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

2. 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

3. 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

4. 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

5. 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

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

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

8. 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

9. 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

10. 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

11. 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

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

13. 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

14. 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

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

16. 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

17. 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

18. 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

19. 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

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

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

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

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

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

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. 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

32. 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