Coaching and Performance Management Chapter 10 Werner, J. & DeSimone, R. (2009). Human Resource Development. (5th ed.). Mason, OH: South-Western Cengage Learning. Emily Vande Loo

Learning Objectives Describe needs for coaching Define coaching Describe two main coaching activities Define poor performance Describe deviant workplace behaviors

Need for Coaching Sometimes employees know how to effectively do their jobs. However, sometimes they simply don’t know. Page 314

Need for Coaching Some managers “choose to ignore poor performance.” They may reassign work or just do it themselves rather than address the problem. Page 314

Need for Coaching “If superior performance is neither noticed nor rewarded, a climate may exist in which effective performance is actually discouraged.” Page 314

Managers and Performance Positive and Active Negative and Reactive Based on the pictures, how would you describe their management styles? Page 315

Managers and Performance Positive and Active Negative and Reactive Empowers employees Informs employees of job-related changes and provides opportunities for training Provides feedback regularly and rewards effective performance when it occurs Controls employees Sink or swim approach to job-related changes Provides feedback or intervenes only to correct problems or increase production Page 315

Two Ways to Provide Feedback Performance appraisal: annual formal evaluation using a standardized rating system to “evaluate various aspects of employee performance” Performance management: “goes beyond annual appraisal ratings and interviews and incorporates goal setting, feedback, rewards, and individual developments” Pages 315-316

What is Coaching? Ferdinand Fournies: “a face-to-face discussion between a manager and a subordinate to get the subordinate to stop performing undesirable behaviors and begin performing desirable ones.” Dennis Kinlaw: “a mutual conversation between a manager and an employee (or between colleagues) that follows a predictable process and leads to superior performance, commitment to sustained improvement, and positive relationships.” Kirkpatrick & Zemke and Evered & Selman: liken managerial coaching to coaching athletics because they have similar responsibilities such as: “gathering data, providing feedback, recruiting, motivating, ensuring results, [and] working with individuals and the team.” Management should be seen as “empowering or enabling employees” rather than “controlling” them. Pages 316-317

What is Coaching? Coaching is “a process used to encourage employees to accept responsibility for their own performance, to enable them to achieve and sustain superior performance, and to treat them as partners in working toward organizational goals and effectiveness.” Coaching Analysis Coaching Discussions Page 318

Coaching Activities Coaching Analysis Coaching Discussions “Analyzing performance and the conditions under which performance occurs” “Face-to-face communication between employee and supervisor to solve problems and to enable the employee to maintain and improve effective performance” Page 318

Role of Manager in Coaching Establishes Standards Monitors Performance Delegates Assignments Possesses information, opportunity, and authority necessary to serve as COACH Page 318

Defining Poor Performance Poor performance: “specific agreed-upon deviation from expected behavior” Standard behaviors defined by measuring against other behaviors Acceptable exceptions to the standard must be explicit Page 320

Establishing Standards The situation: expectations about attendance and shortened work days (coming in late/leaving early) have never been established in your workplace you are attending a meeting either as a manager or an employee to establish standard expectations about attendance at work all stakeholders must agree upon the standards the standards should align with the company’s goal of productivity

Establishing Standards The process: read your entire role to yourself take turns reading your role to the group as a group, complete the task steps The task: define standard of acceptable attendance define deviations and additional exceptions (if any exist)

Establishing Standards Red = Manager Blue = Employee with Attendance Issues Green = Employee Yellow = Employee

Deviant Workplace Behavior “Voluntary behavior that violates significant organizational norms, and in doing so threatens the well-being of an organization, its members, or both.” Page 321

Deviant Workplace Behavior Production Deviance Page 321

Deviant Workplace Behavior Property Deviance Page 321

Deviant Workplace Behavior Political Deviance Page 321

Deviant Workplace Behavior Personal Aggression Page 321

Responding to Poor Performance Figuring out why there is deviant behavior and using an appropriate solution is key. One behavior “may be caused by different factors at different times.” Page 321

Responding to Poor Performance Causal attribution theory: “process by which people assign causes to their own and others’ behavior” Internal: 1. Effort 2. Ability External: 3. Task difficulty 4. Luck Page 321

Responding to Poor Performance Fundamental attribution error: “tendency to overattribute a behavior to a cause within a person rather than to a situation” Person –effort and ability Manager bias yields toward focus on employee Situation –task difficulty and luck Employee need to maintain self-esteem yields to focus on situation Page 322

Responding to Poor Performance-Coaching Process Coaching Analysis Coaching Discussion