1. Measuring Performance Why Measures:- What can not be measures - it cannot be managed.

2. Appropriate Performance Measures  Measures must ensure customer requirements  Measures provide standard for comparison  Provides score board for people to monitor their own performance levels.  Highlights Quality problems and areas require priority attention.  Cost of poor quality  Justifies use of resources  Provides feed back for driving the improvement efforts

3. Rules of planning a Measurement System Rule 1 :- Clearly identify your purpose of measuring  Reporting Measures –  Control Measures – Measures are sources of motivation

4. Rules of planning a Measurement System Rule 2 :- óChoose an appropriate balance between individual and group measures – Team Measures / Cross functional measures. Rule 3 :- Measures all the key elements of performance – PQCDSM.  Measures adequately describes good / bad performance  Leverage points

5. Rules of planning a Measurement System Rule 4:-  Be sure the measures adequately reflect the customers point of view whether the customer is external / Internal Rule 5:-  Use care in generating competitive bench marks Rule 6:-  Give some time to tedious technical adjustments.

6. Rules of planning a Measurement System Rule 7:-  Develop / Modify the system as participatively as possible. Rule 8:-  Cost / Benefit analysis applies to data availability Rule 9:-  If strategies change, measures can change too. Rule 10:-  Performance improvement is a long term process; Top Management patience is needed torrarol newly measured results.

7. Goal Setting

8. Objectives ► Describe the benefits of goal-setting ► Explain the difference between goals and objectives ► List the criteria for good goals ► Explain the 4 steps of the goal setting process ► Detail the relationship between goals and performance ► Explain the benefits of mutually-set goals

9. Benefits of Goal Setting ► Provides a tool for assessment  Encourages objective appraisals ► Improves employee performance  Sense of accomplishment  Increased employee morale ► Provides direction

10. Goals vs. Objectives... ► Goals  Organization goals provide framework  Provide guidelines for departments ► Set objectives within this framework ► Objectives  More specific  “What by when” statements

11. Overarching Goals (Aspirations) Superordinate Goals (Motives) Personal Practices Performance Effort Response to Supervision Scripts Follower Behavior Self-Messages Corporate Lore Personal Practices How Aspirations Become Translated into Performance

12. Mission Vision Values Departmental Goals Work-Group Goals Individual Goals Monitor Feedback Reward Set

13. Getting Started... ► Discuss purpose of goal setting  i.e. Company wide changes ► Explain the process  Employee & manager establish goals  Create mutual goals ► Explain how goals will be used ► Provide examples of goals for employee

14. SMARTER Goals ► Specific ► Measurable ► Achievable ► Relevant ► Timely ► Effective ► Reinforcing

15. Specific ► Uses specific terms rather than vague, abstract ones  Inappropriate: Employees will be empowered  Appropriate: Employees will be authorized to make more decisions

16. Measurable ► Includes some method for objectively measuring their achievement  Inappropriate: Consumers will be delighted  Appropriate: We will receive at least 12 unsolicited testimonials from our consumers expressing positive reactions to our services

17. Achievable ► Is challenging but realistic  Inappropriate: All consumers will be seen by a counselor within 2 days of intake  Appropriate: Seventy-five percent of consumers will be seen by a counselor within 2 months of intake

18. Relevant ► Follows the business strategy of the organization and unit  Organization goal: Increase competitive placements by 30 percent  Inappropriate: Increase competitive placements by 5 percent  Appropriate: Increase competitive placements by 30 percent

19. Timely ► Specifies a time period (short-, medium-, or long-term)  Inappropriate: Reduce the size of the waiting list by 10%  Appropriate: Reduce the size of the waiting list by 10% during the first two quarters

20. Effective ► Focuses on critical factors and avoids trivial ones  Inappropriate: Use fewer paperclips  Appropriate: Fully implement agency policy on consumer choice by the end of the year

21. Reinforcing ► Subsequent goals in a list reinforce previous goals, and do not contradict them  First goal on a list: Reduce the amount of paperwork in the department  Inappropriate second goal: The paperwork reduction committee will distribute copies of its final report to all employees.  Appropriate second goal: The paperwork reduction committee will post a one-page summary of its final report on the notice board, and put the full text on the company intranet.

22. Activity

23. Generating Goals... ► Meet to discuss goals  Let employee go first  Provide positive reinforcement for goals ► Establish a combined set of goals  Increases success of obtaining goals

24. Monitoring the Process... ► Joint agreement  Measuring & monitoring progress ► e.g., “review placements every 2 weeks and compare to target placement figures” ► Assess progress toward reaching goal  Make any necessary adjustments

25. Goal Setting... ► Create the need ► Introduce the process ► Generate goals ► Measure & monitor The effort will pay off!!!

26. Dangers of Goal-Setting ► Goals can be counterproductive, demoralizing, and can engender hostility if they are not  Specific  Realistic  Mutually determined Source: Dangot-Simpkin, G. (1993, April). The dangers of goal-setting. Supervisory Management, p. 3.

27. Performance Goal Difficulty EasyModerateDifficult Low High The relationship between goal difficulty and performance is curvilinear

28. Employee and Managerial Input in Goal Setting