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Pelin UYGUN2010503067Dokuz Eylul University

Department of Industrial

Engineering,2011

PERFORMAN

CE

MANAGEME

NT

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Performance management is the practice of actively using performance data to improve the public's health.

This practice involves

strategic use of performance measures and standards to affirm performance targets and goals, to prioritize and allocate resources, to inform managers about needed adjustments or changes in policy or programme directions to meet goals, to frame reports on the success in meeting performance goals and to improve the quality of public health practice.

Definition of Performance Management

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Performance management is aims to study to be effective and productive and makes assiduity.

Performance management can be for an organization,a department,an employee, even it can be for a product or service. The goal of performance management is a definition of works for customers,product and scope. The aim with this analysis is to determine the continuous key objectives and performance standards for each job position.

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Performance management, "self-management" focuses on.In this process, employees performance will be examined and guidance, counseling services are received.

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- To motivate employees …

- To create a fair wage system …

- Career management of employees to help …

- To determine the educational needs of the employees …

- To avoid the problem we remove employees from work …

Why do we apply this management?

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- For the organization to motivate employees,

- Career development organization for the employees,

- Another dismissal from work or a work shift (job rotation) operation to be done,

- To reveal and detect some secret capabilities.

PURPOSE OF PERFORMANCE MANAGEMENT

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To identify training needs of the organization,Human resources management in the field of "sustainable development" (Kaizen) to institutionalize the philosophy,Job enrichment, work bridging, job matching and etc studies to be based on more objective grounds.

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1. Ride the storm

Preparing for difficult times but not currently planning large scale layoffs.

Leaders of consumer, retail, leisure and luxury industries are wisely shying away from knee-jerk staff cuts or talking about culls of more mature staff. This reflects an innovative and creative approach to talent that other sectors would do well to observe.

Tactics For Tough Times

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2. See upside in downturn

The best business leaders see opportunities in turmoil.

Business leaders are focusing on the future, aiming to find new opportunities and disrupt existing markets with innovation, based on consumer insights.

3. Show me the value

Rapid response and appropriate price promotion are working for some.

‘Extreme value propositions’ are working well with increasingly cost-conscious consumers. In an effort to grab market share, a race downmarket is developing, to capture consumer spending power with a ‘best-price’ message.

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4. Pocket returns in pockets of growth Some sectors are positively booming, such as online, home entertainment and some luxury brands. Online business continues to defy gravity. The results seem to indicate a ‘digital divide’ between companies who have older business models and those who have successfully incorporated e-commerce and new technology platforms.

5. Refocus on emerging markets Opportunities in Asia are attracting increased attention and investment whilst Europe and the US flounder.

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6. Keep up with customers

Businesses must find a

way to match or exceed customers increasingly agile changes in behaviour.

Customers behaviour is

changing faster than businesses are able to shift their strategies. Consumer loyalty is not surviving the challenge of great deals and people are defecting to (own) brands that previously they would not have considered.

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7. Hang on to talent Attracting the best talent is

increasingly vital, but also becoming increasingly difficult.

Business leaders are not planning for the large-scale lay-offs that happened in previous recessions. Instead, they are focusing on whether they have the skills and talent to take them through the downturn. They recognise that it will be increasingly difficult to attract the best new talent into their organizations.

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8. Empower your people Business leaders are

recognising the value of experience, while also ensuring that their people have the right skills and training in place to survive and prepare for the upturn.

Internally, the focus is on

having the right strategies in place to retain the best people, as well as managing under-performers in a tougher way. Incentives are being adapted to reflect these changed priorities.

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Maintaining workforce morale

will be a decisive benefit. Businesses reported that they

are redoubling efforts to demonstrate decisive leadership via more internal communication. For example, several companies are making increasing use of face-to-face communication to increase the CEO’s visibility, to set the right tone and convince employees that their jobs are safe. They recognise the need to avoid the creation of a bunker mentality within their businesses and build employee confidence and trust in their leadership.

9. Keep up morale

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10. Engage your staff Keep staff members on your side. A high proportion of our survey respondents

recognised that full employee engagement is needed to be able to shift strategy successfully. A minority of companies cited examples of the impact that this can have.

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Performance management of the benefits of the institutions listed as follows;

- Activities conducted in the institution for a particular purpose, and provides the implementation of targeted, in this regard to the formation of a managerial and organizational discipline.

- Determined periods of the monitoring, measurement and evaluation studies are launched with the objectives of degrees of capture.

- Thus, defects in the pre-seen and done by providing the necessary improvements to the achievement of goals,

- Top management with the course of the organization provides basic and critical information,- Sets out certain activities on the basis of performance trend.- Ensures accountability.- Targets set out in the resource requirements needed to perform them together allows the identification.- Performance management does not go to better things. Or making things better, making the execution and does not provide error-free. However, the information about how things are going out, putting things done as planned gives clues about what is required to provide.

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We have successfully developed and implemented numerous results-oriented performance management systems. We help organizations, managers and employees develop performance objectives and standards that clearly communicate expectations by translating organizational goals into more specific lower level goals.

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Performance & Reward We reward employees contributions and qualifications,

in stead of degree, experience, seniority and title.

Our performance management is designed result-oriented. Managers are responsible for helping staff to improve their performance and capability through continuously setting goals, coaching, appraising and communicating.

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We offer performance management consulting in the following areas:

Performance Management Systems

Balanced Scorecard Development

Competency Management

Reward and Recognition Strategy

Performance Rating

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In summary, an environment where organizations are experiencing constant change, those who work in meeting the need for continuing education, revealing the strengths and weaknesses, motivation is crucial in enhancing an effective performance management application. At this point, having necessary and sufficient knowledge on performance management principles and processes have inevitably emerged as an issue for managers.

IF YOU DON’T MANAGE YOU CAN’T IMPROVE ANYTHING !

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Thanks for

listening