Prelims

Question 1

a systematic process for improving organizational performance
by developing the performance of individuals and teams.

Answer 1

Performance Management Systems

Question 2

Performance Management Systems

Answer 2

a systematic process for improving organizational performance
by developing the performance of individuals and teams.

Question 3

Aims of Performance Management Systems

Answer 3

1. 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.
2. aligning individual objectives to organizational
   objectives and ensuring that individuals uphold corporate core values.
3. provides expectations to be defined and agreed in
   terms of role responsibilities and accountabilities and behaviors.
4. develop the capacity of people to meet and exceed
   expectations and to achieve their full potential to the benefit of themselves and the organization.
5. concerned with ensuring that the support and
   guidance people need to develop and improve are readily available.

Question 4

Characteristics of Performance Management Systems

Answer 4

1. is a planned process of which the primary elements are: agreement, feedback, positive
   reinforcement and dialogue.
2. concerned with measuring outputs in the shape of delivered performance compared with expectations expressed as objectives.
3. focuses on targets, standards, and performance measures or
   indicators.
4. provides the setting for ongoing dialogues about performance that involves the joint and continuing review of
   achievements against objectives, requirements, and plans.
5. concerned with inputs and values.
6. 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.
7. 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.
8. based on the principle of management by contract and agreement rather than management by command.
9. relies on concensus and cooperation rather than control or
   coercion.
10. focuses on future performance planning and improvement
    rather than on retrospective performance appraisal.
11. functions as a continuous and evolutionary process, in which
    performance improves over time.
12. provides the basis for regular and frequent dialogues
    between managers and individuals about performance and
    development needs.
13. important part of the reward system through the provision
    of feedback and recognition and the identification of
    opportunities for growth.
14. associated with performance or contributions related pay
    but developmental aspects are much important.

Question 5

Knowledge, skills, and behaviors required to produce the expected results.

Answer 5

Inputs

Question 6

Performance Management as a Process

Answer 6

1. flexible process, not a system
2. flexible and evolutionary
3. involves managers and their partners while following a framework that sets out how they can best work together

Question 7

Performance Management as a Cycle

Answer 7

1. Planning (Performance and development agreement)
2. Acting (Managing performance through the year)
3. Reviewing (Performance Review)

Question 8

concluding a performance and
development agreement.

Answer 8

Planning

Question 9

managing performance through out the year.

Answer 9

acting

Question 10

assessing progress and
achievements so that action plans can be prepared and agreed and, in many schemes, performance can be related.

Answer 10

Reviewing

Question 11

Form the basis for development,
assessment and feedback

Answer 11

Performance Agreements

Question 12

provides the basis
for agreeing objectives and
measuring performance and
assessing the level of competency
reached.

Answer 12

Role profile

Answer 13

1. incorporates any performance
   improvement plans necessary
   and development plans.
2. describes what individuals are
   expected to do but also indicates
   what support they will receive
   from their manager.
3. emerge from the analysis of role
   requirements and the
   performance review.
4. An assessment of past
   performance leads to an analysis
   of future requirements.
5. Defining role requirements

Question 14

describe something that has to be
accomplished.

Answer 14

Objectives

Question 15

Types of objectives

Answer 15

1. On-going role work objectives
2. Targets
3. Tasks/Projects
4. Behavior

Question 16

all roles have built-in objectives that
may be expressed as key result
areas in a role profile.

Answer 16

On-going role work objectives

Question 17

define the quantifiable results to be attained as measured in such terms as output, throughout, income, sales levels of service delivery and cost reduction

Answer 17

Targets

Question 18

set for the
completion of tasks or projects by a
specified date or to achieve an
interim result.

Answer 18

Tasks / projects

Question 19

behavioral expectations
are often set out generally in
competency frameworks but they may
also be defined individually under
framework headings.

Answer 19

Behavior

Question 20

Criteria of Objectives

Answer 20

S - Specific
M - Measurable
A - Achievable
R - Relevant
T - Time-framed

Question 21

clear, understandable and
challenging

Answer 21

Specific

Question 22

quantity, quality, time,
money

Answer 22

Measurable

Question 23

challenging but within the
reach of a competent and committed
person

Answer 23

Achievable

Question 24

relevant to the objectives of
the organization so that the goal of the
individual is aligned to corporate goals.

Answer 24

Relevant

Question 25

The Planning Phase is a collaborative effort involving both managers and employees during which they will:

Answer 25

1. Review the employee’s job description to determine if it reflects the work
   that the employee is currently doing.
2. Identify and review the links between the employee’s job description, his or
   her work plan, and the organization’s goals, objectives and strategic plan.
3. Develop a work plan that outlines the tasks or deliverables to be completed,
   the expected results and the measures or standards that will be used to
   evaluate performance.

Question 26

The planning phase

Answer 26

1. Identify critical areas that will be key performance objectives for the
   year.
2. Areas are determined by the organization’s strategic plan, by the employee’s desire to improve outcomes in a certain part of his or her job by a need to emphasize a particular aspect of the job
3. Identify training objectives that will help the employee grow his or her
   skills, knowledge and competencies related to the work.
4. Identify career development objectives that can be part of
5. Developing clear and
   appropriate language to describe performance objectives and measures
   or indicators of success.
6. Supervisors need to ensure that the performance objectives are a good
   representation of the full range of duties carried out by the employee,
   especially everyday tasks that take time, but are often not identified as
   significant accomplishments.

Question 27

addresses how well the work is performed and/or how accurate
or how effective the final product is. Refers to accuracy, appearance, usefulness or effectiveness.

Answer 27

Quality

Question 28

addresses how much work is produced.

Answer 28

Quantity

Question 29

A quantity measure can be…

Answer 29

1. expressed as an error rate, such as number or percentage of errors
2. allowed per unit of work or as a general result to be achieved.
3. When a quality or quantity standard is set, the criteria for Exceeds
4. Standards should be high enough to be challenging, but not so high
   that it is unattainable.

Question 30

Setting Performance Standards

Answer 30

1. Quality
2. Quantity
3. Timeliness
4. Cost-effectiveness
5. Manner

Question 31

addresses how quickly, when or by what date the work must
be produced.

Answer 31

Timeliness

Question 32

addresses dollar savings to the organization or
working within a budget.

Answer 32

Cost-effectiveness

Question 33

addresses the way or style in which a task is performed

Answer 33

Manner

Question 34

Questions to ask as the task is performed

Answer 34

1. Is quantity important? How many are produced?
2. Is it important that the task be accomplished by a certain time?
3. Is it important that the task is completed within certain cost limits?
4. Is it important that the task is completed in a certain manner?