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Performance Management System > UNIT 1 - 2 > Flashcards

UNIT 1 - 2 Flashcards

1
Q

the process of ensuring individual and team effort support the organizational objectives and to realize key stakeholder expectations and wealth creation in all the identified value drivers of the organization

A

Performance management

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2
Q

NATURE OF PERFORMANCE MANAGEMENT
(Effective Performance Management System)

A

 Make clear what the organization expects
 Provide performance information to employees
 Document performance for personnel records
 Identify areas of success and needed development

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3
Q

IMPORTANCE OF PERFORMANCE MANAGEMENT

A
  1. Salary administration
  2. Performance feedback
  3. Identifying individual strengths and weaknesses
  4. Documenting personnel decisions
  5. Recognizing individual performance
  6. Identifying poor performance
  7. Assisting in goal identification
  8. Making promotional decisions
  9. Retention or termination of personnel
  10. Evaluating goal achievement
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4
Q

Usually do the actual appraising

A

SUPERVISOR

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5
Q

Must know how to conduct the Appraisal fairly

A

SUPERVISOR

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6
Q

Must be familiar with basic appraisal formatting

A

SUPERVISOR

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7
Q

Serves a policy making and Advisory role

A

HR DEPARTMENT

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8
Q

Prepare forms and procedures And insist that all Department use them

A

HR DEPARTMENT

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9
Q

Appraisal based on their skills

A

HR DEPARTMENT

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10
Q

RELEVANCE OF OBJECTIVE IN ORGANIZATION

A
  1. SETTING AND DEFINING GOALS
  2. SETTING EXPECTATIONS FOR MANAGERS AND
    EMPLOYEES
  3. SETTING PERFORMANCE STANDARDS
  4. ESTABLISHING EFFECTIVE COMMUNICATION
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11
Q

 Allowing employees to focus on what’s important.
 Aligning individual objectives with business objectives.
 Optimizing employees’ individual performance.
 Identifying the key result areas and work upon improving them.

A

SETTING AND DEFINING GOALS

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12
Q

 Define the expectations in clear terms. Let your employees know exactly what is expected from them and provide clarification when needed.
 Explain how the expectations established will help in fulfilling the overall business objectives; draw the line of sight between their contribution and the business achieving those objectives.
 Document the expectations. Establish a process that clearly defines and measures what to do and who is responsible for each task.

A

SETTING EXPECTATIONS FOR MANAGERS AND EMPLOYEES

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13
Q

 Setting even more unrealistic standards for the job that is failing to reach its existing standards.
 Not having enough resources to complete the new demands.
 A failure of cooperation or collaboration from the team and manager.
 A lack of effort on the employees’ part.

A

SETTING PERFORMANCE STANDARDS

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14
Q

 Team leaders, or managers, should take sufficient time to indulge in one-on-one interactions with their team members; regular touch-points and contact.
 To build a workforce with varied skills, that fosters further career development, continuous feedback and coaching
are critical. This can be done through performance
reviews, or 360-Feedback resources.
 Set and conduct regular team building activities (there are
some great online activities).
 Promote and encourage collaboration and communication
among team members, and as an essential part of the workplace culture.
 Use appropriate and helpful business communication
tools.

A

ESTABLISHING EFFECTIVE COMMUNICATION

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15
Q

DIMENSIONS OF PERFORMANCE MANAGEMENT

A

 Performance Planning
 Feedback and Coaching
 Performance Review
 Outcome

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16
Q

ORGANIZATIONAL PERFORMANCE MANAGEMENT

A
  • Performance Development
  • Media Relations & Communications
  • Training & Development
  • Customer Service
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17
Q

the end result of an activity

A

performance

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18
Q

accumulated end results of all organization’s work processes and activities

A

organizational performance

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19
Q

WHY IS MEASURING ORGANIZATIONAL PERFORMANCE
IMPORTANT?

A
  1. BETTER ASSET MANAGEMENT
  2. INCREASED ABILITY TO PROVIDE CUSTOMER VALUE
  3. IMPACT ON ORGANIZATIONAL REPUTATION
  4. IMPROVED MEASURES OF ORGANIZATIONAL
    KNOWLEDGE
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20
Q

process of acquiring, managing, renewing, and disposing of assets

A

asset management

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21
Q

design business models to take advantage of assets

A

BETTER ASSET MANAGEMENT

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22
Q

 must monitor value obtained by customers
 Customers will seek other sources of supply if value is
not

A

INCREASED ABILITY TO PROVIDE CUSTOMER VALUE

23
Q

strong reputation leads to greater consumer trust and ability to command premium pricing

A

IMPACT ON ORGANIZATIONAL REPUTATION

24
Q

knowledge created by collaborative information sharing and social interaction leading to appropriate action

A

organizational knowledge

25
Q

TYPES OF PERFORMANCE CONTROL TOOLS

A

 Financial Controls
 Information Controls
 Balanced Scorecard Approach
 Benchmarking Best Practices Approach

26
Q

means the performance objectives specifically attributable to each Participant reflective of his/her functional area and responsibilities, taking into consideration top Executive’s evaluation of performance in that regard.

A

Individual Performance

27
Q

is to set goals of the organization & then derive goals of group and individuals within the organization

A

Performance plan

28
Q

To channel everyone’s efforts towards organization objectives

A

Performance plan

29
Q

Building a development driven system means focusing everyone on what is important

A

PERFORMANCE PLANNING

30
Q

where we want to be

A

vision

31
Q

how we want to be

A

values

32
Q

PERFORMANCE PLANNING PROCESS

A

 Performance Planning
 Performance Monitoring
 Development Plans
 Performance Rating
 Rewards and Feedback

33
Q

A specialist discipline involving systematic observations to enhance performance and improve decision making, primarily delivered through the provision of objective statistical (Data Analysis) and visual feedback (Video Analysis)

A

PERFORMANCE ANALYSIS

34
Q

 Creating a valid and reliable record of performance by means of systematic observation that can be analyzed with a view to facilitating change
 Only 30-50% can be recalled after observing a live performance

A

PERFORMANCE ANALYSIS

35
Q

PERFORMANCE ANALYSIS CONCEPTS

A
  1. Time-space Diagrams (Micro)
  2. Queuing Theory (Macro)
  3. Fluid-flow Approximation (Macro)
  4. Simulation (Micro)
  5. Mathematical Programming (Macro)
36
Q

PERFORMANCE ANALYSIS PROCESS

A

 Measure Performance
 Analysis Weakness
 Correct Technique
 Source Drift & Games
 Practice

37
Q

BENEFITS OF PERFORMANCE ANALYSIS

A

 Reduced development and operating costs
 Manage and optimize current processes thereby resulting in more efficient and effective processes
 Reduces risk and increases safety and reliability
 Better software architecture designs
 More maintainable systems
 Enable NASA to handle more complex systems in the future
 Put the responsibility where it belongs from a organizational perspective - focuses accountability

38
Q

THE PHILOSOPHY BEHIND PERFORMANCE ANALYSIS

A

 Pick out Positives
 Pick out Negatives
 Find an Even Balance
 Find a Re-occurring Problem
 Work on the Problem in Training
 Remember this is a Tool for Education and Coaching

39
Q

Main achievement space

A

 KPA 1 JOINT PLANNING (visions, consultations, national IDPs, TFCA IDPs)
 KPA 2 LEGAL & INSTITUTIONAL ARRANGEMENTS (MoUs, treaties, legal entities)
 KPA 3 SUSTAINABLE FINANCING (financial sustainable
strategy, sustainable financial mechanisms)
 KPA 4 POLICY HARMONIZATION (waivers, exemptions, harmonized policies/procedures)
 KPA 5 SUSTAINING & RESTORING LANDSCAPE DYNAMICS
(ecosystem-based management)
 KPA 6 INTEGRATED MANAGEMENT (park-to-[ark, joint
operations)
 KPA 7 INTEGRATED DEVELOPMENT ( tourism, accessibility, cross-border products)
 KPA 8 BENEFIT FLOW MANAGEMENT (community
based/owned)

40
Q

PERFORMANCE PLANNING COMPONENTS

A
  1. Expectations & goal setting
  2. Leverage and build new capabilities
41
Q

 What is required in order to be successful in your job - understanding performance expectations and contributions for the future period
 What are we trying to achieve and how you can contribute - understanding the department and organization goals

A

Expectations & goal setting

42
Q

 Utilizing your existing strengths and capabilities to achieve the goals
 What new skills, knowledge and competencies will you
need to develop to be successful

A

Leverage and build new capabilities

43
Q

PERFORMANCE PLANNING - SETTING EXPECTATIONS

A

 SPECIFIC
 MEASURABLE
 ATTAINABLE
 RELEVANT
 TIMELY

44
Q

What is the desired outcome?

A

SPECIFIC

45
Q

How will you and your staff member know if the desired outcome has been achieved?

A

MEASURABLE

46
Q

Have you and your staff member discussed and reached consensus on the outcome?

A

ATTAINABLE

47
Q

Are the assignments relevant for the position? Are they aligned with department or organizational goals?

A

RELEVANT

48
Q
  • when will the result be achieved?
A

TIMELY

49
Q

OBJECTIVE OF PERFORMANCE ANALYSIS

A

 Demonstrate an exercise that uncovers how leaders make managerial decisions based upon data
 Identify barriers to effective analysis and reporting of PI data
 Share 2 data analysis/reporting educational tools targeted for staff
 Provide sample powerpoint slides for staff training; re:data analysis and process variability
 Discuss PI information needs of leadership

50
Q

BENEFITS OF PERFORMANCE PLANNING

A

 Routine
 Reward
 Cue

51
Q

employee works towards organization goals

A

Routine

52
Q

organization goals achieved & employee is rewarded

A

Reward

53
Q

communicate organization goals to employees

A

Cue

Performance Management System (4 decks)

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