Professional Documents
Culture Documents
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Performance Management System.
:
Links individual employee’s performance objectives / targets with
the organization’s mission and strategic Goals. The employee must
have a clear concept on how they contribute to the achievement the
overall Organizational Objectives.
Focuses on setting clear Performance Objectives and
expectations through the use of results, actions and behaviors,
Defines clear Employee’s development plans as part of the process,
and
Conducts regular discussions and support throughout the
performance cycle which include such things as coaching,
mentoring, feedback and assessment.
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What is measured?
Effectiveness, which determines the relationship of an organisation's outputs /
outcomes to what an organisation is intended to do
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Organization’s Mission /
Manadat given in Rules of
Business (RoBs)
PMS at
PMS at Organization level section/unit
level
Organization / Departments
Section/ Unit
Strategic Plan / Goals
Final Performance Plans / Goals
Review (Formal)
• Organization PMS at
• Section PMS CYCLE
Individual level
• Individual
- Work Plan /
Moderation Targets
- Development
Progress Review/ Mid-term
Plan
review. (Formal)
• Organisation – Top Moderation
Management
• Section – Head
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• Individual – Appraisee/
Key Features of PMS
PMS integrates all levels of the organization starting from the Top
Management where strategic planning is developed down to the
individual ‘s performance Targets who carry out the day-to-day
tasks.
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Key Features of PMS (contd)
At individual level
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Employee’ s Performance Management
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Employee Performance Management
Employee Performance Management is a continuous process of planning,
managing & development to:
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The Process includes:-
Planning work and setting targets in line with organisation objectives
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Performance and Competencies.
The Performance “Formula”
Performance = i) Capacity X ii) Commitment
Performance is the accomplishment of agreed work
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Capacity— the ability to do something
i) Capacity = Competencies x Resources x Opportunity
Competencies are sets of measurable skills, knowledge, behaviors, and
personal attributes critical to successful performance
Resources are the physical tools and environment needed to do the job
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ii) Commitment :— the willingness and
promise to do something:
a) Employee Agreement b) Means of gaining commitment
to complete assigned work at a include:
specific standard of Setting mutually Agreed SMART
Goals/Targets
Quality Using Credible Performance measures
Quantity Involvement of Employees.
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Linking the Formula to Performance Management
Planning Monitoring
Performance Performance
Rewarding
Developing
Performance
Performance
Rating
Performance
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DEVELOPING AN “EFFECTIVE PERFORMANCE MANAGEMENT
SYSTEM”
1. Develop Objective Job descriptions, Job performance standards with
agreement of individuals, supervisors and Top management and
communicate to all concerned.
2. Set SMART Goals / Targets in agreement with the individual employee.
3. Develop development plans for skills enhancement and career development
of employees.
4. Develop recognition and reward / incentive system and implement it in a
fair and transparent manner.
5. Develop and implement a reliable, objective and transparent system of
performance measurement.
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DEVELOPING AN “EFFECTIVE PERFORMANCE MANAGEMENT
SYSTEM”
6. Provide Continuous / Ongoing FEEDBACK and SUPPORT to improve
Performance and achieve Targets / Goals.
7. Properly TRAIN Supervisors / Appraisers on:
a. Setting SMART Goals / targets in line with the organization ‘s Strategic Goals and
relevant Wing / Section’s Objectives.
b. Developing proper Skills and Competencies development program and its effective
implementation and regular assessment.
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Performance Appraisal.
Performance Appraisal
It describes a process of judging past
performance and not measuring that
performance against clear and agreed
objectives.
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Performance MGT is NOT Performance Appraisal
Performance Appraisal
Driven by HR
Assesses employee’s
Strengths &
Weaknesses
Once a year
Lacks ongoing feedback
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Performance MGT is NOT Performance Appraisal
Performance Management
Aligning Individual and Team Performance with
Strategic Goals of the organization.
Driven by line manager
Ongoing feedback
So employee can improve performance
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OBJECTIVES OF PERFORMANCE APPRAISAL
Performance Appraisal / Management is a key element in the use
and development of an organization most vital resource. i.e.
employees.
Objectives of the Performance Appraisal:
There are two types of objectives of performance Appraisal /
Management:
A. Evaluation objectives.
B. Development objectives.
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OBJECTIVES of Performance Appraisal / Management:
A. Evaluative Objective:
Used for:-
Compensation decisions
Placement decision.
Transfer, Promotion and demotion.
Employees’ Selection Process.
Job designing / Re-designing.
Providing legal base for organization decisions
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OBJECTIVES Of Performance Appraisal / Management:
B: Developmental Objectives:
These objectives aim at
identifying gaps in employee’s Job related knowledge, behavior
and skills competencies so that proper training & development
plan are prepared.
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Performance Measurement;
Subjective Measures:
Objective Measures:
Direct observation:
It occurs when the rater/evaluator actually sees the
performance. It is more accurate.
Indirect observation:
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CHARACTERISTICS OF PERFORMANCE MEASURES.
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THE Employee’s Performance Appraisal Process:
Steps include:
SMART.
Measure Actual Performance. Gather accurate and reliable information, using various sources
Identify Reasons for low performance and take timely Remedial Actions for improvement.
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COMMON APPRAISAL PROBLEMS / CHALLENGES
Legal Constraints:
Bias:
It is the Systematic tendency to use information about others in ways that
results in Inaccurate Perceptions.
Subjective measures
Emotional attachment of supervisor / Rater
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FACTORS THAT DISTORT APPRAISALS:
HALO-Effect:
Fear that they will be reprimanded and shall have to provide written justification for
evaluating individuals “Very high’ or “Very poor
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FACTORS THAT DISTORT APPRAISALS:
Leniency:
It occurs when the rater is too harsh in evaluation. The supervisor / rater may believe that
the employees shall think about him as “Tough Judge” of performance.
Both leniency and strictness errors / biases more commonly occur when performance
standards are “Vague”.
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FACTORS THAT DISTORT APPRAISALS:
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FACTORS THAT DISTORT APPRAISALS:
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PERFORMANCE APPRAISAL METHODS /TECHNIQUES.
A). PERFORMANCE APPRAISAL USING “ABSOLUTE METHODS”:
Measurement of employee’s performance against some established standards,
independent of any other employee.
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PERFORMANCE APPRAISAL METHODS
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WEIGHTED PERFORMANCE CHART
Employee name: Department:
Rater’s name: Date:
Weights
(20) 1. Employees works overtime when asked
(10) 2. Employee keeps workstation or desk well organized
(10) 3. Employees co operatively assists others who need help.
(15) 4. Employee plans actions before beginning job.
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PERFORMANCE APPRAISAL METHODS
A.4 THE RATING SCALE METHOD.
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RATING SCALE FOR PERFORMANCE EVALUATION
Employee name: Department:
5 4 3 2 1
Dependability
Initiative
Overall output
Attendance
Attitude
Cooperation
Quality of work
•.
•.
•.
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PERFORMANCE APPRAISAL METHODS
Specific behavior are used as Bench mark to help the Rater / Evaluator.
This method reduces the Subjectivity and other biases of other methods. The
description of good or bad provided by the employees, peers and supervisor,
the job analysts or knowledgeable employee classify behavior into Major
categories of job performance. See Figure
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BEHAVIORAL EXPECTATION RATING SCALE FOR HOTEL BARTENDER.
Performance Category: Customer Relations)
Extremely outstanding 7 You can expect this bartender to help customers in need.
performance
Good performance 6 You can expect this bartender to calm down arguments
before they erupt in fights.
Fairly good performance 5 You can expect this bartender to use discretion about
whether to continue serving intoxicated customers who
are with the other patrons.
Acceptable performance 4 You can expect this bartender to stop serving drinks to
those who are intoxicated and alone.
Fairly poor performance 3 You can expect this bartender to make idle conversation
with customers who are alone.
Poor performance 2 You can expect this bartender to check identification of
young customers on their first time in the bar.
Extremely poor performance 1 You can expect this bartender to pick up customers drink
finished or not with little or no warning at closing time
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BEHAVIORAL EXPECTATION RATING SCALE FOR HOTEL BARTENDER.
Performance Category: Customer Relations)
It uses specific job related behaviors as benchmark and the Rater reports the
“Frequency of those Behaviors”.
BES discusses job related behaviors on a rating scale defining poor to superior
performance. While BOS ask the Rater to identify the FREQUENCY of the
IDENTIFIED Behavioral Anchors along a five (5) point scale from ALMOST NEVER
TO “ALMOST ALWAYS”. See Figure.
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BEHAVIORAL OBSERVATION SCALES FOR A BARTENDER CUSTOMER’S RELATIONS
Almost never
Almost Always
1
5
2. You can expect this bartender to calm down arguments before they erupt into flight:
Almost never
Almost Always
1
5
.
.
.
.
7 . You can expect this bartender to pick up customers drink finished or not with little or no warning at
closing time.
Almost never
Almost Always
1
5
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Other Appraisal Methods:
1. SELF APPRAISAL.
It is a useful technique for the employee’s involvement and commitment to self-development as well as career
development. In this method, defensive behavior is minimum.
2. MANAGEMENT BY OBJECTIVE (MBO) USED AS AN APPRAISAL METHOD
In this method, the measurable and mutually agreed goals are set by employees and the manager.
Employees participate and commit goals; therefore motivation is greater in performance
Employees can measure their performance; hence they can adjust their behavior and achieve goals.
To adjust their behavior, employees must receive timely feed back on their performance.
Manager and employees discuss the specific development needs of the employees and process
improvement.
Minimum biases as focus remains on job objectives
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Other Appraisal Methods:
3. 360- DEGREE APPRIASALS:
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Prepare Plan for: Day /Time, Place, needed record / information
etc.
Emphasize: Positive aspects of employee performance.
Taking employees into confidence: Tell each employee that
purpose of the evaluation process is to improve performance, not
to discipline or punish (Development objective of evaluation).
Conduct the Feedback interview in private with minimum
interruptions.
Provide feedback on specific areas that need improvement and
avoid subjective and vague terms and phrases. For example:
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