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PMS Complete

PMS Complete

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Published by Sanman Kulkarni

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Published by: Sanman Kulkarni on Jan 24, 2010
Copyright:Attribution Non-commercial

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04/22/2011

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PERFORMANCE MANAGEMENTHOW TO MANAGE & COMPENSATE PEOPLE TO MEET WORLD COMPETITIONBY JOSEPH. H. BOYETT & HENRY. P. CONNCHAPTERCONTENTS1THE BASIS FOR MAXIMUM PERFORMANCE MANAGEMENTIIHOW TO DETERMINE IF MAXIMUM PERFORMANCEMANAGEMENT IS RIGHT FOR YOUR ORGANIZATIONIIIHOW TO DEFINE / COMMUNICATE VALUES / BUSINESSSTRATEGIESIVHOW TO REORGANIZE FOR PERFORMANCEVHOW TO DEVELOP PERFORMANCE MEASURESVIHOW TO DEVELOP AN EFFECTIVE MISVIIHOW TO SET PERFORMANCE GOALS & OBJECTIVESVIIITHE IMPACT OF CONSEQUENCES ON EMPLOYEEBEHAVIORIXHOW TO USE POSITIVE CONSEQUENCES TO ENCOURAGEPERFORMANCEXPAY FOR PERFORMANCEXIGAINSHARING: HOW TO INCREASE TEAMPERFORMANCEXIIPAY FOR KNOWLEDGE: HOW TO INCREASE EMPLOYEEFLEXIBILITYXIIIHOW TO DESIGN / INSTALL AN EMPLOYEEINVOLVEMENT SYSTEMXIVBEYOND MPMXVCAREER MANAGEMENT
 
 THE BASIS FOR MAXIMUM PERFORMANCE MANAGEMENTINTRODUCTION: -
 TODAY BUSINESS IS BECOMING COMPETITIVE
SUCCESS OF BUSINESS DEPENDS UPON ITS PERFORMANCE
PERFORMANCE OF BUSINESS HAS TO BE EXCELLENT, WHICHDEPENDS UPON ITS PEOPLE
SUCCESS OF BUSINESS DEPENDS UPON THE PERFORMANCE OFITS PEOPLEBUSINESS BEFORE GLOBALIZATION:
PEOPLE TREATED AS COMMODITIES
CONTROL PROBLEMATIC BEHAVIOR
COMMUNICATION ONE WAY
INVOLVEMENT ONLY AT PHYSICAL
COMPENSATION BASED ON SENIORITY BUSINESS AFTER GLOBALIZATION:
PEOPLE TREATED AS PARTNERS
POSITIVE BEHAVIOR REWARDED
COMMUNICATION TWO WAY
INVOLVEMENT AT PHYSICAL & MENTAL LEVEL
COMPENSATION BASED ON PERFORMANCE TYPES OF PERFORMERS:
EXCELLENT
POOR
AVERAGEEXCELLENT PERFORMER:
FEW IN NUMBER
PRODUCE HIGH VOLUME & QUALITY WORK IN TIME & ATACCEPTABLE PRICE
EASY TO MANAGE
MINIMUM SUPERVISION & DIRECTION
GENUINELY ENJOY THEIR WORK 
 
AVERAGE PERFORMER:
PERFORMANCE VARIES. SOMETIMES EXCELLENT, SOMETIMESPOOR
PERFORMANCE BELOW CAPACITY
CONSIDERABLE ROOM FOR IMPROVEMENTPOOR PERFORMER:
OPPOSITE OF EXCELLENT PERFORMERSISSUE BEFORE MANAGEMENT:-
RETAIN EXCELLENT PERFORMER
DEAL WITH POOR PERFORMERS
IMPROVE PERFORMANCE OF AVERAGE PERFORMERSCHARACTERISTICS OF EXCELLENT PERFORMERS
 THEY HAVE THE FOLLOWING QUALITIES:
o
KNOWLEDGE & SKILL
o
INTERNAL MOTIVES
o
ABILITIES
KNOWLEDGE & SKILLS:
o
CONSTANTLY UPGRADE THEIR K / S
o
KNOW WHAT NEEDS TO BE DONE & HOW IT HAS TO BEDONE
INTERNAL MOTIVE:
o
WORK PROVIDES PERSONAL SATISFACTION
o
WORK HAS MEANING
ABILITIES
o
IT MATCHES WITH THAT OF THE JOB REQUIREMENTCAN EXCELLENCE BE CREATED?
 YES
FOLLOWING ARE THE WAYS:
o
MATCHING OF THE JOB
o
 TRAINING
o
RECRUITMENT
o
MANAGING ENVIRONMENTMATCHING OF JOB
PROFILING OF THE PEOPLE WITH THAT OF THE JOB CAN BE DONE
LIMITATION
o
BUT JOBS UNDERGOES CHANGE, BECAUSE BUSINESS ISDYNAMIC

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