Chapter 8 Performance Management and Employee Development Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Overview Personal Developmental Plans Direct Supervisor’s Role 360-degree Feedback Systems Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Stakeholders in the Development Process Employees Help plan their own development Improve their own performance Managers Help guide the process of development Support success of process Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Personal Developmental Plans Specify actions necessary to improve performance Highlight employee’s Strengths Areas in need of development Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Personal Developmental Plans Answer… How can I continuously learn and grow in the next year? How can I do better in the future? How can I avoid performance problems of the past? Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Personal Developmental Plans: Overview Developmental Plan Objectives Content of Developmental Plan Developmental Activities Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Overall Developmental Plan Objectives Encourage… Continuous learning Performance improvement Personal growth Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Specific Developmental Plan Objectives Improve performance in current job Sustain performance in current job Prepare employee for advancement Enrich employee’s work experience Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Content of Developmental Plan Developmental objectives New skills or knowledge Timeline How the new skills or knowledge will be acquired Resources Strategies Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Content of Developmental Plan (Continued) Standards and measures used to assess achievement of objectives Based on needs of organization and employee Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Content of Developmental Plan (Continued) Chosen by employee and direct supervisor Taking into account Employee’s learning preferences Developmental objective in question Organization’s available resources Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Developmental Activities “On the Job” On-the-job training Mentoring Job rotation Temporary assignments Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Developmental Activities In Addition to “on the Job” Courses Self-guided reading Getting a degree Attending a conference Membership or leadership role In professional or trade organizations Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Direct Supervisor’s Role Explain what is necessary Refer employee to appropriate developmental activities Review and make suggestions regarding developmental objectives Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Direct Supervisor’s Role (Continued) Check on employee’s progress Provide motivational reinforcement Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Feedforward Interview Goals: Understand the types of behaviors and skills that individuals have that allow them to perform well Think about ways to use these behaviors and skills in other contexts to make further improvements in the future Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Steps of a Feedforward Interview Elicit a success story Uncover the underlying success factors Extrapolate the past into the future Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

360-Degree Feedback Systems Tools to help employees improve performance by using performance information gathered from many sources Superiors Peers Customers Subordinates The employee Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

360-Degree Feedback Systems (Continued) Anonymous feedback Most useful when used For DEVELOPMENT NOT for administrative purposes Internet used for collecting data Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Necessary Organizational Norms Include: Cooperation Openness and trust Input and participation valued Fairness Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Is the 360-Degree Feedback System Always Beneficial? Most effective for individuals who: Are high in self-efficacy Perceive a need to change Believe change is feasible Set goals and take action Less effective for individuals who: Are low in self-efficacy Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Overview of 360-Degree Feedback Systems Advantages of 360-Degree Feedback Systems Risks of 360-Degree Feedback Systems Characteristics of a Good 360-Degree Feedback System Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Advantages of 360-Degree Feedback Systems Decreased possibility of biases Increased awareness of expectations Increased commitment to improve Improved self-perception of performance Improved performance Reduction of “undiscussables” Increased employee control of their own careers Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Risks of 360-Degree Feedback Systems Unconstructive negative feedback hurts Are individuals comfortable with the system? (User acceptance is crucial) If few raters, anonymity is compromised Raters may become overloaded. Stock values may drop Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Characteristics of a Good 360-Degree Feedback System Anonymity Observation of employee performance Avoidance of survey fatigue Raters are trained Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Characteristics of a Good 360-Degree Feedback System Used for developmental purposes only (at least initially) Emphasis on behaviors Raters go beyond ratings Feedback interpretation Follow-up Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Quick Review Personal Developmental Plans Direct Supervisor’s Role 360-degree Feedback Systems Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall