Performance Management

Question 1

Definitions of performance

Answer 1

Productivity, quality, innovation

Question 2

Performance management

Answer 2

continuous process to identify, measure, develop performance of individuals and teams

Question 3

Performance appraisal

Answer 3

formal process to measure and review employee performance - designed by HR but appraised by line managers. - not linked to org objectives -

Question 4

Theoretical foundations

Answer 4

1) scientific management
2) goal setting SMART
3) expectancy theory F=VIE
4) organisational justice, 3 facets

Question 5

Performance Appraisal DOG

Answer 5

define - result/competency based
observe - approaches, problems, solutions
give feedback - absolute, comparative, individual standard

Question 6

PM systems are cyclical

Answer 6

• starts by defining the org/work group objectives
• individual objectives and development required to achieve this
• performance delivered and monitored by manager, in which coaching and feedback may be given
• assessment of performance - where appropriate a link to reward may be given and cycle begins again

Question 7

Does it improve performance?

Answer 7

• over half have better financial outcomes
• over 40% better outcomes with regards to customer satisfaction and employee retention
• haines found no increase
• redman et al , some adoption but other PM aspects not taken up
• employees feel that managers give better ratings to those they like
• insufficient training
• generation Y need a different type of approach to PM than their older colleagues.
• more radical criticisms = work exploitation and work intensification

Question 8

PM increasingly centred on

Answer 8

dialogue, shared understanding and mutual commitment rather than rating for pay purposes - this suggests employees take on more responsibility and ownership for PM and become involved in collecting self assessment evidence throughout the year