1. Performance Management -Uttam Acharya

2. Objectives Describe the core concepts of performance management
Explain the process of performance management

3. Contents Concepts of performance management
Need of performance management
Effects of performance management
Performance management process

6. Performance Management

7. Performance Management
Management = getting work done through/with others
Manager’s performance is only as good as his/her employee’s performance
Manager’s job = performance management of others
Performance = ability * motivation * support

8. Performance Management
Performance refers to “outcomes, results or accomplishments”
Rothwell, 2005
Rothwell (2005) describes performance as, “outcomes, results or accomplishments.” This is a simple yet profound concept. When all has been said, the question that remains to be asked is, “What have we accomplished?” I want to suggest that a key facet of our role as managers and supervisors in the Public Service is to ensure that at the end of the day, some positive results have been accomplished, results that contribute to improving the lives of the average citizen.

9. Components of Performance
Four components of performance
A performer
Behaviour
Situation
Results
Morhman et al ,1989
Morhman et al (1989) identify four separate components of performance. They state that, “A performance consists of a performer engaging in behaviour in a situation to achieve results.” The authors indicate that most types of appraisal systems focus on the performer, the behaviour or results. They go on to classify the types of performance appraisal systems into four categories: Performer- oriented approaches; behaviour-oriented approaches; results-oriented approaches and comparison-oriented approaches.

10. Performance Management-holistic approach
Organizational system
Focusing on employee performance
Consistently applied throughout organization
With a supporting structure

11. Need of Performance Management Systems
Administer Salary & Wages
Correct Performance/Behavior
Plan for Future (promotion, transfer, career dev)
Facilitate Decision-Making (counseling, terminations)
Facilitate Human Resource Planning
Create Culture
Building Good Relationships
Increase Organizational Loyalty
Determine Effectiveness of Selection and
Placement Methods

12. Performance management-strategy
Performance management is,
“a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.”
- Aguinis, 2005
Aguinis (2005) defines performance management as, “a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.”

13. Performance Management An iterative process of goal-setting, communication, observation and evaluation to support, retain and develop exceptional employees for organizational success.
Communicate
Observe
Evaluate
Set Goals

14. Performance management- not
“A system that involves employee evaluations once a year without an ongoing effort to provide feedback and coaching so that performance can be improved is not a true performance management system.”
Aguinis, 2005
He contends that, “a system that involves employee evaluations once a year without an ongoing effort to provide feedback and coaching so that performance can be improved is not a true performance management system.” He describes this rather, as only a performance appraisal system.

15. Principle of performance management
Supports organization’s strategy
Is values based
Communicates organizational mission
Fulfills responsibilities to organizational members
Enables employees to manage own performance
Manages expectations (clarifies roles and responsibilities)
Creates partnership between management and employee
Emphasizes importance of measurement, feedback, and
Reinforcement
Empowers employees
Natural extension of management

16. Contribution of performance management- employee
Clarify definitions of
Job
Key result areas KRA, Key performance area, Indicators
success criteria
Performance plan
Increase motivation to perform
Increase self-esteem
Enhance self-insight and development

17. Contribution of PM-manager
Communicate supervisors’ views of performance more clearly
Managers gain insight about subordinates
Better and more timely differentiation between good and poor performers
Employees become more competent

18. Contribution of PM-organization/HR
Clarify organizational goals
Facilitate organizational change
More appropriate for administrative actions

19. Performance management-employee Exercise
Please state ;In which area that you perform well..?
Please state, Which are the areas where poor performance would
significantly damage the product / service provided by my unit / department and harm its quality and reputation

21. Setting performance Key Result Area-Responsibility
Key Performance Area-Tasks
Key Performance Indicator-Measurement-quantify- standardization

22. Performance management-organizational effectiveness
Top-down integration
Upward integration(not only top down)
Lateral integration(interdependencies between.)

23. The performance management process
Mission and value statement
Objectives (org. dept. individual-aligning)
Performance agreement (Jobs, goal setting, different forms design)
Continuous performance management
Feedback
Preparation for review
Performance review
Feedback (moderating goals)
Development and training
Performance rating-performance related pay
Improved performance

24. The performance management cycle
Performance agreement
Performance review
Action
Performance plan
Monitor feedback and review

25. Different purposes Strategic Administrative
Link individual goals with organization’s goals
Communicate most crucial business strategic initiatives
Administrative
Salary adjustments, promotions, retention or termination
Recognition of individual performance
Layoffs (dismiss)
Informational-communicate to employee
Developmental
Performance feedback/coaching
Identification of individual strengths and weaknesses
Tailor development of individual career path
Organizational maintenance- workforce planning, training etc
Documentational- to take decision, legal, validate

26. How did you learn to work at your office effectively/efficiently ?
Who is your motivator?
What factors ?

27. Names of Systems in managing performance
Performance Management
Performance Appraisals
Evaluation Systems
Job Review Systems
Feedback Systems

28. Techniques of performance management
Jon analysis( Job description, Job design, job enrichment)
Performance appraisal(evaluation, rating scale)
Staff development/Training
Coaching and mentoring
Counseling
Job rotation
Performance planning/Monitoring/feedback
Rewarding/Praise/Recognition
Authority
Staff meeting
Grievance handling

29. Result of performance management
Reinforce to improve culture and change in an organization
Performance driven performance management (individual, team, inter unit or team)
Develops skills, competencies, and potentialities
Provides information (eg performance related pay)
Provide increased and sustained motivation
Empower employee to take responsibility
Build trust
Attract and retain skilled staff
Support total quality management

30. Characteristics of ideal PM system
Congruent with organizational strategy
Thorough
Practical
Meaningful
Specific
Identifies effective/ ineffective performance
Reliable
Valid
Acceptable and Fair
Inclusive
Open (No Secrets)
Correctable
Standardized
Ethical

31. Conclusion : How PM works
Improved performance
Performance effectiveness
Coaching /counseling
Performance agreement
Monitoring and review against performance agreement
Main performance review

32. Conclusion