Performance Management Process Flashcards
Performance Management Process components (6)
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal & Recontracting
Job Analysis can be conducted using
interviews, observation, or off-the-shelf questionnaires.
Job Analysis
It is important to train individuals to fill out job analysis instruments so as to minimize biases (i.e., self-serving bias, social projection, and false consensus) in the resulting ratings. Once a list of tasks has been compiled, all incumbents should have an opportunity to review the infor- mation and rate each task in terms of its frequency and criticality.
Prerequisites include 1?
A need to have good knowledge of the organization’s mission and strategic goals. This knowledge, combined with knowledge regarding the mission and strategic goals of one’s unit, allows employees to make contributions that will have a positive impact on their units and on the organization as a whole.
Prerequisites include 2?
A need to have good knowledge of the job in question. A job analysis allows for the determi- nation of the key components of a par- ticular job: what tasks need to be done, how they should be done, and what KSAs are needed. If we have good information regarding a job, then it is easier to establish criteria for job success.
Performance planning
Performance planning includes the consideration of results and behavior as well as a dev- elopment plan.
Performance planning discussion of results needs to include:
key accountabilities (i.e., broad areas for which an employee is responsible)
specific objectives for each key accountability (i.e., goals to be reached),
performance standards (i.e., what are acceptable and unacceptable levels of performance).
A discussion of behaviors needs to include
competencies (i.e., clusters of KSAs)
the development plan includes
a description of areas that need improvement and goals to be achieved in each area.
Performance execution - Employee
T - he employee needs to be committed to goal achievement and should take a proactive role in seeking feedback from his or her supervisor.
- The burden is on the employee to communicate openly and regularly with the supervisor.
- Employee has a responsibility to be prepared for the performance review by conducting regular and realistic self- appraisals.
Performance execution - Supervisor
Observing and documenting performance, updating the employee on any changes in the goals of the organization, and providing resources and reinforcement so that the employee can succeed and continue to be motivated.
Performance Assessment
Both the employee and the supervisor must evaluate employee performance. Involvement of the employee in the process increases his or her ownership and commitment to the system. In addition, it provides important information to be discussed during the performance review. In the absence of self-appraisals, it is often not clear to supervisors if employees have a real understanding of what is expected of them.
Performance Review
The employee and manager meet to discuss employee performance. This meeting is usually called the appraisal meeting.
Performance Review - Appraisal meeting
This meeting typically emphasizes the past: what the employee has done and how it was done. An effective appraisal meeting also focuses on the present and the future. The present involves the changes in compensation that may result from the results obtained. The future involves a discussion of goals and development plans that the employee will be expected to achieve during the period before the next review session.
Performance Renewal and Recontracting.
Although this component is identical to the performance planning stage, this component uses information gathered during the review period to make adjustments as needed. For example, some new key accountabili- ties and competencies may be included. Conversely, some goals may have to be adjusted either upward or downward.
