Professional Documents
Culture Documents
Chapter 8
Chapter 8
• Performance
• What an employee does and does not do.
• Quantity of output • Quality of output
• Timeliness of output • Presence at work
Traditional Performance
Appraisal Between an employee and
Overall Objectives
his/her immediate supervisor
Leads to decisions and
Review Objectives judgments
Common approach across
levels and functions
Supervisor is in the leading
position
It‘s a system – not an event
Central system-owner (usually
HR)
Mid-year Review
Interfaces to other HR-related
Processes
Learning
Talent- Balanced
management Scorecard
Performance
Appraisal
Employee
Compensation
Retention
Promotion/
transfer
Focus on Tool versus Results
??
Motivate
Identify
through
potential
objectives
Judgements &
Decisions
Management by Track
objectives suitability
Develop Offer
employees perspectives
Learn through
feedback
Principal, Customer, and the Role
of HR
Ex
Ex Ex
HR Ex
M
M M HR M HR
E E E E HR
A B C D
Intrinsically Attribution to
Behavior not
motivated Policy Behavior extrinsic
valued
behavior motivation
Relevant Conditions
Employee-Organization-
Relationship
Employee-Supervisor-
Relationship
Employee-Work-
Relationship
Certainty of Work Results and
Processes
low
D
E
certainty
of results B
A
high
high certainty low
of process
Task Interdependance and
Dynamic
C
D E
B strong effect
weak effect
Task Dynamics (Sensitivity
Model)
strong
reactive critical
B A
Reaction neutral
E D
buffering active
weak
Enabler
Social Judgement Process
Criterion
interpretation
no
Recall relevant
memory content
Judgement
available?
Initial
judgement
yes
Anticipation of
consequences
Judgement
communication
Employee-Organization-
Relationship Autonomy/
self-control
Professional Social
independence collaboration
Employee-Organization-
Relationship Autonomy/ Autonomy/
self-control self-control
A B
Two extreme Worlds
Hierarchy Agility
Reward high-performers
Tread low-performers
Identify potential
Track suitability
Offer perspectives
Develop employees
Management by objectives
Retain employees
Agile Design
• Focussed and Separated
• Team-setting (Not individual)
• Employee Driven
• Short Cycles
• Qualitative and Open
Performance Distribution
C B A
Frequency
Performance
Learning
Hierarchy Agility
Supervisor
Employee Employee
Feedback in Hierarchies
Client
...
Agile Feedback