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Perfomance Management SHRM

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This document discusses the importance of performance management and development systems for organizations. It outlines key objectives of performance management like human resource planning, personnel decisions, and employee feedback and development. Effective systems separate evaluation from development, specify job-related criteria, use multiple ratings, and provide ongoing feedback. New approaches include team and 360-degree appraisals and competency-based systems. Technology now allows for computer monitoring and online evaluations. Strategic performance management aligns systems with organizational lifecycles, strategies, and competitive environments.

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PERFOMANCE MANAGEMENT AND DEVELOPMENT SYSTEM ADNAN MURTAZA
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CONTENTS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Introduction ,[object Object],[object Object],[object Object]
Comparison Of Performance Management & Performance Appraisal Characteristics Performance Mgt. Performance Appraisal Types of objectives. Emphasis on integrating organizational , team , & individual objectives. Individual Objectives. Types of performance measures. Competency requirements as well as quantified measures. Qualitative & Quantitative. Frequency. Continuous review with one or more formal reviews in a year. Annual appraisal. Rating system. Joint or participative process , ratings less common. Top-down system.
Comparison Of Performance Mgt. & Performance Appraisal Characteristics Performance Mgt. Performance App. Reward linkage. Does not have direct link to reward. Often linked to pay. Ownership. Owned by line management. Owned by human resource department. Corporate alignment. Integrated business-driven system aimed at organizational & people development. Isolated system not linked to organizational goals. Focus of performance reviews. Future focused. Focus on past performance. Questions asked. What can be done to help employees perform as effectively as possible? How well was the work done?
Uses & Objectives Of Performance Management System Objectives of perform. Mgt. sys. Human ResourcePlanning Recruit.& selection Personn-el Decisions Career planning & dev. Feedback , motivation & development. Training & dev. Compensation & reward. Internal employee relation
Classification Of Performance Management Objectives Classification Of Performance Management Objectives Evaluative Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],Development Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Process Of Performance Management System Specify organizational objectives. Identify dimensions of job performance. Define & communicate performance standards. Determine who will conduct appraisal.(sources) Choose appropriate methods of performance appraisal. Conduct appraisal. Communicate appraisals to employees(feedback). ,[object Object],[object Object],[object Object],[object Object],[object Object]
Types Of Performance Evaluation Criteria Types of evaluation criteria. Trait –based Behavior –based Result –based
Sources Of Appraisal Information Sources of appraisal information Customer appraisal App. By manager or supervisor Self-appraisal Team appraisal Peer appraisal Subordinate appraisal
Methods Of Performance Appraisal Performance appraisal methods Trait-based methods ,[object Object],[object Object],[object Object],[object Object],[object Object],Behavior-based methods ,[object Object],[object Object],[object Object],Results-based methods ,[object Object],[object Object]
Communication Of Appraisal ,[object Object],[object Object],[object Object],[object Object],[object Object]
Factors Leading To Problems In Performance Management System ,[object Object],Problems in performance management system. Ambivalence towards performance evaluation on the part of appraisee. Problem in design & implementation of performance management system Rater biases & errors
Rate errors and biases Rater errors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Rater bisaes ,[object Object],[object Object],[object Object],[object Object]
Characteristics of effective Performance Management System SEPERATION OF EVALUATION & DEVELOPMENT APPRAISALE USE OF JOB –RELATED PERFORMANCE SPECIFYING PERFORMANCE STANDARDS FOR EACH CRITERIA USING APPROPRITE PERFORMANCE DATA UPWARD APPRAISALS APPEAL PROCESS USING MULTIPLE RATERS IMPROVING SUPERIOR –SUBORDINATE RELATIONSHIP TOP MGT .SUPPORT & FIT WITH ORGANIZATIONAL CULTURE TRANING RATERS PROVIDING ON GOIN G FEEDBACK EFFECTIVE PERFORMANCE MGT. SYSTEM
DEVELOPMENT IN PERFORMANCE MANAGEMENT SYSTEM. Development performance mgt. system Team or work group appraisals Multisource & 360 degree appraisals Assessment Competency based appraisals
Difference between assessment centres & development centres Assessment Centers Development Centers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Factors impacting 360 degree appraisal ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Approaches to measuring management performance. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Technological and performance management ,[object Object],[object Object]
Linkage between organization life cycle , competitive status, organizational strategy & hr strategy Org. Life Cycle Inception [start- up] Growth maturity Competitive status of the firm. Weak Strong Stable Org. strategies Value creation Value accumulation Value maintenance Needed employee characteristic ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],HR strategy Focus on exploratory knowledge of employees Focus on exploitative knowledge Harvest strategy to maintain competitive status Aligning performance mgt. Qualitative methods Quantitative methods Qualitative methods
Strategic performance management system. Step 1 Step 2 Step 3 Identify competitive status of the firm. Internal analysis of strengths and weaknesses of the organization. Determine strategies. ,[object Object],[object Object],[object Object],Align the performance management system. ,[object Object],[object Object]
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Perfomance Management SHRM

  • 1. PERFOMANCE MANAGEMENT AND DEVELOPMENT SYSTEM ADNAN MURTAZA
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  • 5. Comparison Of Performance Management & Performance Appraisal Characteristics Performance Mgt. Performance Appraisal Types of objectives. Emphasis on integrating organizational , team , & individual objectives. Individual Objectives. Types of performance measures. Competency requirements as well as quantified measures. Qualitative & Quantitative. Frequency. Continuous review with one or more formal reviews in a year. Annual appraisal. Rating system. Joint or participative process , ratings less common. Top-down system.
  • 6. Comparison Of Performance Mgt. & Performance Appraisal Characteristics Performance Mgt. Performance App. Reward linkage. Does not have direct link to reward. Often linked to pay. Ownership. Owned by line management. Owned by human resource department. Corporate alignment. Integrated business-driven system aimed at organizational & people development. Isolated system not linked to organizational goals. Focus of performance reviews. Future focused. Focus on past performance. Questions asked. What can be done to help employees perform as effectively as possible? How well was the work done?
  • 7. Uses & Objectives Of Performance Management System Objectives of perform. Mgt. sys. Human ResourcePlanning Recruit.& selection Personn-el Decisions Career planning & dev. Feedback , motivation & development. Training & dev. Compensation & reward. Internal employee relation
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  • 10. Types Of Performance Evaluation Criteria Types of evaluation criteria. Trait –based Behavior –based Result –based
  • 11. Sources Of Appraisal Information Sources of appraisal information Customer appraisal App. By manager or supervisor Self-appraisal Team appraisal Peer appraisal Subordinate appraisal
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  • 16. Characteristics of effective Performance Management System SEPERATION OF EVALUATION & DEVELOPMENT APPRAISALE USE OF JOB –RELATED PERFORMANCE SPECIFYING PERFORMANCE STANDARDS FOR EACH CRITERIA USING APPROPRITE PERFORMANCE DATA UPWARD APPRAISALS APPEAL PROCESS USING MULTIPLE RATERS IMPROVING SUPERIOR –SUBORDINATE RELATIONSHIP TOP MGT .SUPPORT & FIT WITH ORGANIZATIONAL CULTURE TRANING RATERS PROVIDING ON GOIN G FEEDBACK EFFECTIVE PERFORMANCE MGT. SYSTEM
  • 17. DEVELOPMENT IN PERFORMANCE MANAGEMENT SYSTEM. Development performance mgt. system Team or work group appraisals Multisource & 360 degree appraisals Assessment Competency based appraisals
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