Performance Management

Process

Prof. Preeti Bhaskar

Symbiosis Centre for Management Studies,
NOIDA

Herman Aguinis, University of Colorado at Denver

 Prerequisites

Performance Planning

Performance Execution

Performance Assessment

Performance Review

Performance Renewal and Recontracting

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 Prerequisites

Performance Planning

Performance Execution

Performance Assessment

Performance Review

Performance Renewal and Recontracting

2–3 Herman Aguinis, University of Colorado at Denver

Prerequisites

Knowledge of the organization’s

mission and strategic goals

Knowledge of the job

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Knowledge of mission and strategic goals
• Strategic planning

– Purpose or reason for organization’s

existence
– Where organization is going
– Organizational goals
– Strategies for attaining goals

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 Mission and Goals
Cascade effect throughout organization

Organization

Unit

Employee

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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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Job Description

• Job duties
• KSAs
• Working conditions

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

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Job analysis follow-up
• All incumbents should
– review information and
– provide feedback
– Task
• Frequency
• Criticality

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 Prerequisites

Performance Planning

Performance Execution

Performance Assessment

Performance Review

Performance Renewal and Recontracting

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Performance
Planning

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Results
• Broad areas of a job for which the
Key employee is responsible for producing
accountabilities results

• Statements of outcomes
Specific • Important
objectives • Measurable

• Measure” to evaluate how well employees

Performance have achieved each objective
standards • Information on acceptable and
unacceptable performance, such as
“quality, quantity ,cost &time Herman Aguinis, University of Colorado at Denver
Behaviors
• How a job is done
• Behaviour criteria such as : communication skill ,
attitude, customer service etc.

Competencies
• Measurable clusters of KSAs
• Critical in determining how results will be achieved

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Performance Planning:
Development Plan

 Areas for improvement

 Goals to be achieved in each area
of improvement

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 Prerequisites

Performance Planning

Performance Execution

Performance Assessment

Performance Review

Performance Renewal and Recontracting

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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

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Performance Execution:
Manager Responsibilities

• Observation and documentation

• Updates
• Feedback
• Resources
• Reinforcement

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 Prerequisites

Performance Planning

Performance Execution

Performance Assessment

Performance Review

Performance Renewal and Recontracting

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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

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 Prerequisites

Performance Planning

Performance Execution

Performance Assessment

Performance Review

Performance Renewal and Recontracting

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Performance Review
Overview of Appraisal Meeting
• Past
– Behaviors and results
• Present
– Compensation to be received
• Future
– New goals and development plans

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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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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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 Prerequisites

Performance Planning

Performance Execution

Performance Assessment

Performance Review

Performance Renewal and Recontracting

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

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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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Thank
You

Herman Aguinis, University of Colorado at Denver