Performance Management Process:

Overview
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
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Herman Aguinis, University of Colorado at Denver

Prerequisites

Performance
Planning

Performance Management Process

Performance
Renewal and
Recontracting

Performance
Review
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Performance
Execution

Performance
Assessment

Herman Aguinis, University of Colorado at Denver

Prerequisites
A. Knowledge of the organizations
mission and strategic goals
B. Knowledge of the job in question

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Herman Aguinis, University of Colorado at Denver

A. Knowledge of mission
and strategic goals
Strategic planning
Purpose or reason for organizations
existence
Where organization is going
Organizational goals
Strategies for attaining goals

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Herman Aguinis, University of Colorado at Denver

Mission and Goals

Cascade effect throughout organization
Organization Unit Employee

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Herman Aguinis, University of Colorado at Denver

B. Knowledge of the job

Job analysis of key components
Activities, tasks, products, services, processes

KSAs required to do the job

Knowledge
Skills
Abilities

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Herman Aguinis, University of Colorado at Denver

Job Description
Job duties
KSAs
Working conditions

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Herman Aguinis, University of Colorado at Denver

Generic Job Descriptions

Occupational Informational Network (O*Net)
http://online.onetcenter.org/

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Herman Aguinis, University of Colorado at Denver

Job analysis
Use a variety of tools
Interviews
Observation
Questionnaires (available on Internet)

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Herman Aguinis, University of Colorado at Denver

Job analysis follow-up

All incumbents should
review information and
provide feedback
re:

Task
Frequency
Criticality
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Herman Aguinis, University of Colorado at Denver

Performance Planning:

Results
Key accountabilities
Specific objectives
Performance standards
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Herman Aguinis, University of Colorado at Denver

Key Accountabilities
Broad areas of a job
for which

the employee is responsible

for producing results

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Herman Aguinis, University of Colorado at Denver

Specific Objectives
Statements of outcomes
Important
Measurable

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Herman Aguinis, University of Colorado at Denver

Performance Standards
Yardstick to evaluate how well employees
have achieved each objective
Information on acceptable and unacceptable
performance, such as
quality
quantity
cost
time
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Herman Aguinis, University of Colorado at Denver

Performance Planning:

Behaviors
How a job is done

2
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Herman Aguinis, University of Colorado at Denver

Performance Planning:
Competencies
Measurable clusters of KSAs
Critical in determining how results will be
achieved

2
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Herman Aguinis, University of Colorado at Denver

Performance Planning:
Development Plan
Areas for improvement
Goals to be achieved in each area of
improvement

2
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Herman Aguinis, University of Colorado at Denver

Performance Execution:
Employee Responsibilities

Commitment to goal achievement

Ongoing requests for feedback and coaching
Communication with supervisor
Collecting and sharing performance data
Preparing for performance reviews

2
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Herman Aguinis, University of Colorado at Denver

Performance Execution:
Manager Responsibilities

Observation and documentation

Updates
Feedback
Resources
Reinforcement

2
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Performance Assessment
Manager assessment
Self-assessment
Other sources (e.g., peers, customers, etc.)

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Multiple Assessments Are Necessary

Increase employee ownership
Increase commitment
Provide information
Ensure mutual understanding

2
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Herman Aguinis, University of Colorado at Denver

Performance Review
Overview of Appraisal Meeting
Past
Behaviors and results

Present
Compensation to be received

Future
New goals and development plans

2
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Herman Aguinis, University of Colorado at Denver

Six Steps for Conducting

Productive Performance Reviews
1. Identify what the employee has done well and
poorly
2. Solicit feedback
3. Discuss the implications of changing behaviors

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Herman Aguinis, University of Colorado at Denver

Six Steps for Conducting

Productive Performance Reviews
4. Explain how skills used in past
achievements can help overcome any
performance problems
5. Agree on an action plan
6. Set a follow-up meeting and agree on
behaviors, actions, attitudes to be evaluated
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Herman Aguinis, University of Colorado at Denver

Performance Renewal and

Recontracting
Same as/different from Performance Planning
Uses insights and information from previous
phases
Cycle begins again

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Herman Aguinis, University of Colorado at Denver

Performance Management Process

Summary: Key Points
Ongoing process
Each component is important
If one is implemented poorly, whole system suffers

Links between components must be clear

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Herman Aguinis, University of Colorado at Denver