lecture 4 pms

8/2/2019 Lecture 4 Pms

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PERFORMANCE

MANAGEMENTSYSTEM

Course Instructor: Ms. Hina Shahab

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Outline Lecture 4

Performance Management- Discussion

Role Profiles Developing role profiles

Defining key result areas

Defining technical competencies Defining behavioral competencies

Core values

Role profiles example

Assignment

Workflow Analysis Job Analysis

Job Design: Job Description, Job Specification, JobEvaluation

Assignment


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Performance Management planning

Discussion

Performance management helps people get into actionso that they achieve planned and agreed results(Armstrong, 2006;2010).

Performance management planning focuses on:

What has to be done?

How it should be done?

What is to be achieved?

Performance management planning is(equally)concerned with developing peoplehelpingthem to learnand providing them with the support theyneed to do well, now and in the future.


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Performance management planning-Discussion

Performance and development planning is carried outjointly by the manager and the individual. Thesediscussions should lead to an agreement on:

What needs to be done by both parties?

The starting point for the performance and developmentplans is provided by the role profile, which defines therequired:

Results, Knowledge, Skills and Behaviors. This providesthe basis for agreeing objectives and performancemeasures.

Performance and personal development plans arederived from an analysis of role requirements andperformance in meeting them.


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Role Profiles

The basis of the performance anddevelopment agreement is a role profile, whichdefines the role in terms of the key results

expected, what role holders are expected toknow and be able to do (technicalcompetencies), and how they are expected tobehave in terms of behavioral competenciesand upholding the organization core values.

Role profiles need to be updated every time aformal performance agreement is developed.


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Role Profiles

Role Profile comprises following:

Developing role profiles


Defining technical competencies

Defining behavioral competencies

Core values


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Developing role profiles

To develop a role profile it is necessary for theline manager and the individual to get togetherand agree key result areas, define what the role

holder needs to know and be able to do andensure that there is mutual understanding of thebehavioral competencies required and the corevalues the role holder is expected to uphold.


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To define key result areas individuals shouldbe asked by their manager to answerquestions such as:

What do you think are the most important thingsyou have to do?

What do you believe you are expected to achievein each of these areas?

How will you or anyone else know whether or notyou have achieved them?


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Defining technical competencies

To define technical competencies, i.e. what people needto know and be able to do, three questions need to beanswered:

To perform this role effectively, what has the roleholder to be able to do with regard to each of the keyresult areas?

What knowledge and skills in terms of qualifications,technical and procedural knowledge, problem-solving,

planning and communication skills etc. do role holdersneed to carry out the role effectively?

How will anyone know when the role has been carriedout well?


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Defining behavioral competencies

The usual approach to including behavioralcompetencies in the performance agreement isto use a competency framework developed for

the organization. The manager and theindividual can then discuss the implications of

the framework at the planning stage.


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Defining behavioral competenciesCont

The following is an example of a competenceframework:

Personal drivedemonstrate the drive to achieve,

acting confidently with decisiveness and resilience. Business awarenessidentify and explore business

opportunities, understand the business concerns andpriorities of the organization and constantly seek

methods of ensuring that the organization becomesmore business like.

Teamworkwork cooperatively and flexibly with othermembers of the team with a full understanding of therole to be played as a team member.


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Defining behavioral competenciesCont

Communicationcommunicate clearly and

persuasively, orally or in writing.

Customer focusexercise unceasing care in lookingafter the interests of external and internal customersto ensure that their wants, needs and expectationsare met or exceeded

Developing othersfoster the development ofmembers of his or her team, providing feedback,

support, encouragement and coaching.

Flexibilityadapt to and work effectively in differentsituations and carry out a variety of tasks.

Leadershipguide, encourage and motivate

individuals and teams to achieve a desired result.


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Core values

Increasingly, performance management is beingused by organizations to encourage people tolive the values. These values can include such

concerns as quality, continuous improvement,customer service, innovation, care andconsideration for people, environmental issuesand equal opportunity. Discussions held when

the performance agreement is being reachedcan define what these values mean as far asindividual behavior is concerned.


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Role ProfilesExample

An example of a role profile is shown below.

Role title: Database administrator

Department: Information systems

Purpose of role: Responsible for the developmentand support of databases and their underlyingenvironment.


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Role Profiles-Example

Key result areas:

Identify database requirements for all projects thatrequire data management in order to meet the

needs of internal customers. Develop project plans collaboratively with

colleagues to deliver against their database needs.

Support underlying database infrastructure.

Liaise with system and software providers to obtainproduct information and support.


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Able to:

Analyze and choose between options where thesolution is not always obvious.

Develop project plans and organize own workload ona timescale of 1-2 months.

Adapt to rapidly changing needs and priorities withoutlosing sight of overall plans and priorities.

Interpret budgets in order to manage resourceseffectively within them.

Negotiate with suppliers.

Keep abreast of technical developments and trends,bring these into day-to-day work when feasible andbuild them into new project developments.


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Behavioral competencies:

Aim to get things done well and set and meetchallenging goals, create own measures of excellenceand constantly seek ways of improving performance.

Analyze information from range of sources anddevelop effective solutions/recommendations.

Communicate clearly and persuasively, orally or inwriting, dealing with technical issues in a non-technical manner.

Work participative on projects with technical and non-technical colleagues.

Develop positive relationships with colleagues as thesupplier of an internal service.


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Assignment: Group Activity

Construct role profile for the role title:

HR Manager


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HR Management and Jobs

Dividing Work into Jobs

Work Effort directed toward producing or accomplishing results.

Job A grouping of tasks, duties, and responsibilities that

constitutes the total work assignment for an employee.

Approaches to Understanding Jobs

Workflow analysis

Job design Job analysis

Job descriptions and job specifications


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Workflow Analysis

Workflow Analysis

A study of the way work (inputs, activities, andoutputs) moves through an organization.

InputsPeople

Materials

Equipment

ActivitiesTasks and

Jobs

OutputsGoods and

Services

Evaluation


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Importance Of Job Design

Job Design

Organizing tasks, duties, and responsibilities intoa productive unit of work.

Person/job FitMatching characteristics of people with

characteristics of jobs.

Job Design

JobSatisfaction

JobPerformance

Physical andMental Health


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Job Characteristics Model


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Nature of Job Design

Job Enlargement

Broadening the scope of a job by expanding thenumber of different tasks to be performed.

Job Enrichment Increasing the depth of a job by adding the

responsibility for planning, organizing , controlling,and evaluating the job.

Job Rotation

The process of shifting a person from job to job.


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Using Teams in Jobs

Types of Teams

Special-Purpose Team

Organizational team formed to address specific problems,improve work processes, and enhance product and servicequality.

Self-directed Work Team

A team composed of individuals assigned a cluster of tasks,duties, and responsibilities to be accomplished.

Virtual Team

Organizational team composed of individuals who aregeographically separated but linked by communicationstechnology.


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Team Jobs

AdvantagesImproved productivity

Increased employeeinvolvement

More widespreademployee learning

Greater employee

ownership ofproblems

DisadvantagesRequires employees to

be group oriented

Not appropriate formost work inorganizations

Can be overused

Difficult to measureteam performance

Individualcompensationinterferes with teamconcept


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The Nature of Job Analysis

Job Analysis

A systematic way of gathering and analyzinginformation about the content, context, and the humanrequirements of jobs.

Work activities and behaviorsInteractions with others

Performance standards

Financial and budgeting impact

Machines and equipment used

Working conditions

Supervision given and received

Knowledge, skills, and abilities needed


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Job Analysis in

Perspective


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Two Types of Job Analysis1. Task Based, 2. Competency Based

TASK BASED Task

A distinct, identifiable work activity composed of motions

Duty

A larger work segment composed of several tasks that are performed byan individual

Responsibilities

Obligations to perform certain tasks and duties

COMPETENCY BASED Competencies

Individual capabilities that can be linked to enhanced performanceby individuals or teams.

Technical competencies

Behavioral competencies


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Stages in the JobAnalysis Process


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Job Analysis Process

Source: Fisher, Schoenfeldt, & Shaw (2006), Figure 4.1, p. 141


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Phase 1: Scope of the Project

Decide purposes of the job analysis project

How do you want to use the Job Descriptions?

Job design

Recruiting Selection

Performance appraisal

Training

Compensation

Decide which jobs to include in the jobanalysis project

Ph 2 M th d f J b


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Phase 2: Methods of JobAnalysis

Decide what data (information) is needed

At a minimum, for each job being analyzed, weneed data on:

Tasks & duties performed on the jobQualifications required by the job

Identify sources of job data

Job incumbents: observation, interview,

questionnaire

Supervisor of job: interview, questionnaire

Other sources


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Job Analysis Methods

Job AnalysisMethods

Questionnaires

Observation

Work SamplingDiary/Log

Interviewing

SpecializedJob Analysis

Methods

PAQMPDQ

ComputerizedJob Analysis


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Methods of Job Analysis

Observation Method

Analyst observes incumbent

Directly Videotape

Useful when job is fairly routine

Workers may not perform to expectations


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Interview Method

Individual

Several workers are interviewed individually The answers are consolidated into a single job

analysis

Group

Employees are interviewed simultaneouslyGroup conflict may cause this method to be

ineffective


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Questionnaires

Employees answer questions about the jobs

tasks and responsibilitiesEach question is answered using a scale that

rates the importance of each task


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Questionnaires (ctnd.)

Position Analysis Questionnaire (PAQ)

A structured, behavioral questionnaire 194 items in 6 categories

Information input

Mental processes

Work output

Relationships

Job context

Other characteristics


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Diary Method

Employees record information into diaries of theirdaily tasks

Record the time it takes to complete tasksMust be over a period of several weeks or months


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Technical Conference Method

Uses experts to gather information about job

characteristics


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Critical Incident Technique (CIT)

Takes past incidents of good and bad behavior

Organizes incidents into categories that match

the job they are related to Involves 4 steps


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CIT steps Brainstorm and create lists of dimensions of job

behaviors

List examples of effective and ineffectivebehavior for each dimension

Form a group consensus on whether eachincident is appropriately categorized

Rate each incident according to its value to thecompany

Phase 3: Data Collection &


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Phase 3: Data Collection &Analysis

Collect job data

Get the organization ready

Reduce sources of bias

Conduct effective interviews

Analyze the job data

Report results to organization

Write the job descriptions Periodically recheck the job data

Update & revise the job descriptions as needed


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Phase 4: Assessment

Evaluate the Job Analysis project

Continuous improvement: learn from bothsuccesses & mistakes to continuously get better

Did the project finish on-time and under-budget? If not, what went wrong? What would you do differently?

Did you collect the correct information?

What additional information would you collect if you did theproject over?

What information would you not collect?

Are the Job Descriptions being used as intended?

If not, whats missing to make them useful?


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Typical Areas Covered in a Job AnalysisQuestionnaire


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Purpose of Job Analysis

To conduct Job Description

To conduct Job Specification

To conduct Job Evaluation

Job Descriptions and Job


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Job Descriptions and Job

Specifications

Job DescriptionIdentification of the tasks, duties, and

responsibilities of a job

Job SpecificationThe knowledge, skills, and abilities (KSAs) an

individual needs to perform a job satisfactorily.

Performance Standards/ Evaluation

Indicator of what the job accomplishes and howperformance is measured in key areas of the jobdescription.


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Job Description Components

Identification Job title

Reporting relationships

Department

Location Date of analysis

General Summary

Describes the jobs

distinguishing responsibilitiesand components

Essential Functions andDuties

Lists major tasks, duties andresponsibilities

Job Specifications Knowledge, skills, and

abilities

Education and experience

Physical requirements

Disclaimer

Of implied contract

Signature of approvals


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Example Job Description and Specification

Job Title: Accounts Payable and Payroll Accountant

Job Description: Business Partner with Accounts Payable and PayrollDepartments to develop expense forecasts and commentary; prepare

accounts payable and payroll shared services; ensure inputs are postedweekly, perform account analysis/reconciliations of cash, liability andemployee loan accounts, submit routine reports to Corporate; identifyand implement process improvements relative to all responsibilitieslisted above

Job Specification: BS degree in accounting or finance, 2+ years ofaccounting or finance experience, sound knowledge of integral accountspayable and general ledger systems, working knowledge of HyperionSoftware, good communication skills, able to work independently at off-site location


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Sample Job Description (contd)


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Assignment:

Construct for the post of HR manager?

-Job Description

-Job Specification

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