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` Corporate Mission and Strategic Goals.
` Business and Departmental Goals.
` Performance and development agreement ±
` a) performance contract ± objectives and
accountabilities
` b) Key Performance Areas
` Performance Action ± People get into action so that
they achieve planned and agreed results .
` Continuous monitoring and feedback
 
    
` he achievement of objectives
` Level of competency achieved
` Contribution made by the person to upholding
` Feeling about the work ± nature , scope
demands opportunity
` Comments from the individual about the
support given by his or her manager .
` |ighly effective
` Effective
` Developing
` Improvable
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` Forced Distribution
` Ranking
` raining
` Peer Reviews
` Monitoring
` Fairness
` ransparency
` Equity
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` Criteria should be job related
` here should be check on the appraiser.
` System should be valid and reliable
` Open discussion can be done
` Opportunity to appeal .
` here should be proper training
   
 
 
` It translates corporate goals into individual ,
teams , departmental and divisional goals.
` Continuous process .
` Relies on consensus and cooperation.
` Encourages self management
` Feedback System
` Not concerned only with financial reward.
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` For the Organization ±
` For the team
` For the managers
` For the individuals
 
  
` when the organization¶s missionand overall
objectives are cleared the performance planning
phase can begin . Performance Planning involves
completing two criticak tasks
` 1. establishing measureable objectives for the results
that the individual¶s efforts will produce ( the what of
the job ) .
` 2. Analyzing the way individual will go about it the (
how of the job
` Key Performance Areas ±
` - Critical Points
` Performance Expectations-
Expectations-
` - specific expectations
` he first formal step in the performance
management process is the performance
planning session . A meeting between
employee and manager to identify expectations
` Identifying job performance activities
` Determining priorities
` Developing performance expectations
` Setting goals
` Setting check points
 
 
  
` Responsibility
` Behavior
` rait
` Responsibility and Duty
` Behaviour based-
based-
` Critical incidents
` performance dimensions
` - administrative details
` - supervising personnel
` - planning and directng
` - technical job knowledge
`
 
` Œob related behaviours tle hat are trait based
can be identified and described in a manner
that leaves little opportunity for perception
problems or misunderstanding