OUR TEAM

3 4
1 2

JYOTIKA KAMAL SHEREEN SANJAY

DEVI CHETTY AIYUB NARAYAN
S11021986 S11032842 S95007920 S11022846
MARKETING INVESTMENT & HEAD OF SUPPLY CHAIN
MANAGER TRADE MANAGER OPHTHALMOLOGY MANAGER AT
COLGATE- AT INVESTMENT DEPARTEMENT KASABIAS FIJI
PALMOLIVE FIJI & FIJI MINISTRY OF
PACIFIC ISLANDS HEALTH
 “Performance Measurement”

Seminar Presentation

MBA 423 Human Resource Management

OBJECTIVES

● BACKGROUND
● RECOMMENDATION
● CONCLUSION
● REFERENCES
 BACKGROUND

Performance measurement
 PERFORMANCE MANAGEMENT

Common challenges associated with the Performance

Measurement approach

- Dominant financial or other backward-looking indicators

- Failure to measure all the factors that create value
- Little account taken of asset creation and growth
- Poor measurement of innovation, learning and change
- A concentration on immediate rather than long-term goals
 PERFORMANCE MANAGEMENT

There are a number of challenges that are faced when designing an

effective Performance Measurement System, these include the
following:

- How to measure non-financial performance

- What measures to choose and why
- How to use them - what to do with the results
- Who should be responsible for using the results
- How and to whom, to communicate the results
- The resources needed to consider the above and design and
deploy the measurement system
 PERFORMANCE MANAGEMENT
Criteria

Strategic congruence- the extent to which the performance management

system elicits job performance that is consistent with the organization strategy,
goals and culture.

Validity- the extent to which a performance measure assesses all the relevant
and only the relevant aspects of job performance

Reliability: Consistency of a performance measure

Acceptability: Extent to which the users accept it

Specificity: The extent to which it tells employees what is expected of them and
how to meet these expectations
 PERFORMANCE MANAGEMENT

Approaches
The comparative approach – seeks to develop some ranking of
the individual in a work group
- Ranking
- Forced Distribution
- Paired Comparison
The attribute approach- tend to define a set of traits such as
initiative, leadership and competiveness and evaluate individuals
on these traits
- Graphic Rating scales
- Mixed standard scales
 PERFORMANCE MANAGEMENT

The Behavioral approach- defines the behavior an employee must exhibit to

be effective in job.
- Critical incidents
- Behaviorally anchored rating scales
- Behavioral observation scales
- Organizational behavior modification
- Assessment centers
The result approach- focuses on managing the objective, measurable results
of a job or workgroup
- Managing by objectives
- Productivity measurement and evaluation system
The quality approach- Improving customer service is the primary goal of the
quality approach
INDUSTRY EXAMPLE
COLGATE PALMOLIVE
INDUSTRY EXAMPLE – COLGATE PALMOLIVE
INDUSTRY EXAMPLE – COLGATE PALMOLIVE
 RECOMMENDATIONS

Try These 6 Performance Management Strategies

• Define and Communicate Company Goals and

Performance Objectives. ...
• Utilize Performance Management Software. ...
• Offer Frequent Performance Feedback. ...
• Use Peer Reviews. ...
• Preemptive Management and Recognition. ...
• Set Regular Meetings to Discuss Outcomes and Results.
 CONCLUSION

 Successful organizations depend critically on the ability to

differentiate themselves from the competition through continuous
and consistent concern in increasing prosperity of the
organization. In this context change adaptation and progress
have a vital role in creating a high degree of competitiveness of
organizations.
 REFERENCES

1. M. Boulescu, M. Ghi, V. Mare, „Auditul performanei”, ed. Tribuna Economic,

Bucureti,
pg. 13, 2002.
2. D. T. Corodeanu, „Management comportamentul i performana întreprinztorului
român”, ed. Tehnopress, Iai, p. 248-250, 2008.
3. H. K. Rampersad, “Total Performance Scorecard”, ed. Didactic i Pedagocic,
Bucureti, p.111-113, 145, 315-322, 2005.
4. Ana-Maria Grigore, Constantin Bâgu, Ctlina Radu, „Developing performance
indicators for business improvement”, Analele Universitii din Oradea-tiine
Economice, anul XVIII, volumul IV, p.270-275, 2009.
T H A N K YOU F O R
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