action research nmmu aug 2010 presentation
DESCRIPTION
Performance managementTRANSCRIPT
![Page 1: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/1.jpg)
Renalde Huysamen
Lourens Geyer
NMMU INTERNATIONAL CONFERENCE MAY 2008
UTILISING A MODEL FOR ORGANISTIONAL CHANGE TO IMPLEMENT A PERFORMANCE MANAGEMENT
SYSTEM:
![Page 2: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/2.jpg)
Overview of the content
• Introduction: Background and history of PM at the UFS
• Discussion of Cycles 1, 2 and 3 and change process utilised
• Results of each cycle• Results of implementing PM as a change
intervention• Lessons learnt
![Page 3: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/3.jpg)
Renalde Huysamen
Lourens Geyer
NMMU INTERNATIONAL CONFERENCE MAY 2008
UTILISING A MODEL FOR ORGANISTIONAL CHANGE TO IMPLEMENT A PERFORMANCE MANAGEMENT
SYSTEM:
![Page 4: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/4.jpg)
Cycle 1
If we engage in individual and group
discussions with opinion leaders, will we identify and overcome the factors influencing the vast number of negative experiences and perceptions that resulted from the previous attempt?
![Page 5: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/5.jpg)
STEP 1
Establishing a sense of urgency and gathering information
According to Kotter (1996) the first step is to establish a sense of urgency and to gather information.
This was done through individual and group discussions.
![Page 6: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/6.jpg)
when re-implementing the process a powerful force is required to sustain the process.
Coalition Group - credible, competent and a high level of
emotional intelligence
STEP 2 Creating a guiding coalition
Passio
n
The coalition included top management, human resource
professionals and union representatives.
The opinion leaders, representatives of the faculties and support services
as part of an informal structure
Formal Structure Informal Structure
![Page 7: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/7.jpg)
STEP 3 Developing a vision and strategies for the change process
![Page 8: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/8.jpg)
Cycle 2
If we facilitate the development of
performance plans of top and middle management, would this facilitation ensure the commitment to performance management?
![Page 9: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/9.jpg)
STEP 4 Communicating the change vision
Top management communication
re-implementation of PMS
![Page 10: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/10.jpg)
Cycle 3
If we facilitate the development of the
performance plans of members of staff, will this ensure that members of staff acquire the skills to complete their performance plans ?.
![Page 11: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/11.jpg)
Lack of skills could undermine previous actions , therefore :
Assist in developing competencies needed to complete performance plans during practical sessions
Provided staff opportunity to discuss and clarify information
Sessions were opened by respective line managers who requested people to focus on task at hand and they provided assistance throughout the sessions
Opinion leaders were also invited to assist people during sessions
Staff were invited for individual follow up sessions if needed
Discuss session feedback with line managers
Training : Giving and Receiving Feedback
Training : Relation between work environment and performance plan
Training : IT
STEP 5Empowering and Enabling people
![Page 12: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/12.jpg)
Overview of the content
• Introduction: Background and history of PM at the UFS
• Discussion of Cycles 1, 2 and 3 and change process utilised
• Results of each cycle• Results of implementing PM as a change
intervention• Lessons learnt
![Page 13: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/13.jpg)
Cycle 1
If we engage in individual and group
discussions with opinion leaders, will we identify and overcome the factors influencing the vast number of negative experiences and perceptions that resulted from the previous attempt?
![Page 14: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/14.jpg)
STEP 1
Establishing a sense of urgency and gathering information
According to Kotter (1996) the first step is to establish a sense of urgency and to gather information.
This was done through individual and group discussions.
![Page 15: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/15.jpg)
when re-implementing the process a powerful force is required to sustain the process.
Coalition Group - credible, competent and a high level of
emotional intelligence
STEP 2 Creating a guiding coalition
Passio
n
The coalition included top management, human resource
professionals and union representatives.
The opinion leaders, representatives of the faculties and support services
as part of an informal structure
Formal Structure Informal Structure
![Page 16: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/16.jpg)
STEP 3 Developing a vision and strategies for the change process
![Page 17: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/17.jpg)
Cycle 2
If we facilitate the development of
performance plans of top and middle management, would this facilitation ensure the commitment to performance management?
![Page 18: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/18.jpg)
Lack of skills could undermine previous actions , therefore :
Assist in developing competencies needed to complete performance plans during practical sessions
Provided staff opportunity to discuss and clarify information
Sessions were opened by respective line managers who requested people to focus on task at hand and they provided assistance throughout the sessions
Opinion leaders were also invited to assist people during sessions
Staff were invited for individual follow up sessions if needed
Discuss session feedback with line managers
Training : Giving and Receiving Feedback
Training : Relation between work environment and performance plan
Training : IT
STEP 5Empowering and Enabling people
![Page 19: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/19.jpg)
Not paying attention to the short term
wins/achievements, eg completed performance plans, could jeopardise
the process
To provide evidence that the time spent was worth
it celebration events were held according to
their specific preference
Photographs were taken of these events and
publisized in order to sustain Momentum and
to influence the perception of neutrals in
other faculties/Departments to
become supporters of the process
STEP 6Generating short-term wins and celebrating
achievements
![Page 20: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/20.jpg)
Results
• Cycle 1:1. Identification of work environment factors influencing
performance2. Co-design of the work environment instrument3. Work environment effectiveness index: Highest:
communication 89%, decision making 79.76%, promotion of innovation 79.57%, professional enrichment programmes 79.24% Lowest: face-to-face contact with top management 52.46%, reward systems 53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of Performance plans
![Page 21: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/21.jpg)
Results
• Cycle 21. Commitment of top
management/deans/directors to implement PM
2. Performance plans of above mentioned group were developed.
![Page 22: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/22.jpg)
Results
• Cycle 31. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the Human Resources policies related to PM-90.97%
2. Objective 2: completion of performance plan- 85.26% (N=443)
![Page 23: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/23.jpg)
Not paying attention to the short term
wins/achievements, eg completed performance plans, could jeopardise
the process
To provide evidence that the time spent was worth
it celebration events were held according to
their specific preference
Photographs were taken of these events and
publisized in order to sustain Momentum and
to influence the perception of neutrals in
other faculties/Departments to
become supporters of the process
STEP 6Generating short-term wins and celebrating
achievements
![Page 24: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/24.jpg)
Results
• Cycle 1:1. Identification of work environment factors influencing
performance2. Co-design of the work environment instrument3. Work environment effectiveness index: Highest:
communication 89%, decision making 79.76%, promotion of innovation 79.57%, professional enrichment programmes 79.24% Lowest: face-to-face contact with top management 52.46%, reward systems 53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of Performance plans
![Page 25: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/25.jpg)
Results
• Cycle 21. Commitment of top
management/deans/directors to implement PM
2. Performance plans of above mentioned group were developed.
![Page 26: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/26.jpg)
Results
• Cycle 31. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the Human Resources policies related to PM-90.97%
2. Objective 2: completion of performance plan- 85.26% (N=443)
![Page 27: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/27.jpg)
Results on implementing PM as a change intervention N=199
Faculty A7%
Faculty B13%
Faculty C25%SS 1
6%Faculty D
35%
SS 24%
Faculty E12%
Affiliation of sample
![Page 28: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/28.jpg)
Mean scores: determining effectiveness phase
A B C D E F G H I
Mean 2.94818652849742
3.18556701030928
3.57731958762887
3.21761658031088
3.41361256544503
3.140625 3.33678756476684
3.30569948186528
3.50793650793652
1.25
1.75
2.25
2.75
3.25
3.75
4.25
4.75
Mea
n
![Page 29: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/29.jpg)
Renalde Huysamen
Lourens Geyer
NMMU INTERNATIONAL CONFERENCE MAY 2008
UTILISING A MODEL FOR ORGANISTIONAL CHANGE TO IMPLEMENT A PERFORMANCE MANAGEMENT
SYSTEM:
![Page 30: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/30.jpg)
Overview of the content
• Introduction: Background and history of PM at the UFS
• Discussion of Cycles 1, 2 and 3 and change process utilised
• Results of each cycle• Results of implementing PM as a change
intervention• Lessons learnt
![Page 31: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/31.jpg)
Cycle 1
If we engage in individual and group
discussions with opinion leaders, will we identify and overcome the factors influencing the vast number of negative experiences and perceptions that resulted from the previous attempt?
![Page 32: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/32.jpg)
STEP 1
Establishing a sense of urgency and gathering information
According to Kotter (1996) the first step is to establish a sense of urgency and to gather information.
This was done through individual and group discussions.
![Page 33: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/33.jpg)
when re-implementing the process a powerful force is required to sustain the process.
Coalition Group - credible, competent and a high level of
emotional intelligence
STEP 2 Creating a guiding coalition
Passio
n
The coalition included top management, human resource
professionals and union representatives.
The opinion leaders, representatives of the faculties and support services
as part of an informal structure
Formal Structure Informal Structure
![Page 34: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/34.jpg)
STEP 3 Developing a vision and strategies for the change process
![Page 35: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/35.jpg)
Cycle 2
If we facilitate the development of
performance plans of top and middle management, would this facilitation ensure the commitment to performance management?
![Page 36: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/36.jpg)
STEP 4 Communicating the change vision
Top management communication
re-implementation of PMS
![Page 37: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/37.jpg)
Cycle 3
If we facilitate the development of the
performance plans of members of staff, will this ensure that members of staff acquire the skills to complete their performance plans ?.
![Page 38: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/38.jpg)
Lack of skills could undermine previous actions , therefore :
Assist in developing competencies needed to complete performance plans during practical sessions
Provided staff opportunity to discuss and clarify information
Sessions were opened by respective line managers who requested people to focus on task at hand and they provided assistance throughout the sessions
Opinion leaders were also invited to assist people during sessions
Staff were invited for individual follow up sessions if needed
Discuss session feedback with line managers
Training : Giving and Receiving Feedback
Training : Relation between work environment and performance plan
Training : IT
STEP 5Empowering and Enabling people
![Page 39: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/39.jpg)
STEP 3 Developing a vision and strategies for the change process
![Page 40: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/40.jpg)
Cycle 2
If we facilitate the development of
performance plans of top and middle management, would this facilitation ensure the commitment to performance management?
![Page 41: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/41.jpg)
Results
• Cycle 1:1. Identification of work environment factors influencing
performance2. Co-design of the work environment instrument3. Work environment effectiveness index: Highest:
communication 89%, decision making 79.76%, promotion of innovation 79.57%, professional enrichment programmes 79.24% Lowest: face-to-face contact with top management 52.46%, reward systems 53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of Performance plans
![Page 42: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/42.jpg)
Results
• Cycle 21. Commitment of top
management/deans/directors to implement PM
2. Performance plans of above mentioned group were developed.
![Page 43: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/43.jpg)
Results
• Cycle 31. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the Human Resources policies related to PM-90.97%
2. Objective 2: completion of performance plan- 85.26% (N=443)
![Page 44: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/44.jpg)
Not paying attention to the short term
wins/achievements, eg completed performance plans, could jeopardise
the process
To provide evidence that the time spent was worth
it celebration events were held according to
their specific preference
Photographs were taken of these events and
publisized in order to sustain Momentum and
to influence the perception of neutrals in
other faculties/Departments to
become supporters of the process
STEP 6Generating short-term wins and celebrating
achievements
![Page 45: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/45.jpg)
Results
• Cycle 1:1. Identification of work environment factors influencing
performance2. Co-design of the work environment instrument3. Work environment effectiveness index: Highest:
communication 89%, decision making 79.76%, promotion of innovation 79.57%, professional enrichment programmes 79.24% Lowest: face-to-face contact with top management 52.46%, reward systems 53.69%, remuneration system 53.92%
4. Co-design of PM workbook and examples of Performance plans
![Page 46: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/46.jpg)
Results
• Cycle 21. Commitment of top
management/deans/directors to implement PM
2. Performance plans of above mentioned group were developed.
![Page 47: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/47.jpg)
Results
• Cycle 31. Objective 1: understanding (a) the benefits of
PM (b) link to institutional strategy (c) the Human Resources policies related to PM-90.97%
2. Objective 2: completion of performance plan- 85.26% (N=443)
![Page 48: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/48.jpg)
Results on implementing PM as a change intervention N=199
Faculty A7%
Faculty B13%
Faculty C25%SS 1
6%Faculty D
35%
SS 24%
Faculty E12%
Affiliation of sample
![Page 49: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/49.jpg)
Mean scores: determining effectiveness phase
A B C D E F G H I
Mean 2.94818652849742
3.18556701030928
3.57731958762887
3.21761658031088
3.41361256544503
3.140625 3.33678756476684
3.30569948186528
3.50793650793652
1.25
1.75
2.25
2.75
3.25
3.75
4.25
4.75
Mea
n
![Page 50: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/50.jpg)
Lessons Learnt
Do it right the first time, but…
Dissatisfaction/disillusion x resistance x first steps > redefined vision and simplified PM system
Too much staff engagement is never enough
High level ownership is essential
Staff needs a “voice” – work environment diagnosis instrument
Complexity vs simplicity – not additional work or barrier
HR Policies and procedures must support outcomes of PM
To achieve vision – immediate action is required
Implementing or re-implementing PM most effective - driven from level closest to people affected by it
![Page 51: Action research NMMU aug 2010 presentation](https://reader035.vdocuments.us/reader035/viewer/2022081602/547b95ef5906b595798b461a/html5/thumbnails/51.jpg)