Revision Performance Management

8/3/2019 Revision Performance Management

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Welcome

Kay Ja


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Performance Manageme


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R U Ready for Chapter 1


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An overview of performanmanagement


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Human capital Ad

Discretionary be

Purpose & Hi

Definition

Performance M. Q

Chapter 1


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Performance Mana

Cycle

Principles of PerfoManagemen

Performance Man

& values

Concept of Perfo

Performance Performance ap

Chapter 1


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The Ethics of Perfo

Managemen

Performance an

The reaction of em

to P. Manage

Impact on organPerforman

DevelopmentPerformance Mana

Chapter 1


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Performance Management in

Defined

Performance Management first came into wide uHR field in early 1990s

Objective setting

Assessment and review

Performance related pay


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Institute of Personnel Management 1992 (R

A confusion over the term Performance Manageme

An appraisal process

Performance related pay exercise

Training and Development technique


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Institute of Personnel Management 1997 (R

Much more agreement on term Performance Manag

A distinct polarisation between the following thoughts

Focused on pay

Training and Development led


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Definition

A natural process ofmanagement contributes to thmanagement of individuals and teams to achieve hoforganizational performance

A systematic approach to improving individual and performance in order to achieve organizational goa


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Definition

The development ofindividuals with competence acommitments, working towards the achievement omeaningful objectives within an organization that sand encourages their achievements(Lockett)

Directing and supporting employees to work as effeefficiently as possible in line with the need of the o(Waltars)


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The overall purpose and aims

Contribute to the achievement ofhighperformanceorganization and its people

Reaching and exceeding stretchingtargets for the productivity, quality, customer service, growth, pro

share holder value


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To make a good better

Share understanding what is to be achieved

Develop the capacity of people to achieve it

Provide the support and guidance people need to d

performance

To capitalize the full potential of people to benefit o


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Performance Management is concerned with under

Positively providing the means to improve the abilit

perform and achieve the organizational goals


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A History (Continued)

The emperors of the Wei dynasty (AD- 221-265) himperial rater whose task was to evaluate the peof the official family.

Centuries later, Ignatius Loyola established a syste

formal rating of the members of the Jesuit society


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A History

The first formal monitoring systems by Frederick Tahis followers before World War I.

Rating for officers in the us armed services was intthe 1920s.

The term Performance Management was first use1970s by Beer and Ruh.


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PM and Discretionary Behaviour

Discretionary behaviour refers to choices that the pmake about they carry out their work and the amoefforts, care, innovation and productive behaviour display.

It is the difference between people just doing a jobpeople doing a great job


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PM and Human capital advantage

The goal is to achieve human capital advantage

People are most important source of competitive a

People factor is difficult to replicate unlike design o

Employing people with valuable knowledge and ski

Organizational performance is dependent on huma


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Performance Management Questions

What do we mean by high performance?

Do people understand what is expected of them in performance?

How can we align individual and corporate objectiv

Can we identify good and poor performance?

Can we establish the reasons for good & bad perfo How can we develop & motivate people to perform

How can we do that fairly, consistently without disc


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The concept of performance

Performance is regarded in out-put terms

The achievement of quantified objectives but it is m

It is out-come of activity & endeavour that matter

Qualitative assessment: reference to standard of p

Performance; What people achieve but how they a


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Performance Management and Values

Performance is about upholding the values of the o

Aspect of behaviour but focus on what people do tocore values;

Concern for quality

Concern for people Concern for equal opportunity and operating ethically

Integrity

Impartiality

Professionalism and mutual respect

f i


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Principles of Performance Management (Gui

Most people want direction, freedom to get their work doneencouragement not control. The Performance Management should be a control system only by exception. The objectiveit a collaborative development system

The entire performance management process-coaching, co

feed-back, tracking, recognition and so forth..- should encodevelopment.

When managers and team members ask what they need todo bigger and better things, they move to strategic develop

P f M i


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Principles of Performance Management

Translates corporate goals in to individual, team & departm It helps to clarify the corporate goals

It is a continuous and evolutionary process, performance im

time

It realise on consensus & cooperation rather than control o

It creates a shared understanding of what is required to im

performance and how it will be achieved

It encourages self-management of individual performance

P f M t i


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Principles of Performance Management

It encourages two way communication between seniors & s It requires a continuous feed-back

Feed-back loops enable the experience & knowledge to mo

objectives

It measures & assesses all performance against joint agree

It should apply to all staff

It is not primarily concerned with linking performance to fin

rewards

P f M t i


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Principles of PM- CIPD Research 1997 and 2003/04 (10 maxim

A management tool which helps managers to manage Driven by corporate purpose and values

To obtain solutions that work

Only interested in things you can do something about and g

improvement

Focus on achieving behaviour rather than paper work

P f M t i


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Principles of PM- CIPD Research 1997 and 2003/04 (10 maxim

Its all about how we manage people its not a system Performance management is what managers do: a natural

management

Based on accepted principles but operates flexibly

Focus on development , not pay

Success depends on what the organization is and needs to

performance culture

P f M t i


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The performance Management cycle

Plan

ActMonitor

Review

Pe fo mance Management in


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Plan; Agreed objectives and competence requirements; identifying th

required by the organization; producing plan expressed in perfoagreements for meeting objectives and improving performancepersonal development plans to enhance knowledge, skills and cand reinforce the desired behaviour

Act;

Carrying out the work required to achieve objectives by referenand in response to new demands



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Monitor; Checking on progress in achieving objectives and responding to

demands; treating performance management as a continuous pmanaging performance all the year around rather than an annevent

Review;

Holding a review meeting for a examination assessment of pro

achievements and identifying where action is required to develoas a basis for completing the cycle by moving into the planning



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Performance Management & Performance App

Performance Management Model

Standard Charted Bank

Page No. 14

Assignment 1



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Performance Appraisal Performance Management

Top down assessment Joint process through dialogue

Annual Appraisal Meeting Continuous review with one or more forma

Use of Rating Rating less common

Monolithic System Flexible Process

Focus on Qualified objectives Focus on values and behaviors and object

Often linked to Pay Less likely to be directly linked to Pay

Bureaucratic Complex paperwork Documentation kept to a minimum

Owned by the HR Department Owned by a line Managers



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The Impact on Organizational Performance

Communicates a shared vision of the purpose and values of organ

Expectation; what must to be delivered and how it should be deli

People are aware of high performance, how they need to behave

Enhance motivation, engagement, & commitment to achieve thro

Provide the basis for formulating personal development & improv Enable people to monitor their own performance and responsible

Encourage dialogue about what needs to be done to improve perf



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Employees reaction to Performance Manage

You need appraisal to get the best out of people and develop the

What we have moved away from is peoples perception-just mar

depending on how they felt about them. Now theres is evidence

They can tell us what they want, just as we can tell them, what

For me the real strength of the process lies in the continuing dial

negotiation as the year goes on

You are one on one with your boss



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Performance Management and HR

In the past; performance appraisal was driven by the personnel doften seen by line managers as something imposed on them raththe normal process of managing resources.

As described by this book; Performance Management is somethinmanagers do encouraged, advised and guided by HR, perhaps bmanagers who are responsible



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Performance Management and Line Manage

Performance management is owned and delivered by line manage

It is not a personnel technique run by the HR department

Performance management works very well with managers who ar

Less competent with behavioural requirements of their role find itthis approach requires them to make some business judgements

the rational for them



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The Ethics of Performance Management

Four Ethical Principles which should be built into the performance

process have been proposed by Winstanley and Staurt-Smith

Respect for Individual

Mutual Respect

Procedural fairness

Transparency for decision making



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Development in Performance Management (I

We expect managers who lead this organization to behave in linestated core values and competencies must reflect the values and performance management assessments are invited to assess howare behaving in line with core values

We expect line managers to recognize performance managemencontribution to the management for their teams rather than a cor

Managing performance is about coaching, guiding, motivating ancolleagues to help unleash potential and improve organizational p

To ensure; what we do is guided by our values and relevant to ththe organization


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Thanks


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