Performance Management Flashcards
Performance management definition
Clark,2005
. A process for establishing shared understanding about what is to be achieved
. Performance is more than ability and motivation
. “Performance management is establishing a framework in which performance by Human Resources can be directed, monitored, motivated and refined, and that the links in the cycle can be audited” (Clark 2005)
Performance management can be used for a number of purposes:
. The control purpose- to make administrative decisions concerning pay, promotion
. The development process- to improve performance through discussing development needs, identifying training opportunities and planning action
.for everyone at some point there is as assessment at your work performance
. Any information you receive about your performance will depend on your response to feedback
Aims of performance management : specific aims of performance management are:
. Achieve Sustainable improvements
. Enable individuals to develop their abilities
. Develop constructive open relationships
. Provides a framework for the agreement of objectives
. Provide accurate objective measurement
. Agree improvement plans with stuff
. Opportunity to express aspirations
. Basis for rewarding people for their contributions
The performance cycle
A motivated engaged, and high performing workforce
First stage : planning
Month 1-2 :
The managers and employees meet to :
- Review expected outcomes
- Set performance objectives
- Set development goals
- Establish resources needed to meet objectives and identify supports and barriers to achieving goals
Month 3-9
Managers meet to:
- Discuss results to date
- Review and refine objectives
- Remove barriers to goal achievement
Month 10-11
Managers and employees separately prepare for assessment discussion
Month 11-12 Mangers and employees : 1. Discuss past years performance 2. Set groundwork for next years cycle - identify potential objectives, - suggest development opportunities 3. Determine ratings
How do you respond to critical feedback when you believe you have performed well?
How you receive about your performance will depend on your response to feedback
. Self doubt . Blame . Acceptance . Motivation . Over-reaction . Defensive . Upset . Anger
Feedback
Feedback acceptance
Denisi and kluger 2000
. Feedback acceptance - the way in which individuals respond to feedback, or how they perceive the accuracy of the feedback received (anseel and lievens, 2009)
. Feedback has a definite influence in terms of demotivation ( coens and Jenkins,2002)
Denisi and kluger, 2000 – considered the relationship between feedback and performance :
. In one third of cases feedback had a negative effect on performance
. The main danger occurs with feedback that can have a potentially strong impact on the employees view of “self e.g belief, self - esteem
Complementary framework
Performance management is often based around a competency framework
. It argues that measurement of performance is an indication of an organisations culture and the strategic thinking of its managers (pun and white 2005)
Ministry of justice
Focusing on the customer Developing people Using evidence to make decisions Planning and managing resources Working as a team Think customer Communication and trust Encouraging excellence and commercial success Working together
Appraisal definition
Appraisal systems
. Process that provides on analysis of a persons overall capabilities and potential, allowing informed decisions to be made for particular purposes
. Data on a persons past and current work behaviour and performance are collected and reviewed
. Formalised process to review employee performance
. Usually centrally designed
. Usually once a year
. Line manager and employee take part in performance review meeting
. Details vary- personality behaviour, Jon performance
. Measures quant or qual (difficult to compare when it’s qual, but meaning can be lost with quant)
Appraisal systems 2
.managers don’t seem to like conducting appraisals and managers see no point in it many people see appraisal as irrelevant (Heath field 2007)
. Meyer et al (1965) considered appraisals of 92 people and discovered the following:
- criticism often has a negative effect on motivation and performance
- praise has little effect one way or another
- performance improves with specific goals
- employees participation in goal- setting helps to produce favourable results
- interviews designed primarily to improve performance should not at the same time weigh salary or promotion in the balance
- coaching by managers should be Day to day rather than just once a year
Positives of performance management
. Correct appraisal will ensure that employees are able to use their talents effectively in the performance of their work
. Effective performance management can result in increased employee engagement (mone et al 2011)
. Set focus
. Set targets
. Align employees to business objectives
Problems with performance management
Armstrong and baron 1998
. Ownership of the performance management system is important
– if it is designed and imposed by HR then there may be little ownership of the process by line managers – could be seen as a paper exercise
. Armstrong and baron (1998)
- over half the managers surveyed felt that had not received sufficient training in the performance management process
. The use of ratings was consistently derided by staff and seen as subjective and inconsistent and so motivating
Problems with performance management 2
Coates 1994
. Coates argues that what is actually measured in performance appraisal is the extent to which the individual conforms to the organisations
. Traits included Within appraisals - everyone defines them differently, they are subjective
. Levison (1970) managers experience the appraisal of others as a hostile and aggressive act that often results in feelings of guilt
. There is tension between appraisal as a process that controls and one that supports
Longnecker (1997)
3 most common reasons for failure
- Unclear performance criteria or an ineffective rating instrument
- Poor working relationships with the boss
- That the appraiser lacked information on the persons actual performance
Other problems were lack of on going feedback , lack of focus on development/ improvement
Swim Bourne – problems with PM
Cook and crossman 2004
“There is still a tendency to associate feedback with criticism even though most people do their work well most of the time”
“One suggestion is that employees may not have realistic expectations about appraisal and perhaps need training on how to use feedback and take action”
