Professional Documents
Culture Documents
PERFORMANCE MANAGEMENT
1. strategic,
2. administrative,
3. informational,
4. developmental,
5. organizational maintenance, and
6. documentational
1. Strategic congruence
2. Context congruence
3. Thoroughness
4. Practicality
5. Meaningful
6. Specificity
7. Identification of effective and ineffective performance
8. Reliability
9. Acceptability and fairness
10. Openness
11. Standardization
12. Ethical
ACC148 Performance Management System
4. Performance Assessment
5. Performance Review – Past, Present, Future
ACC148 Performance Management System
Development plans are plans that follow-up on the assessment of an employee. It aims to improve the
employee on areas that he or she is found to be lacking. These plans can also be used to help employees
upgrade themselves in response to the changes in their respective field of work
Developmental Activities
1. On-the-job training – an employee can learn by pairing him or her with a co-worker who can
teach the job, and guide the employee in doing it at the same time.
2. Courses – employee can increase their competencies by going through courses in schools.
3. Mentoring – a one-on-one interaction between and senior and junior employee.
4. Attending conferences – sponsoring the employee so they could attend conferences.
5. Getting a degree – although it is not practical, many high-level employees are often directed
by organizations to take a degree so they could advance in their careers, such as Master’s Degree
6. Job rotation – getting assigned to different jobs temporarily.
7. Temporary assignments –are quite specific, thus helping acquire specific skills too.
ACC148 Performance Management System
COACHING
PRINCIPLES OF COACHING
1. Good coaching relationship
2. Employee is the source and director of change
3. Employee is whole and unique
4. Facilitate employee growth
POSITIVE FEEDBACK
1. Positive feedback should be sincere or genuine, and only given when it is deserved
2. Positive feedback should be about specific behaviors or results.
3. Take your time in providing positive feedback, and act pleased
4. Don’t give positive feedback by referring to the absence of negative
NEGATIVE FEEDBACK / constructive feedback- Any information that tells about where the employee lacked
in his performance
WEAKNESS-BASED APPROACH:
1. Identify employee weaknesses
2. Give feedback
3. Asking for improvement
STRENGTHS-BASED APPROACH
1. Identify employee strengths in terms of their exceptional job performance.
2. Asking employees to improve their behaviors or results by making use of their strengths.