the direction, information, tools, materials, equipment, and
appropriate rewards required for their efforts to produce the desired results.
Performance management (PM) vs performance appraisal (PA)
“Performance management: continuous process of identifying, measuring, and developing
the performance of individuals and teams and aligning performance with the strategic goals
of the organization”
→ Performance management is NOT performance appraisal
Some of the differences:
Performance Management Performance Appraisal
Considers strategic business considerations Assesses the employee level (e.g.,
strengths)
Driven by managers Driven by HR
On-going feedback and redirection Only once every few months
Multi-level (individual, team, organization) Micro-level (individual)
Performance appraisal can be seen as a part of performance management, but PM is much
broader!
Different roles of PM
- Strategic
- Administrative
- Communication (PM can be a tool to communicate what you want to achieve)
- Developmental (E.g. coaching. ensuring that people can develop their strengths)
2
, HR analytics - summary Emma Hamm, 2078889
- Data collection (making sure you have statistics and data to make documentation)
→ Organizational maintenance
→ Documentation
The risks of ‘bad’ performance management
The employee The manager The organization
Lowered self-esteem, Not optimal or bad team Not optimal or bad
motivation performance organizational performance
Feeling of unfairness Decreased motivation to Wasted time and money
perform
Employee burnout and job Turnover Unclear ratings system
dissatisfaction
Damaged relationships L-M Varying and unfair Emerging biases
standards and ratings
False or misleading …. Increased risk of litigation
information
Multi-level and multi-rater
there is an agent, behavior and result. Whether a behavior will lead to a result depends on
the situation! you may have a good PM system but e.g. during covid this does not work.
people experienced too much stress
another impact: the norm. Some organisations keep raising the bar
Dependencies in performance management
→ ON TOP LEADERSHIP: where the organisation is headed
- goals & objectives (are they zweverig or clear good goals)
- deliverables / results
→ ON MANAGERS: What should employees do, when, how, and why
- Work Results and outcomes
- Employee Activity and behavior
- Resources
→ ON HR: what should be the PM system, practices & processes
Continuously changing
3
