Lecture 7 - Lecture 7 Well,lastlecturetoday., .,sosave

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Lecture 7 Well, last lecture today.  Holding the technical glitches aside, I hope you enjoyed this module and are  taking home many points and put them to good use.  There is a lot of depth in what I covered, so save  your notes and emails--you may need them some day.   Today our lecture focused on performance measurement and performance management.  This  organizational process is critical for determining how well employees are actually performing in their jobs-- are they doing the things you want them to do?  Are they focused on the right things?  It is important to  know because everyone in your company has tasks and duties to perform in order to properly execute  business strategies and conduct the business day to day as desired.   As a manager, you have to know  how an employee is performing before you know how to intervene to improve his or her performance.   The whole point of this module was to understand how to get high performing employees.  This is the last  piece in the suite of things you need to know.  This piece enables you to lift the performance of all your  employees to the highest levels possible.    First, we measure the performance of our employees by evaluating the effectiveness of a person's  performance on the job.  What you choose to measure matters because  what you measure is what you  get--and that's all you get .  So whatever you focus on in defining performance, that is what the employee  will focus on, especially if his/her performance rating is tied to rewards and advancement.  Thus,  organizations must choose what an employee will be evaluated on very carefully--it should be exactly  what the organization cares about--no more and no less.  Also, the scope of the appraisal should be 
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This note was uploaded on 12/03/2010 for the course UGBA 07903 taught by Professor Robinson during the Spring '10 term at University of California, Berkeley.

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Lecture 7 - Lecture 7 Well,lastlecturetoday., .,sosave

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