Human Resource Management

Performance Management

DEFINITION

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PERFORMANCE MANAGEMENT-DEFINITION

Performance Management is a strategic and integrated approach to deliver sustained success to organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individuals contributions

DIFFERCE BETWEEN PMS & PAS

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Performance Appraisal
Performance appraisal is the specific and formal evaluation of an employee in order to determine the degree to which the employee is performing his or her job effectively.

Performance management is the general set of activities carried out by the organization to change (improve) employee performance.

PMS CONCERNED WITH

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CONCERNS OF PERFORMANCE MANAGEMENT

I OUTPUT OUTCOME PROCESS INPUT

II PLANNING MEASUREMENT CONTINUOUS DEVELOPMENT AND IMPROVEMENT

III COMMUNICATION

IV STAKEHOLDERS

V ETHICAL

FACTORS INFLUENCING PERFORMANCE MANAGEMENT

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FACTORS INFLUENCING PERFORMANCE MANAGEMENT

MARKET CONDITIONS
MANAGEMENTTHEORIES AND MOVEMENTS

TECHNOLOGICAL DEVELOPMENTS
ORGANIZATIONAL RESTRUCTURING AND CHANGE

GOVERNMENT POLICIES
INADEQUACIES OF PERFORMANCE APPRAISAL

PERSONAL FACTORS LEADERSHIP FACTORS TEAM FACTORS SYSTEM FACTORS CONTEXTUAL (SITUATIONAL) FACTORS

PERFORMANCE DIMENSIONS

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PERFORMANCE DIMENSIONS

OUTPUT OR RESULT DIMENSIONS

INPUT DIMENSION

TIME DIMENSION
FOCUS DIMENSION

QUALITY DIMENSION
COST DIMENSION

DEFINITION OF PERFORMANCE

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PERFORMANCE- ACCOMPOLISHMENT,EXECUTION, CARRYING OUT ,ANYTHING ORDERED/UNDERTAKEN

Performance is what is expected to be delivered by an individual or a set of individuals within time frame

NEGLECTED DIMENSIONS DYADIC PERFORMANCE

TEAM PERFORMANCE

SCOPE OF PERFORMANCE MANAGEMENT

IS IT MANAGING ORGANISATION ? IS IT NATURAL PROCESS OF MANAGEMENT OR SYSTEM OR TECHINIQUES ? IS IT MANAGING CONTEXT OR PERFORMANCE ? IS IT JOB OF MANAGERS ?

PMS PERSPECTIVES

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PERSPECTIVES ON PERFORMANCE MANAGEMENT

MANAGING ORGANISATIONAL PERFORMANCE MANAGING EMPLOYEE PERFOMANCE INTEGRATING THE MANAGEMENT OF ORGANISATIONAL AND EMPLOYEE PERFORMANCE

MANAGING ORGANISATIONAL PERFORMANCE

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MANAGING ORGANISATIONAL PERFORMANCE

STEP 1 : Articulation of company vision/mission 2 : Establish objectives/measures at business level 3 : Identify business process objectives and key indicators of performance for those objectives 4 : Identifying and installing effective departmental measures 5 : Monitor and control performance measures 6 : Manage continuous/Continual improvements/ Break through improvements

VISIONING

What is your organisation to customers? Define why you exist? What are the results of your service? Who benefit from what you do?

Where do you want to go?

How to sustain your longterm competitive advantage?

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INTEGRATING 3 LEVELS OF PERFORMANCE

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MANAGING INDIVIDUAL PERFORMANCE

AINSWORTH AND SMITH: Performance planning (1993) Assessment of performance Corrective and adaptive mutual action through mutual feedback discussions GUINN (1987) : Planning Managing Appraising : Direct Energize Control Reward
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HEISELER (1988)
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INDIVIDUAL PERFORMANCE Outputs and Results Behaviour and Competencies Determinants

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OUTPUT/RESULTS
Accountabilities

KRA
Results Duties/Tasks/Activities Objectives Goals

CSF
Competencies and Standards Targets
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INTEGRATE ORGANISATIONAL AND INDIVIDUAL PERFORMANCE

SPANGENBERG (1994) INTEGRATED MODEL
PERFORMANCE CYCLE Performance Planning LEVEL I ORGANISATION Vision Mission Strategy Goals/Communication LEVEL II PROCESS/FUNCTION Goals For Key Processes Linked To Organisational And Custom Needs LEVEL III TEAM/INDIVIDUAL Team Mission/Goals Values And Performance Strategies Defined. Individual Goals Responsibilities And Work-Planning Aligned With Process/Funtional Goods.

ORGANISATIONAL CONTEXUAL MANAGEMENT

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ORGANISATIONAL CONTEXT
VISION MISSION STRATEGY VALUES CULTURE ORGANISATIONAL

LEVEL OF CULTURES

ARTIFACTS

ESPOUSED VALUES

BASIC UNDERLYING ASSUMPTIONS

CONTEXUAL ISSUES

Overall Effectiveness

Productivity
Efficiency Profit Quality Growth

Turnover
Job Satisfaction

Employees Engagement
Motivation and Morale Control

Conflict/Cohesion
Flexibility/Adoptation Planning / Goal setting Goal consesus Internationalisation of organisational goals Role and Norm IPR Task Skills

Inter management
Readiness Environment management

External reality check

Stability HRM practices

Participation and shared vision/Influence

E and T Development Achievement emphasis

INDIVIDUAL PERFORMANCE

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INDIVIDUAL PERFORMANCE

Outputs and Results Behavior and Competencies Determinants

OUTPUT/RESULTS Accountabilities KRA Results Duties/Tasks/Activities Objectives Goals

CSF
Competencies and Standards Targets

BEHAVIOUR AND COMPETENICES

The set of behaviours that are relevant to the goals of the organisation or the organisational unit in which a person works - MURPHY

DETERMINANTS
Declarative Knowledge - What to do Procedural Knowledge - How to do Motivation - Choice to Perform Choice to ever of effort to expand Choice to persist overtime Individual Differences - Intelligence/Personality Job context

FORMULA FOR PERFORMANCE

(A) Pci a = Declarative X Procedural X Motivation Knowledge Knowledge

(DK)

(PKS)

(M)

(B) Individual Performance = Ability X Motivation X Organisational support (+/-) Chance factors

FACILITATING FACTOR
- FIS - Facilitating factor - Personal / Individual..

- FRO - Facilitating factor - Reporting officer

- FOS - Facilitating factor - Organisational System - FS - Facilitating factor - Subordinate - FE - Facilitating factor - External Environment

INHIBITING FACTOR
Reporting factor

Subordinate
Environmental O and S

INTEGRATION OF HR SYSTEMS

Reward System

COMPE TENCY MGT

Career Plan & Career Developme nt

PMS
Recruitment & Selections

Succession plans & Succession Development

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Training /developme nt Plans & Programme s

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A Typical Performance Management Process

Establish job duties Establish and communicate performance standards Inspect/observe performance Document/record observed performance Rate performance Set up meeting with employee Provide feedback, coaching or counseling as needed
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Is Performance Improving?
Additional feedback, coaching or counseling may be utilized

Yes
Recognize/reward performance, foster further development Performance managed (repeat performance cycle)

No
Implement performance improvement plans

Has Performance Improved?

Yes

No
Transfer/demote/terminate employee
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Any queries please ?

Thank You!!