Lectures Performance Management (760817-M-6)

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




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, 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)




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, 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



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