MBA People - 4. People Management - M 4.1 | Performance...

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M 4.1 | Performance Management & Assessment Performance Management | Notes PERFORMANCE MANAGEMENT Management of Employee Performance - Is from CEO to gardener - Will help improve performance of individuals which in turn helps the organisation as a whole To ‘do the job well’: What we need to know - What is the job? - How can we measure someone else’s performance - Is the measurement likely to be reliable and valid ? - How can we maintain good performance? - How can we change poor performance? Performance Management – a Definition - A participative process by which - A set of specific and achievable job goals - Are agree upon - Between the employee and their supervisor/manager , - For which the employee is personally accountable , - Against which progress can be monitored [appraisal] and - A final performance judgment can be made and communicated [feedback] SHRM A Strategic Model of Performance Management
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M 4.1 | Performance Management & Assessment Performance Management | Notes Introduction to Performance Management - Employee PM connects individual employees to strategic and operational plans by properly aligning performance objectives and simplifying the PM appraisal process. - Only 7% of employees know their ‘part in the plan’ - Many organisations have 30% of employees disengaged Performance Review Programs [PMS] - A. Individual Level o Essential feedback on performance [how am I doing] o Can include training as well as growth o Managers can help improve not simply evaluate, past performance - B. HRM level : o Sound basis for validation and evaluation o Useful for development purposes o Base pay decisions on these o Accountability and obligations can be met o Objective, job related standards Main purpose of PM
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M 4.1 | Performance Management & Assessment Performance Management | Notes 4 Key Steps 1. Performance Plan – set targets/goals/KPIs [performance standards] 2. Development Plan 3. Interim review and feedback [at least one per cycle] 4. Final [annual] review and feedback and ‘rating’ Performance management typical 12-month cycle
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M 4.1 | Performance Management & Assessment Performance Management | Notes Step 1: Performance Plan [Goal Setting – Mostly Important] - Mutually develop and agree on goals , that are specific and include timing, outcomes and measures - Also consider managing / measuring behaviours [the WAY that performance is carried out] - Like JA, without this vital step the remainder of the system is likely to fail Step 2: The Development Plan - The identification of an individual development [help/training] needs: o Both immediate [relating principally to the organisation’s requirements] and o Longer term [which takes into account an individual’s career aspirations within the organisation]; and o A specific commitment to a plan of action to achieve the required development Steps 3 & 4: Performance Reviews - Step 3: Progress [interim] Reviews
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