a systematic process for improving organizational performance
by developing the performance of individuals and teams.
Performance Management Systems
Performance Management Systems
a systematic process for improving organizational performance
by developing the performance of individuals and teams.
Aims of Performance Management Systems
- to establish a high performance culture in which individuals and teams take responsibility for the continuous improvement of business processes and for their own skills and contributions within a
framework provided by effective leadership. - aligning individual objectives to organizational
objectives and ensuring that individuals uphold corporate core values. - provides expectations to be defined and agreed in
terms of role responsibilities and accountabilities and behaviors. - develop the capacity of people to meet and exceed
expectations and to achieve their full potential to the benefit of themselves and the organization. - concerned with ensuring that the support and
guidance people need to develop and improve are readily available.
Characteristics of Performance Management Systems
- is a planned process of which the primary elements are: agreement, feedback, positive
reinforcement and dialogue. - concerned with measuring outputs in the shape of delivered performance compared with expectations expressed as objectives.
- focuses on targets, standards, and performance measures or
indicators. - provides the setting for ongoing dialogues about performance that involves the joint and continuing review of
achievements against objectives, requirements, and plans. - concerned with inputs and values.
- developmental needs are identified by defining these requirements and assessing the extent to which the
expected levels of performance have been achieved through the effective use of knowledge and skills and through
appropriate behavior that upholds core values. - a continuous and flexible process, which involves managers
and those whom they manage acting as partners within a
framework that sets out how they can best work together to
achieve the required results. - based on the principle of management by contract and agreement rather than management by command.
- relies on concensus and cooperation rather than control or
coercion. - focuses on future performance planning and improvement
rather than on retrospective performance appraisal. - functions as a continuous and evolutionary process, in which
performance improves over time. - provides the basis for regular and frequent dialogues
between managers and individuals about performance and
development needs. - important part of the reward system through the provision
of feedback and recognition and the identification of
opportunities for growth. - associated with performance or contributions related pay
but developmental aspects are much important.
Knowledge, skills, and behaviors required to produce the expected results.
Inputs
Performance Management as a Process
- flexible process, not a system
- flexible and evolutionary
- involves managers and their partners while following a framework that sets out how they can best work together
Performance Management as a Cycle
- Planning (Performance and development agreement)
- Acting (Managing performance through the year)
- Reviewing (Performance Review)
concluding a performance and
development agreement.
Planning
managing performance through out the year.
acting
assessing progress and
achievements so that action plans can be prepared and agreed and, in many schemes, performance can be related.
Reviewing
Form the basis for development,
assessment and feedback
Performance Agreements
provides the basis
for agreeing objectives and
measuring performance and
assessing the level of competency
reached.
Role profile
- incorporates any performance
improvement plans necessary
and development plans. - describes what individuals are
expected to do but also indicates
what support they will receive
from their manager. - emerge from the analysis of role
requirements and the
performance review. - An assessment of past
performance leads to an analysis
of future requirements. - Defining role requirements
describe something that has to be
accomplished.
Objectives
Types of objectives
- On-going role work objectives
- Targets
- Tasks/Projects
- Behavior
all roles have built-in objectives that
may be expressed as key result
areas in a role profile.
On-going role work objectives
define the quantifiable results to be attained as measured in such terms as output, throughout, income, sales levels of service delivery and cost reduction
Targets
set for the
completion of tasks or projects by a
specified date or to achieve an
interim result.
Tasks / projects
behavioral expectations
are often set out generally in
competency frameworks but they may
also be defined individually under
framework headings.
Behavior
Criteria of Objectives
S - Specific
M - Measurable
A - Achievable
R - Relevant
T - Time-framed
clear, understandable and
challenging
Specific
quantity, quality, time,
money
Measurable
challenging but within the
reach of a competent and committed
person
Achievable
relevant to the objectives of
the organization so that the goal of the
individual is aligned to corporate goals.
Relevant
