184084127 Performance Management by Dhivya m Phil Pptx

Download 184084127 Performance Management by Dhivya m Phil Pptx

Post on 25-Oct-2015

10 views

Category:

Documents

1 download

DESCRIPTION

184084127 Performance Management by Dhivya m Phil Pptx

TRANSCRIPT

EQUITY THEORY

MANAGEMENTIs performance management effective?Can skills be increased through performance management?Is it possible to manage all?Can wages be capped through. performance management?Do individuals have control over their reward?Reviewing and reacting on results.Up skilling.

ContentIntroductionPerformance management is the process through which supervisors and those they lead gain a shared understanding of work expectations and goals, exchange performance feedback, identify learning and development opportunities, and evaluate performance results.Cont..It is through this process that organizations are able to create and sustain a workplace environment that:Values continuous improvementAdapts well to changeStrives to attain ambitious goalsEncourages creativityPromotes learning and professional developmentEngaging and rewarding for employeesCont..It is one of the key processes that, when effectively carried out, helps employees know that their contribution are recognized and acknowledged.It is an ongoing process of communication between employer and employee, in support of accomplishing the strategic objectives of the organization.

Conceptual frameworks

MANAGING EMPLOYEE PERFORMANCEPerformance management is a cycle, with discussions varying year-to-year based on changing objectives.The cycle includes,PlanningChecking-InAssessment

Performance management processPerformance planningCont1. Ensure a mutual understanding of the job responsibilitiesWhat is the nature of the role?What are the primary responsibilities?2. Ensure a mutual understanding of standards and expectationsWhat expectations and standards must be met?What are the quality measures that will be used to determine success?What are the expectations that must be met?What are the time expectations?3. Set performance smart goals

Cont..3. Set performance smart goalsSMARTSPECIFIC: clearly defines outcome and resultsMEASURABLE: states observable criteria for successAMBITIOUS: challenging and inspiringREACHABLE: realistic given the skill level and available resourcesTIME BOUND: has a specific deadline for achievementDay-to-day coaching & feedbackCont..Discuss performance oftenProvide appreciative feedback - recognize successesAddress concern and solve problems

Quarterly performance check-inCont..1.Check progressWhats working well?Whats not working?2. Make mid-course adjustments where needed

WHAT WENT WELL?WHAT TO CONTINUE DOING?WHAT IS NOT WORKING?WHAT TO CHANGE /DO DIFFERENTLY?Quarterly performance check-inCont..Formal performance reviewCont..During annual performance reviews managers and employees work together to:Review the employees work achievements and challenges over the past year,Establish work expectations and performance goals for the coming year, andDefine the employees professional development goals and learning plan for the coming year.

An effective performance management process sets the foundation for rewarding excellence.

Do individuals have control over their reward?Yes, they have control over rewards.According to EQUITY THEORY attempts to explain rational satisfaction in terms of perceptions of fair/unfair distribution of resources within interpersonal relationship.

Cont..

COMPETENCY MODELSImplementing a comprehensive competency model targeted at increasing the employees skills and facilitating corporate growth strategies.By defining the competencies needed to perform each performance goal / objectives.By integrating the competencies for the employees job into the PM process.Cont..In both cases, feedback provided on the employees competencies typically feeds into the development of a learning or action plan to address gaps in performance and development within or beyond the employees current role / job.COMPETENCY MODELMULTI SOURCE360 DEGREEUPWARD FEEDBACKThe behavioral indicators for the competencies needed within the target role / job are used as the standard for assessing the performance of the employee.IMPLEMENTATION OF MODELDetermine policy for integratingDesign a PM processDesign communication & training programPilot the processRevise and finalize ready for full implementationReview and evaluate the process during the first cycle of implementation & make revision.

Is it possible to manage all?A regular dialogue between line manager and their team members is at the heart of performance management.Regular informal meetingFormal meeting for performance plan progressAnnual appraisal review and feedbackManager should not discriminate against employees in the way they manage performanceUPSKILLINGThe most important thing course of action in HR side to have skills in FUTURINGThe changing context of the world Understanding all the points of leverage that will help for the futureMaking sure the company is capable of adapting to innovation practices.

VARIOUS CONCEPTSDomainResultsMeasuresIndicatorsOrganizational goalOrganizational preferred resultsAligning resultsWeighting resultsStandardsPerformance plansObserving, measurements and feedbackAppraisal / reviewRewardPerformance gapDevelopment plans

OTHER CONCEPTS LIKEThe focus of the performance management effort

These are usually the final and specific outputs desired from the domain. Measures provide specific information used to assess the extent of accomplishment of resultsIndicators are also measures. They indicate progress (or lack of) toward a result. These are usually overall accomplishments desired by an organization and are often established during strategic planningThese are usually overall accomplishments desired by an organization and are often established during strategic planningPerformance management puts strong focus on ensuring that all parts of the organization are working as efficiently and effectively as possible toward achieving organizational resultsWeighting results refers to prioritizing the domain's preferred results, often expressed in terms of a ranking (such as 1, 2, 3, etc.), percentage-time-spent, etc.These specify how well a preferred result should be achieved by the domain. For example, "meets expectations" or "exceeds expectations".The plan usually includes at least the domain's preferred results, how the results tie back to the organization's preferred results, weighting of results, how results will be measured and what standards are used to evaluate results.These activities include observing the domain's activities in terms of progress toward preferred results, comparing progress to the preferred performance standards and then providing ongoing feedback (useful, understood and timely information to improve performance) to the domainIn its most basic form, performance appraisal (or review) activities include documenting achieved results and indicating if standards were met or notThe performance review process usually adds information about rewarding the employee(s) if performance met or exceeded standardsThis represents the difference in actual performance shown as compared to the desired standard of performanceTypically, this plan conveys how the conclusion was made that there was inadequate performance, what actions are to be taken and by whom and when, when performance will be reviewed again and how

EXAMPLES OF BEST PRACTICESWipro aims at leveraging the most out of a PMS through its 360-degree feedback. Pratik Kumar, Corporate VP-HR, one of the pioneers of 360-degree across India believes that employees must be involved early in the performance discussion and the mission (objective) of the feedback must be clear. He further states that the success or failure of a PMS system depends on how committed the top management are to it.HCL Info systems has designed an interactive PMS tool iPerform that tracks results achieved through daily, weekly, monthly and quarterly reviewsInfosys Technologies implemented 360-degree feedback and a direct Q &A link with the President himself, who is to respond within a given time. This was designed to address generational issues.Microsoft, apart from a PMS online and frequent review meetings - Mid - year review called Career Compass focussing on developmental plans - also designed Mentor ring in which experts register themselves as mentors. Employees then can log on and choose their mentors.

RESEARCH TITLES CONNECTED TO THE TOPICA study related to competency based performance managementPerformance management in a HR frameworkA study to measure performance related payA study related to competency based payManaging high performance teamMeasuring employee performanceA study on perceptual relationship between overtime and outputA study on the effect of locus of control on performance of employeesTo investigate the effect of board composition on performance managementImpact of organization evaluation tools on business performanceImpact of diversity and conflict on performanceImpact of non-monetary compensations on employee performancePerception of employees regarding formal and informal training and their impact on potential performance/growth Cont..

RESEARCH OPPORTUNITIES/GAPS IN THE TOPIC Lack of resourcesConflicting prioritiesLack of authorityA quick lack of time analysisLack of skills or knowledgeMonitoring employee performance expectation vs. actualIs the gap between good practices and your practices

CONCLUSIONGood performance management helps everyone in the organization to know:What the business is trying to achieveTheir role in helping the business achieve its goalThe skill and competencies they need to fulfill their roleThe standard of performance requiredHow they can develop their performance and contribution to development of the organizationHow they are doingWhen there are performance problems and what to do about them.

By,V.Dhivya

Recommended

View more >