Performance Management Flashcards
(42 cards)
Performance management
-aligning actions and results for a gosh
— process in which the organization maintains its improved employee boob performance : told, coaching/counseling, feedback
- practice involved helps drive. Organizational growth, sustainability
Driving organizational alignment
- Organizational values and goals.
- Performance management standards.
- Employee performance/behaviors.
- Performance management.
- Measurement and feedback.
- Business result in employee growth.
Performance management program
– Effective performance management involves three processes
– Goal setting
– performance review
– performance improvement plan (pip)
Employee performance life cycle
– Talent acquisition.
– on boarding and Accuturation.
– employment and performance management
– career path and development.
– separation
Occurs at all stages of the employment, life cycle. Daily, weekly, monthly, and using multiple tools and systems
In some cases, corrective feedback is needed to change employee behaviors through discipline processes
Effective performance management programs
– Performance management program, so that is five important organizational functions.
– God, human resource decisions, reward, and motivated employees, promote personal development, identify training needs, integrate, human resource functions
Types of goals 4
-Performance goals. Set standard for process goals to be performed. Focus on bottom line results. Meeting performance goals on process goals achieve outcome goals.
– outcome goals. Specific and spell out the results to be achieved. Compare performances to that of others. Results can be influenced, but not controlling.
– process goals, behaviors or strategies to help perform. Increase the chance of achieving the desired goals. Set the path to an outcome goal. Set controlled results
– stretch goals. Especially challenging to reach. Used to expand the knowledge, skills and abilities of hyper potential employees. Most organizations require employees who have a stretch goal.
SMART goals
– S specific
– M measurable
– a achievable
– R relevant
– T time bound
Follow up processes
– Documentation. Cross reference the past goals and feedback. Document the new codes for recordkeeping and sharing with employee.
– revisions align performance reviews with business objectives and marketplace demands revisit as changes impact employee goals.
– adjustments comment and update progress towards goal. State frequency is part of the process guide guidelines.
Performance review
– Continuous and timely performance and feedback process. Establishes clear and specific goals and expectations at the outside of the performance management cycle. Measures performance against performance standards. Acknowledges documented outcomes.
– an annual two way a conversation between the manager and the employee.
Key performance review activities
– Performance evaluation. Reviewed progress, identify problems in planning or implementation, aims at outcomes.
-Performance assessment process of documentation, usually in measurable terms, knowledge, skills, and abilities. Pay away for the final evaluation.
– Performance appraisal. Periodic, formal review. Reactive and limited function that evaluates past performance. Last step of evaluation.
Performance review process
– Planning session. Preparing the employee for meeting work expectations
– regular feedback. Providing the employee with guidance and recognition for good work.
– Tracking. Be aware of the employees progress.
– formal review. Sitting with the employee on a quarterly basis and discussing performance.
– rewards and recognition. Acknowledging or incentivizing employee for job well done.
Performance evaluations 2
Objectives – determining employees aspirations, and planning and developmental needs. Allocate rewards and opportunities. Provide feedback and counseling. Should be communicated continuously.
Outcomes. Clear expectations, commitment, and mutual understanding, constructive feedback, and improved productivity. Training and developmental needs.
Criterion problems
Deficiency – important performance criteria are admitted – evaluation does not represent all behavior results.
Contamination – employee performances, influenced by factors they don’t control – evaluation as a result of something other than their effort.
Over emphasis – too much focuses placed on one or two criteria – evaluation is focused on specific behavior or results
Performance standards TWO
– Behavior/activities. Focus on most performance evaluations, especially for managers. Easier to measure. Personal development should focus largely on behaviors.
– outcome/results. More importantly, measuring for results. Often contaminated by outside factors such as economic condition. Best for compensating employees and other personal action.
Benefits of regular reviews five
– Identify employee issues/problems.
– build rapport with employee.
– guide human resource decisions.
– reward and motivate employee.
– integrate human resource functions
performance appraisal methods
Traditional methods
Modern methods.
Traditional methods 4
– rating methods.
– Ranking methods.
– narrative methods.
– classification procedures
Rating methods.
– simple markings of performance level
-Graphic rating scale method. Used to evaluate both performance related and personality characteristics.
– checklist method. Employee traits in the form of statements with a yes or no.
– force choice method ready-made statements about an employee that they can only respond with yes or no.
Ranking methods.
– compare performance of employees
– Ranking method. Superiors rank/order employees from best to worst on merit.
– paired comparison method. Employees performances, compared with the others and then is decided whose performance is better.
– forced distribution method. It seems that employees performance conform to the normal distribution curve.
Narrative methods.
– written, narrative, appraisals
– Essay method. Detailed description of an employee’s performance and working relationships.
– critical incidents method record, critical behaviors that show effective or non-effective performance.
– field review method outsider reviews the performance of an employee based on records.
Classification procedures
– Possibly easiest to use.
– can be unreliable and biased unless carefully developed and closely monitored.
– categorize individuals into one of several categories
Modern methods
– Management by objectives MBO
– behaviorally anchored rating scales BARS
– behavioral observation skills, BOS
– 360° appraisal
– assessment centers
Management by objectives MBO
– Goal setting. Develop clear, precise organizational objectives.
– delegation. Coordinate individual goals to achieve the overall organizational objectives.
– evaluation. Take corrective actions, when needed, to achieve the plan objectives.
– feedback reviews, systematically, measure, and review performance.
Behaviorally anchored rating skills BARS
High 7 – finds the fire when no one else can.
6– correctly assesses best point of entry for fighting fire.
5– uses type of smokers in indicator of type of fire.
Average 4– understands basic hydraulics.
3– cannot tell the type of fire by observing the color of the flame
2 – cannot identify location of fire.
Low 1 – will not change firefighting strategy in spite of flashback in other science static accelerant are present