24467136whatispms-12654839345788-phpapp01

8/11/2019 24467136whatispms-12654839345788-phpapp01

1/17

BByy

ZZululffiiqqaarr

MiMirraanniiBB..EE ((EEllececttss)),, MM..AA ((EEcncnoo)),, P.P.G.G.DD ((TTeellcomcom && CCoonntrtrooll EEnggngg..))

SeniorSenior EEleleccttronroniiccss EngineerEngineer

PPakakiiststanan CCiivviill AAvviiatatiionon AAuutthorhoriittyy

SunSunddaayy,, DDeecceemmeerr !"!",, #$#$$$%%


2/17

PEPERFRFOORRMMAANCNCEE MMAANNAAGEGEMMEENNTT

What is Management

Te 'our classic aroaces o' descriing or de'ining Management*.

Teoretical+ at is management-

deeloment o' teories o' management, using aroaces ased onolitical, economic, sociological, sycological or antroological teoryand ilosoy

Descritie+ te /os tat managers and suerisors do

Comaratie+ ierarcical organisation and structure 0itin an organisation,

ased on comarison and ealuation metods+

in oular seec, 0itin many organisations te term management1 isused as an indication o' status+ tose 0it te 2ey to te e3ecutie0asroom4

Action5ased+ te 0ay tat tose de'ined as managers send teir time+

Management as te actiities carried out y managers

Objetives o! Management

Ensuring organisation goals and targets are met 5 0it least cost andminimum 0aste

6oo2ing a'ter ealt and 0el'are, sa'ety o' sta'' 5 te imlications tereo'

Protecting te macinery and resources, including te uman resources

Management " #n General

Te art, or science, o' acieing goals troug eole.


3/17

Management $ Tra%itional #nter&retation

Traditionally, te term 7management7 re'ers to te actiities (and o'ten te grouo' eole) inoled in te 'our general 'unctions listed elo0+

!) Planning#) 8rgani9ing resources:) 6eading%) Controlling or coordinating

Management " some ommon inter&retations

getting tings done troug oters.

to suort emloyee1s e''orts to e 'ully roductie memers o' te

organi9ations and citi9ens o' te community.

th e g ro up o f p e op le (e3ecuties and oter managers) 0o are rimarilyres pon sib le fo r m a king de cis ion s in an organi9ation

Management Theories

Scienti'ic Management 5 ;rederic2 Taylor (!5!"!?) 5(Americanengineer)

@uman elations Moement Elton Mayo (!%) (.S. socialsycologist)

8rganisation teory 5 Peter ;. Druc2er (Born in Fienna in !"$", ut 'orseeral decades te leading American management guru1)

Tra%itional Funtions o! Management

Planning eg, meeting goals, eing ready 'or crises

Sta''ing eg, recruiting, training

8rganising eg, time management, team uilding

6eading eg, communication, motiation, disciline

Controlling eg, Huality control 5 metods, roductiity,eole


4/17

Management Tehni'ues

Beaior Management

An3iety5ncertainty Management

Terror Management Enironmental Maniulation

Stress Management

Per'ormance Management

Per!ormane management

Per'ormance management is a relatiely ne0 concet to te 'ield o'management.

Te ma/or contriution o' er'ormance management is its 'ocus on acieingresults 55 use'ul roducts and serices 'or customers inside and outside teorgani9ation. Per'ormance management redirects our e''orts a0ay 'romusyness to0ard e''ectieness. Per'ormance management reminds us tat eingusy is not te same as roducing results. It reminds us tat training, strongcommitment and lots o' ard 0or2 alone are not results.

PM ut more 'ocus on e''ectieness, tat systems and rocesses in te

organi9ation e alied in te rigt 0ay to te rigt tings+ to aciee results. Allo' te results across te organi9ation must continue to e aligned to aciee teoerall results desired y te organi9ation 'or it to surie and trie. 8nly ten ite said tat te organi9ation and its arious arts are really er'orming.

(asi Cone&t

Simly, er'ormance management includes actiities to ensure tat goals areconsistently eing met in an e''ectie and e''icient manner. Per'ormancemanagement can 'ocus on er'ormance o' te organi9ation, a deartment,rocesses to uild a roduct or serice, emloyees, etc.

Performance management is a joint process that involves both the supervisorand the employee, who identify common goals, which correlate to the highergoals of the institution. This process results in the establishment of written

performance expectations later used as measures for feedback andperformance evaluation .


5/17

PM is an ongoing communication rocess tat inoles ot te er'ormancemanager and te emloyee in+

identi'ying and descriing essential /o 'unctions and relating tem to temission and goals o' te organi9ation

deeloing realistic and aroriate er'ormance standards giing and receiing 'eedac2 aout er'ormance

0riting and communicating constructie er'ormance araisals

lanning education and deeloment oortunities to sustain, imroe oruild on emloyee 0or2 er'ormance.

Per!ormane Management A&&lies to More than Em&loyees

Tyically, 0e tin2 o' er'ormance in organi9ations, 0e tin2 on te er'ormanceo' emloyees. @o0eer, er'ormance management sould also e 'ocused on+

te organi9ation

deartments computer support, administration, sales, etc.!

rocesses billing, budgeting, product development, financialmanagement, etc.!

rograms implementing new policies and procedures to ensure a safeworkplace" or, for a nonprofit, ongoing delivery of services to a community!

roducts or serices to internal or e3ternal customers ro/ects automating the billing process, moving to a new building, etc.!

teams or grous organi9ed to accomlis a result 'or internal or e3ternalcustomers

(ene!its an% Conerns

)ey (ene!its o! Per!ormane Management

!. PM focuses on results, rather than behaviors and activities

A common misconcetion among suerisors is tat eaiors and actiities arete same as results. Tus, an emloyee may aear e3tremely usy, ut not econtriuting at all to0ard te goals o' te organi9ation. An e3amle is teemloyee 0o manually reie0s comletion o' eery 'orm and rocedure, ratertan suorting automation o' te reie0. Te suerisor may conclude teemloyee is ery committed to te organi9ation and 0or2s ery ard, tus,desering a ery ig er'ormance rating.

#.Aligns organizational activities and processes to the goals of theorganization


6/17

PM identi'ies organi9ational goals, results needed to aciee tose goals,measures o' e''ectieness or e''iciency (outcomes) to0ard te goals, and means(driers) to aciee te goals. Tis cain o' measurements is e3amined toensure alignment 0it oerall results o' te organi9ation.

:. Cultivates a system-wide, long-term view of the organization.

icard A. S0anson, in Performance #mprovement Theory and Practice(Adances in Deeloing @uman esources, !, !"""), e3lains an e''ectieer'ormance imroement rocess must 'ollo0 a systems5ased aroac 0ileloo2ing at outcomes and driers. 8ter0ise, te e''ort roduces a 'la0ed icture.;or e3amle, laying o'' eole 0ill li2ely roduce sort5term ro'its. @o0eer, teorgani9ation may eentually e3erience reduced roductiity, resulting in long5term ro'it loss.

%. Produces meaningful measurements

Tese measurements ae a 0ide ariety o' use'ul alications. Tey are use'ulin encmar2ing, or setting standards 'or comarison 0it est ractices in oterorgani9ations. Tey roide consistent asis 'or comarison during internalcange e''orts. Tey indicate results during imroement e''orts, suc asemloyee training, management deeloment, Huality rograms, etc. Tey elensure eHuitale and 'air treatment to emloyees ased on er'ormance.

Other (ene!its o! Per!ormane Management

Per'ormance Management (PM)+

!. @els you tin2 aout 0at results you really 0ant. ou1re 'orced to eaccountale, to 7ut a sta2e in te ground7.

#. Deersonali9es issues. Suerisor1s 'ocus on eaiors and results, ratertan ersonalities.

:. Falidates e3ectations. In today1s age o' ig e3ectations 0en organi9ationsare striing to trans'orm temseles and society, aing measurale results caneri'y 0eter grand isions are realistic or not.

%. @els ensure eHuitale treatment o' emloyees ecause araisals are asedon results.

=. 8timi9es oerations in te organi9ation ecause goals and results are moreclosely aligned.

>. Cultiates a cange in ersectie 'rom actiities to results.


7/17

?. Per'ormance reie0s are 'ocused on contriutions to te organi9ational goals,e.g., 'orms include te Huestion 7at organi9ational goal 0ere contriuted toand o0-7


8/17

Per!ormane Management mo%el

Per'ormance Management model includes +

Jo Descrition & Strategic Plan

Standards 8' Per'ormance 8seration And ;eedac2

Per'ormance Araisal

Per'ormance Deeloment

**obob ++esesrri&i&ttionion ,, --ttrraatteegigi PPllaann

Writing a job %esri&tion is a &roess o! systematially olleting.analy/ing. an% %oumenting the im&ortant !ats about a job0 A strategi

&lan is om&ose% o! a mission statement. i%enti!ie% goals relate% to theorgani/ation1s mission. as 2ell as strategi initiatives neessary toaom&lish eah goal0 Assignment o! res&onsibility !or theaom&lishment o! goals an% strategi initiatives is relate% to the essential!untions o! the job %esri&tion0

*ob +esri&tion

Be'ore a /o acancy is adertised, a /o descrition is comleted. A'ter teemloyee is ired, tis /o descrition ecomes te /o assignment and 'ormste asis o' te /o 'unction descrition on te Performance $valuation %orm.

riting a /o descrition is a rocess o' systematically collecting, analy9ing, anddocumenting te imortant 'acts aout a /o. Tis rocess is calledjobanalysis. Te /o descrition roides a asis 'or /o5related selectionrocedures and er'ormance standards.

Te /o descrition seci'ies+

te seci'ic /o 'unctions and tas2s te 'unctions and tas2s 0ic are essential te ercentage o' time tyically sent er'orming eac 'unction

te s2ills, 2no0ledge and ailities reHuired to er'orm te /o success'ully te ysical and mental reHuirements o' te osition secial conditions o' emloyment te leel o' suerision receied and e3ercised.

Te er'ormance manager sould sare te /o descrition 0it te emloyeeduring is or er 'irst 'e0 days on te /o.


9/17

-trategi Plan

A strategic lan is comosed o' a mission statement, identi'ied goals related tote organi9ation1s mission, as 0ell as strategic initiaties necessary toaccomlis eac goal. Te mission statement descries te 'undamental reason

tat your organi9ation or deartment e3ists. Te goals identi'y te results 0ic0ill 'urter tat mission, and strategic initiaties set out te seci'ic stes 0icmust e ta2en to aciee tose results. Strategic lanning is a dynamic rocess0ic is usually reisited at interals o' et0een one to t0o years. @ere is ane3amle o' a strategic lan.

Indiidual emloyees 0ill eac ma2e a contriution to te reali9ation o' goals andmay e resonsile 'or accomlisment o' seci'ic strategic initiaties in suorto' tose goals. To ensure tat initiaties are comleted, tose resonsile 'orarticular strategic initiaties are usually named and due dates seci'ied.

As a er'ormance manager, you sould consider te annual goals and strategicinitiaties 'or 0ic te emloyee as resonsiility 0en descriing te osition,setting standards o' 0or2 er'ormance, giing 'eedac2 aout er'ormance,doing te annual er'ormance araisal, and lanning 'or emloyee education,training and deeloment.

--ttaan%n%aar%sr%s o!o! PPeerr!!orormmaannee

-tan%ar%s o! &er!ormane are 2ritten statements %esribing how well a jobshoul% be &er!orme%0 Per!ormane stan%ar%s are %evelo&e% ollaboratively

2ith em&loyees. 2henever &ossible. an% e3&laine% to ne2 em&loyees%uring the !irst month on the job0

Te er'ormance standard roides a encmar2 against 0ic to ealuate 0or2er'ormance. ile te /o descrition descries te essential 'unctions and tetas2s to e done, te er'ormance standard de'ines how well eac 'unction ortas2 must e er'ormed in order to meet or e3ceed e3ectations.

+e v e lo&ing - tan%ar% s 4

Tere are a numer o' aroaces to deeloing 0ritten er'ormance standards.

8ne is te d ir e ctive app ro a ch in 0ic te er'ormance manager 0rites testandards, in consultation 0it management and te Emloyee elationsreresentatie 'or is or er deartment. Ten te standards are sared 0it teemloyees a''ected 'or teir in'ormation and to address any Huestions tey mayae.

Anoter is a c o lla b o rative app ro a c h in 0ic emloyees 0or2 0it you to deelote er'ormance standards 'or teir ositions. ile it is a legitimate otion to


10/17

deelo te standards 0itout emloyee inut, te ene'its o' a collaoratiearoac are imortant. Bot te er'ormance manager and te emloyee ringaluale in'ormation to te rocess and te end result is more li2ely to esuorted y eeryone inoled.

As te er'ormance manager, o0eer, you 0ill ma2e te 'inal decision aoutte aroriateness o' te standards in consultation 0it management and teEmloyee elations consultant 'or your deartment. Mutual agreement withthe employee about standards is preferable, but not always possible.Mutual understanding and recognition of the standards is necessary.

Cheking -tan%ar%s

A'ter 0riting er'ormance standards, cec2 tem against te Huestions in te'ollo0ing list+

!. Are the stan%ar%s realisti5 Standards sould e attainale andconsistent 0it 0at is necessary to get te /o done. Standards 'orer'ormance 0ic meets e3ectations reresent te minimum accetaleleel o' er'ormance 'or all emloyees in tat osition.

#. Are the stan%ar%s s&ei!i5 Standards sould tell an emloyee e3actly0ic seci'ic actions and results e or se is e3ected to accomlis.

:. Are the stan%ar%s base% on measurable %ata. observation. orveri!iable in!ormation5 Per'ormance can e measured in terms o'timeliness, cost, Huality and Huantity.

%. Are the stan%ar%s onsistent 2ith organi/ational goals5 Standardslin2 indiidual (and team) er'ormance to organi9ational goals and sould

e consistent 0it tese goals. Te success o' te niersity1s anddeartment1s missions deends on tis strategic connection.=. Are the stan%ar%s hallenging5 Standards may descrie er'ormance

tat e3ceeds e3ectations. ecogni9ing er'ormance tat is aoee3ectations or outstanding is crucial to motiating emloyees.

>. Are the stan%ar%s lear an% un%erstan%able5 Te emloyees 0ose0or2 is to e ealuated on te asis o' te standards sould understandtem. Standards sould use te language o' te /o.

?. Are the stan%ar%s %ynami5As organi9ational goals, tecnologies,oerations or e3eriences cange, standards sould eole.

ObObseserrvvaattionion aan%n% FFeeee%b%baakk

Observing 2ork &er!ormane an% &rovi%ing !ee%bak about it shoul% be aroutine &art o! the &er!ormane management &roess0 Fee%bak shoul% bebase% on observe% an%6or veri!iable 2ork$relate% behaviors. ations.statements. an% results0 This ty&e o! !ee%bak is alle% behavioralfeedback. E!!etive !ee%bak hel&s the em&loyee sustain goo%


11/17

&er!ormane. to %evelo& ne2 skills an% to im&rove &er!ormane 2henneessary0

8sering emloyee er'ormance and o''ering 'eedac2 aout 0at you seesould e a routine art o' te 0ay you manage emloyee er'ormance.

;eedac2 is most e''ectie in rein'orcing or imroing 0or2 er'ormance 0ente emloyee as con'idence in te asis o' tat 'eedac2. And you, as teer'ormance manager, 0ill e more con'ident 0en giing 'eedac2 ased onin'ormation tat you can suort.

Observing Em&loyee Per!ormane

;rom te standoint o' er'ormance management, oseration inoles noticingseci'ic 'acts, eents, or eaiors related to 0or2 er'ormance and te results o'0or2 er'ormance. 8serations are te ra0 data uon 0ic e''ectieer'ormance 'eedac2 may e ased. Te urose o' osering emloyee

eaior and te results o' 0or2 er'ormance is to identi'y and descrie it inorder to el te emloyee e success'ul and continue to deelo is or ers2ills, 2no0ledge, and e3erience.

(ehavioral Fee%bak

;eedac2 may e de'ined as 7in'ormation aout ast eaior, deliered in teresent, 0ic may in'luence 'uture eaior.7

;eedac2 is in'luential. During te er'ormance araisal eriod, roide

'eedac2 aout er'ormance regularly. en emloyees receie 'eedac2 tat istimely, 'reHuent and seci'ic tey are more li2ely to understand 0at is e3ectedo' tem, to reeat success'ul er'ormance and to imroe teir 0or2 0ennecessary.

Beaioral 'eedac2 consists o' statements aout osered or eri'ied eaiorrelated to er'ormance standards. I' te emloyee does not understand 0at youe3ect or 0at te standards are, gie clear messages aout tose e3ectationsand standards, con'irm understanding, and ten gie te emloyee a cance toimroe er'ormance to meet tem.

Te eaioral aroac to 'eedac2 is aluale 0en descriing er'ormance0ic needs to e imroed, ecause te emloyee learns 0ic seci'iceaiors to cange rater tan receiing general comments 0ic don1t giemuc in'ormation.

Beaioral 'eedac2 is also aluale 0en giing 'eedac2 aout success'uler'ormance. &hen feedback about successful performance is given inspecific behavioral terms, the employee knows which behaviors to continue orrepeat.


12/17

;e ed a c2 a o u t e r ' o r man c e in n e e d o ' im r o emen t is e s t d e li ere d in r i a teto a o id e m a r r a ssm e n t to t e e m lo y ee . S o m e e o le a re a lso em a r r a ss e d0 e n 'ee d a c2 a ou t s u cc e s s ' u l e r ' o r m a n c e is g i e n i n ' r o n t o ' o te rs.

;e ed a c2 is mo re e '' e cti e i' y o u 2 n o 0 an d r e s e ct t e r e 'e re n c e s o ' y ou rem lo y ees .

PePerr!!ormormaannee AA&&&&raraiisasall

Per!ormane a&&raisal is a &roess o! assessing. summari/ing an%%evelo&ing the 2ork &er!ormane o! an em&loyee0 Every areer em&loyeeshoul% reeive a 2ritten &er!ormane a&&raisal at least annually using thea&&ro&riate 7C-+ Performance Appraisal Model0 Consult the relevant

&oliy. &rogram or ontrat !or the re'uirements s&ei!i to yourem&loyees0 Writing the a&&raisal is &ree%e% by a meeting 2ith theem&loyee. to &rovi%e the o&&ortunity !or mutual un%erstan%ing o! thea&&raisal &roess0 The em&loyee has the o&tion to submit a sel!$a&&raisal2hih 2ill be onsi%ere% in the %evelo&ment o! the a&&raisal0

Per'ormance araisal is a rocess o' summari9ing, assessing and deeloingte 0or2 er'ormance o' an emloyee. In order to e e''ectie and constructie,te er'ormance manager sould ma2e eery e''ort to otain as muc o/ectiein'ormation aout te emloyee1s er'ormance as ossile.

Te 'ollo0ing are recommended stes 'or te er'ormance araisal rocess.

Pre&aring

Tyically, te er'ormance araisal 'or career emloyees is due one year 'romte end o' te roationary eriod or e'ore te merit cycle. ell e'ore tatdate, egin to reare 'or te araisal. Te rearation rocess inoles reie0and data gatering, olding a reliminary meeting 0it te emloyee, andemloyee rearation o' a sel'5araisal.

Writing

Te 0riting ase o' te er'ormance araisal rocess inoles comleting te'orm 'or te P e rfor m an ce 'pp raisal ( o d e ls used y your deartment, and0riting te suorting comments. In 0riting te er'ormance araisal, and 'oreac essential 'unction, tas2, annual goal or strategic initiatie to e araised,consider tree Huestions+
http://www-hr.ucsd.edu/~qwl/policies/index.html#policy23http://www-hr.ucsd.edu/~qwl/policies/index.html#policy23http://www-hr.ucsd.edu/~qwl/policies/index.html#policy23http://www-hr.ucsd.edu/~qwl/policies/index.html#policy23http://www-hr.ucsd.edu/~qwl/policies/index.html#policy23http://www-hr.ucsd.edu/~qwl/policies/index.html#policy23


13/17

!. @o0 does te leel o' er'ormance comare 0it te er'ormancestandards 'or tis 'unction, tas2, goal, or initiatie-

#. @o0 0as te leel o' er'ormance con'irmed- at did you see teemloyee doing- at do analytical reorts or 0or2 roducts so0-

:. at 0ere te conseHuences, results and imact o' te er'ormance-

+elivering

Planning te er'ormance araisal meeting (0it an emloyee)contriutes tote success o' te rocess.

Pro%uing

A coy o' te 'inal signed er'ormance araisal sould e gien to teemloyee 'or is or er records. @e or se can also use it as a guide 'or

imroing er'ormance and 'or ro'essional deeloment.

The performance appraisal process is intended to break down barriers andmaintain open communication, creating an atmosphere that allows a candidapproach to discussions of performance. )uring the new review period, the

performance manager and employee discuss the employee*s performance onan ongoing basis until it is time for the next written appraisal. Thiscommunication is part of the ongoing process of observation and feedback.

Per!ormane +evelo&ment Plan

+evelo&ing em&loyee &er!ormane !urthers the mission o! the organi/ationan% enhanes the overall 'uality o! the 2ork!ore 2ithin the 7niversity by&romoting a limate o! ontinuous learning an% &ro!essional gro2th8hel&ing to sustain em&loyee &er!ormane at a level 2hih meets ore3ee%s e3&etations8 enhaning job$ or areer$relate% skills. kno2le%gean% e3&eriene8 enabling em&loyees to kee& abreast o! hanges in their!iel%s8 making em&loyees om&etitive !or em&loyment o&&ortunities 2ithinthe 7niversity8 &romoting a!!irmative ation objetives8 an% motivatingem&loyees0 Per!ormane %evelo&ment &lans may be onsi%ere% at eahstage o! the &er!ormane management &roess0

An imortant comonent o' te er'ormance management rocess isdeeloment o' emloyees1 0or25related s2ills, 2no0ledge and e3erience. Tedeeloment rocess o''ers anoter oortunity 'or you and your emloyee to0or2 collaoratiely to imroe or uild on is or er er'ormance and tocontriute to organi9ational e''ectieness.


14/17

Continuous 9earning

Deeloment o' emloyee s2ills, 2no0ledge and e3erience is essential intoday1s raidly canging 0or2lace. In order 'or te organi9ation to remaincometitie and to retain its reutation 'or e3cellence, emloyees sould ae

u5to5te5minute in'ormation and te aility to use ne0 tecnologies, adat toorgani9ational cange, 0or2 in 'latter organi9ations in 0ic cross5'unctionals2ills and 2no0ledge are reHuired, and 0or2 e''ectiely in teams and otercollaoratie situations. Emloyees, too, recogni9e tat it is essential 'or tem tocontinue to learn so tat tey 0ill e e''ectie in teir current /os and ale tomoe into oter ositions or accet ne0 resonsiilities as circumstancesdemand.

Pre&aring the Plan

Tere are 'our rincial occasions 0en rearation o' a er'ormance

deeloment lan migt e considered+ !) a'ter de'inition or reie0 o'er'ormance standards, #) as a art o' te ongoing rocess o' oseration and'eedac2, :) as te 'inal element o' te er'ormance araisal rocess, %) 0enan emloyee initiates a reHuest 'or education or deeloment oortunities.

At any o' tese oints in te er'ormance management rocess, you maydiscuss training, education or deeloment oortunities 0it your emloyee.Identi'y te seci'ic stes to e ta2en and document a strategy 'or accomlisingtese o/ecties.


15/17

Per!ormane Manager1s Res&onsibilities

Ass e ssme n t+

As mentioned aoe, e''ectie rearation o' er'ormance deeloment lans,

0it and 'or your emloyees, reHuires te aility to assess te needs o' teemloyee and te organi9ation. ou may deelo your o0n s2ills in tis area yattending te course, 7Enancing Career and 8rgani9ational 8tions,7 o''ered ySta'' Education and Deeloment on camus.

@el your emloyees to set career goals tat are consistent 0it teir s2ills,2no0ledge, e3erience and interests y roiding 'eedac2 ased on youroserations and assessment o' teir ailities, readiness and otential. Teassessment sould e ased on your actual e3erience and oseration o'emloyee er'ormance and eaior rater tan on assumtions and ersonaliases.

Pro idin g In ' o r ma tio n +

Per'ormance managers suort career deeloment 0en tey in'orm anemloyee aout otions 'or and ossile arriers to career moement. ;ore3amle, you may tell your emloyees aout ucoming ositions or oenings 'or0ic tey may e Huali'ied, or aout udgetary constraints 0ic may iniitcareer otions or deeloment oortunities in te unit or deartment.

e 'e r r a l+

e'er your emloyees to oters 0o can assist tem in acieing deelomentgoals. As a er'ormance manager, it is your resonsiility to e a0are o' tearoriate re'erral sources ot 0itin and outside o' your deartment.

ou may re'er emloyees to oo2s, /ournals, ro'essional associations or otersources o' in'ormation. ou may also ut tem in touc 0it eole 0o migt e0illing to sere as mentors or 0it tose 0o migt roide an in'ormationinterie0 in 0ic emloyees can learn more aout a 'ield or osition 'romsomeone 0o is currently 0or2ing in tat area or caacity.

G u id a n c e +

Encourage your emloyees to 'ocus on clear, seci'ic and attainale careergoals. Sare your 2no0ledge and e3erience 0it your emloyees. TyicalHuestions emloyees ae are+ !) 0at is reHuired to moe to te ne3t logicalosition, #) 0at are te cances 'or adancement in tis deartment, :) o0 toe moile 0itin te niersity, %) 0at is te di''erence et0een a romotionand an u0ard reclassi'ication, =) o0 to Huali'y 'or training and deelomentoortunities, and >) 0o to contact 'or 'urter in'ormation or career counseling.


16/17

Proide guidance to your emloyees aout stes tey migt ta2e to imroee3isting s2ills and 2no0ledge or deelo in ne0 'unctional areas.

De e lo +

Per'ormance managers suort emloyee deeloment 0en tey assignemloyees roles or tas2s 0ic callenge tem and roide te oortunity togro0. Base decisions aout deeloment otions and oortunities on a care'ulassessment o' te emloyee1s readiness to accet additional or ne0resonsiilities or callenges. Consider delegating a resonsiility tat iscurrently your o0n 0ic is aroriate to te emloyee1s classi'ication anddeeloment. Proide on5te5/o training and re'er emloyees to classes,0or2sos, and oter learning and deeloment oortunities, and recommendemloyees to sere on committees, tas2 'orces or cross5'unctional teams.

-ummary o! the Per!ormane Management Proess

Te er'ormance management rocess egins 0it analysis and descrition o'te /o. Te er'ormance manager identi'ies essential 'unctions in te /odescrition and te strategic mission and goals o' te deartment ororgani9ational unit. Standards o' minimum accetale er'ormance aredeeloed 'or te osition 0it te emloyee. Additionally, standards 'orer'ormance 0ic e3ceeds e3ectations may e set to encourage te emloyeeto strie 'or een etter results.

Trougout te araisal eriod (tyically one year), te er'ormance manager

oseres and roides eaioral 'eedac2 on te er'ormance o' te emloyee,'ocusing on eling te emloyee to aciee success'ul er'ormance. At te endo' te araisal eriod, and in collaoration 0it te emloyee, te er'ormancemanager reares, 0rites, deliers and ten roduces a 'inal coy o' te 0rittener'ormance araisal.

At any oint in te rocess, te emloyee and er'ormance manager mayidenti'y needs and create a lan 'or emloyee education, training or deelomentin /o5 or career5related areas.

verall !oal and "ocuses of Performance Management

Te oerall goal o' er'ormance management is to ensure tat te organi9ationand all o' its susystems (rocesses, deartments, teams, emloyees, etc.) are0or2ing togeter in an otimum 'asion to aciee te results desired y teorgani9ation.


17/17

Performance #mprovement of the rganization or a $ubsystem is an#ntegrated Process

Kote tat ecause er'ormance management stries to otimi9e results andalignment o' all susystems to aciee te oerall results o' te organi9ation, any

'ocus o' er'ormance management 0itin te organi9ation (0eter ondeartment, rocess, emloyees, etc.) sould ultimately a''ect oerallorgani9ational er'ormance management as 0ell.

ngoing Activities of Performance Management

Acieing te oerall goal reHuires seeral ongoing actiities, includingidenti'ication and rioriti9ation o' desired results, estalising means to measurerogress to0ard tose results, setting standards 'or assessing o0 0ell results0ere acieed, trac2ing and measuring rogress to0ard results, e3cangingongoing 'eedac2 among tose articiants 0or2ing to aciee results,

eriodically reie0ing rogress, rein'orcing actiities tat aciee results andinterening to imroe rogress 0ere needed. Kote tat results temseles arealso measures.

24467136whatispms-12654839345788-phpapp01

Documents