Performance management Chapter 9

Transcription

Performance
management
Chapter 9
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
1
Performance management
 Objectives
Identify the major determinants of individual
performance.
Discuss the three general purposes of
performance management.
Identify the five criteria for effective
performance management systems.
Discuss the approaches to performance
management, the specific techniques used in
each approach, and the way these approaches
compare with the criteria for effective
performance management systems.
9-2
 Objectives (continued)
 Choose the most effective approach to performance
measurement for a given situation.
 Discuss the advantages and disadvantages of the
different sources of performance information.
 Choose the most effective source(s) for performance
information for any situation.
 Distinguish types of rating errors and explain how to
minimise each in a performance evaluation.
 Identify the characteristics of a performance
measurement system that follows legal guidelines.
 Conduct an effective performance feedback session.
9-3
 The means through which managers ensure
that employees’ activities and outputs are
congruent with the organisation’s goals.
 Performance appraisal
The process through which an organisation
gets information on how well an employee is
doing his or her job.
 Performance feedback
The process of providing employees with
information regarding their performance
effectiveness.
9-4
Figure 9.1 Model of performance
management
9-5
Performance planning and
evaluation (PPE)
 Any system that seeks to tie the formal
performance appraisal process to the
company’s strategies by specifying at the
beginning of the evaluation period the
types and level of performance that must
be accomplished in order to achieve the
strategy.
9-6
Purposes of performance
management
 Strategic
 Developmental
 Administrative
9-7
Performance measures criteria
 Strategic congruence
The extent to which the performance
management system elicits job performance
that is consistent with the organisation’s
strategy, goals, and culture.
e.g.. the balanced score-card
9-8
 Validity
The extent to which a performance measure
assesses all the relevant—and only the
relevant—aspects of job performance.
9-9
Figure 9.2 Contamination and deficiency of
a job performance measure
9-10
 Reliability
The consistency of a performance measure;
the degree to which a performance measure
is free from random error.
9-11
 Acceptability
The extent to which a performance measure is
deemed to be satisfactory or adequate by those
who use it.
procedural fairness
interpersonal fairness
outcome fairness
9-12
 Specificity
The extent to which a performance measure
gives detailed guidance to employees about
what is expected of them, and how they can
meet these expectations.
9-13
Approaches to measuring
performance
 Comparative approach
Ranking
Forced distribution
Paired comparison
9-14
performance
 Attribute approach
Graphic rating scales
Mixed standard scales
9-15
performance
 Behavioural approach
Critical incidents
Behaviourally anchored rating scales (BARS)
Behavioural observation scales (BOS)
Organisational behaviour modification (OBM)
Assessment centres
9-16
performance
 Results approach
Management by objectives (MBO)
Productivity measurement and evaluation
system (ProMES)
9-17
performance
 Quality approach
9-18
performance
 Means-based approach
Competency models of assessment
9-19
Sources of performance
information





Managers
Peers
Subordinates
Self
Customers
9-20
9-21
Rater errors in performance
measurement




Similar to me
Contrast
Distributional errors
Halo and horn errors
9-22
Reducing rater errors
 Rater error training
 Rater accuracy training
9-23
Performance appraisal politics
 A situation in which evaluators deliberately
distort a rating to achieve personal or
company goals.
9-24
To minimise appraisal politics
 Ensure procedural, interpersonal and outcome
fairness
 Train raters
 Ensure top management support for appraisal
system
 Customise performance objectives and criteria
 Recognise employee accomplishments
 Ensure constraints do not drive process
 Ensure consistency of processes
 Develop a climate of openness
9-25
Performance feedback
 The process of providing employees with
information regarding their performance
effectiveness.
9-26
Characteristics of effective
performance feedback process










Frequent feedback
Feedback context
Self-ratings
Participation in sessions
Recognise performance through praise
Focus on solving problems
Focus feedback on behaviour or results
Minimise criticism
Set goals and dates for review
Manage marginal performers
9-27
Managing the performance of
teams
 Senior management
Provide clear support
Demonstrate links to organisational vision
and strategy





Reward teamwork
Allow time for team-building
Ensure team roles and goals are clear
Organisational climate of trust
Participation in decision-making
9-28
Legal issues for performance
appraisal
 Documentation for legal protection
 Do not condone poor performance by
inaction
 Employer’s duty to the poor performer
 Adequate warning before dismissal
 Equal employment opportunity (EEO)
 Termination
9-29
Technology and performance
management
 Electronic databases for performance
information
 Electronic monitoring of employees
9-30
Summary
 Measuring and managing performance is a
challenging enterprise, and one of the keys to
gaining competitive advantage.
 Performance management systems serve strategic,
administrative and developmental purposes.
 A performance measurement system should be
evaluated against the five criteria.
 Performance management approaches have
different strengths and weaknesses.
 Performance management system must be legally
compliant.
9-31

Performance management Chapter 9

Transcription

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