LECTURER: SHELLY-ANN DANIEL. MSC.

, GRP, WLCP PROFESSIONAL CERTIFICATE IN HUMAN RESOURCE MANAGEMENT

1.

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PERFORMANCE MANAGEMENT IS NOT PERFORMANCE APPRAISAL PERFORMANCE APPRAISAL  Driven by HR  Assesses employee o Strengths & o Weaknesses  Once a year  Lacks ongoing feedback .

CONTRIBUTIONS OF PERFORMANCE MANAGEMENT FOR EMPLOYEES     .

CONTRIBUTIONS OF PERFORMANCE MANAGEMENT FOR MANAGERS     .

CONTRIBUTIONS OF PERFORMANCE MANAGEMENT FOR ORGANIZATION/HR FUNCTION     .

Determining performance expectation REVIEW .PLAN .Reviewing and appraising performance .Managing performance standards ACT .Supporting performance MONITOR .

DISADVANTAGES/DANGERS OF POORLY-IMPLEMENTED PM SYSTEMS FOR EMPLOYEES .

DISADVANTAGES/DANGERS OF POORLY-IMPLEMENTED PM SYSTEMS FOR MANAGERS     .

DISADVANTAGES/DANGERS OF POORLY-IMPLEMENTED PM SYSTEMS FOR ORGANIZATION     .

PURPOSES OF PM SYSTEMS: OVERVIEW STRATEGIC DEVELOPMENTAL INFORMATIONAL DOCUMENTATIONAL ADMINISTRATIVE ORGANISATIONAL MAINTENANCE .

STRATEGIC ADMINISTRATIVE  .

INFORMATIONAL     DEVELOPMENTAL     .

ORGANIZATIONAL MAINTENANCE     DOCUMENTATIONAL    .

11. 14. 10. 13.AN IDEAL PM SYSTEM: 14 CHARACTERISTICS 8. 9. 12. .

CONGRUENT WITH ORGANIZATIONAL STRATEGY THOROUGH .

PRACTICAL MEANINGFUL .

SPECIFIC • • IDENTIFIES EFFECTIVE AND INEFFECTIVE PERFORMANCE .

RELIABLE VALID .

ACCEPTABLE AND FAIR    OPEN (NO SECRETS) .

INCLUSIVE CORRECTABLE .

STANDARDIZED ETHICAL .

INTEGRATION WITH OTHER HUMAN RESOURCES AND DEVELOPMENT ACTIVITIES .

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