Coaching and Performance Management

Slides:



Advertisements
Similar presentations
Chapter 13 Motivation MGMT6 © 2014 Cengage Learning.
Advertisements

Agenda Objectives Coaching Is Teaching Motivating/Encouraging Communicating/Listening Setting Goals Providing feedback Informal (day-to-day coaching)
Managing For Success Carnegie Mellon Human Resources Leadership Symposium 2002 Presenter: Jill Diskin Director, Human Resources Services.
MIGUEL ÁNGEL MAYA ÁLVAREZ
Chapter 5 Motivation Theories
CONTROLLING. Students, Mr. Ram was given a task to make a copy of a original picture shown on right side. What do you think, both pictures are same or.
Appraising Performance You have to get ongoing constructive feedback to push you out of your comfort zone. —Kevin Sharer, CEO, Amgen Chapter 17 Copyright.
Performance Management
HRD3eCH10 Contributed by Wells Doty, Ed.D. Clemson Univ1 Performance Management and Coaching Chapter 10.
TRAINING AND DEVELOPMENT
MGTO 630C Staffing and Managing Human Resources Dr. Christina Sue-Chan Performance Management: Chapter 7 Saturday, March 15, 2003 Please note: This is.
Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 9.
Microsoft® PowerPoint Presentation to Accompany
APPRAISING AND MANAGING PERFORMANCE
Advances in Human Resource Development and Management
Chapter 10: coaching to improve poor performance
Management, Supervision, and Decision Making
Coaching and Performance Management
Chapter 9 Teamwork and Team Performance Teams are worth the work.
Basic Challenges of Organizational Design
Managing Conflict in Organizations
Chapter 9 Employee Development
Coaching and Providing Feedback for Improved Performance
Reaching Goals: Plans and Controls
Performance Management and Coaching Jayendra Rimal.
Chapter 11 Management Skills
©2013 Cengage Learning. All Rights Reserved. Business Management, 13e Management, Supervision, and Decision Making Increasing Management Effectiveness.
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Reaching Goals: Plans and Controls Today’s smart supervisor.
Effective Team Management
Chapter 10 THE NATURE OF WORK GROUPS AND TEAMS. CHAPTER 10 The Nature of Work Groups and Teams Copyright © 2002 Prentice-Hall What is a Group? A set of.
Performance Management “Ensuring organizational goals are met through motivated people”
The Leadership Series: Coaching Successful Employees.
Chapter 4 Performance Management and Appraisal
©2007 Prentice Hall Organizational Behavior: An Introduction to Your Life in Organizations Chapter 4 Fundamentals of Motivation.
Introduction to Management LECTURE 31: Introduction to Management MGT
Developing and Validating an Assessment Measure. Goals, Objectives & Criteria  It is critical that employees have a clear understanding about what part.
Introduction to Management
Lecture 24. Performance Management and Coaching Contd….Part 2.
Welcome to MT140 Introduction to Management Unit 6 Seminar – Control.
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 10 Leaders and Leadership.
©2013 Cengage Learning. All Rights Reserved. Business Management, 13e Management, Supervision, and Decision Making Increasing Management Effectiveness.
1 Performance Management and Appraisal Chapter 9.
Management Practices Lecture Recap The Role of Intuition Types of Problems and Decisions Decision-Making Conditions 2.
EVALUATING AND REWARDING TEAMS Chapter 16. EVALUATING AND REWARDING TEAMS  An important way to motivate teams is through performance evaluation and reward.
 Training – the process of teaching new employees the basic skills they need to perform their job.  Development – learning that goes beyond today’s.
New Supervisors’ Guide To Effective Supervision
Management Functions Chapter 11. Objectives  Name the 3 functions of management  Describe the management techniques properly  Explain how to manage.
Chapter 13 Motivation MGMT7 © 2015 Cengage Learning.
Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©20 01 by Prentice Hall, Inc. Chapter 9.
Copyright © Houghton Mifflin Company. All rights reserved.5-1 Chapter 5 Ethical Decision Making and Ethical Leadership.
Chapter 7: Learning and Decision Making Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Chapter 13 Motivation © 2014 Cengage Learning MGMT7.
Chapter 6 Charles Pavitt
LECTURE 4 WORKING WITH OTHERS. Definition Working with others : is the ability to effectively interact, cooperate, collaborate and manage conflicts with.
Groups. After studying this chapter, you should be able to: Define group and differentiate between types of groups. Identify the five stages of group.
Welcome to AB140 Introduction to Management Unit 7 Seminar – Effective Teams.
Management, Supervision, and Decision Making Chapter 2.
Cynthia Cherry Welcome to MT 140 Unit 6 - Control.
© 2007 by Prentice Hall1 Chapter 6: Motivating Others 6 -
BUS 660 Entire Course (2 Sets) FOR MORE CLASSES VISIT This Tutorial contains 2 Sets of Papers for each Assignment (Check Details Below)
©SHRM SHRM Speaker Title Bhavna Dave, PHR Director of Talent SHRM member since 2005 Session 2: Relationship Management Competencies for Early-Career.
Chapter 13 Motivation © 2015 Cengage Learning MGMT7.
BUS 660 Entire Course (2 Sets) For more course tutorials visit This Tutorial contains 2 Sets of Papers for each Assignment (Check Details.
Chapter 7.
Developing Management Skills
Chapter 13 Motivation MGMT7 © 2014 Cengage Learning.
Developing Management Skills
Performance Management
Performance Management and Appraisal
Presentation transcript:

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