performance management systems- abhilash
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In general, P.M is defined as the systematicprocess for improving organizationalperformance by developing the performanceof individuals and teams.
According to Armstrong and Baron, P.M is astrategic and integrated approach todelivering sustained success to organizationby improving the performance of the people
who work in them and by developing thecapabilities of team and individual contributors
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Actual Performance
Improved Performance
Low Performance Coaching, Counseling
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To align individual and organizationalobjectives
To improve organizational performance
To improve individual performance
To provide the basis for personaldevelopment
To develop a performance cultureTo inform contribution/performance
pay decisions
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Gordon Goal Setting theory:
Setting goals at work can help a manageeincorporate ways to meet his personaland professional needs, there byoptimizing goal congruence between aindividual and the organization is highly
required. Research confirms that goalsetting improves managee performanceat all levels in all kinds of organisation.
Goals vary in 3 dimensions Specificity
Difficulty
Acceptance
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Ten Commandments of SuccessfulPerformance Management
1. Successful performance management is no
longer an optional extra2. Successful performance management meansaccepting and embracing change rather thanholding it at arm's length
3. Successful performance management is acontinuous process, rather than a one-off project
4. Performance management is a 'people centered'
activity5. Successful performance management is donewith people, not TO them
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6. Successful performance management measuresare credible and understandable
7. Successful performance management is drivenby the gap between where you are now and whereyou want to be
8. Successful performance management measures
are about efficiency, effectiveness and adaptability.
9. Successful performance management usestechniques that are relevant and effective - and
uses them well
10. The ultimate judge of your performancemanagement is the customer - and they deserve tobe delighted.
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Traditional Feedback vs. 360 Deg. Feedback
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360-degree feedback is defined as Thesystematic collection and feedback ofperformance data on an individual orgroup derived from a number ofstakeholders in their performance.
It is an assessment process usedto improve managerial
effectiveness by providing themanager with a more completeassessment of their effectiveness
and their performance and
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It is suitable for a non hierarchical,flexible organization.
It assists managers with limited
knowledge of performance afterrestructuring.
It reflects value that wider groups
should have input into performancemanagement.
It is seen as best practice.
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Step 1: The
Questionnaire Leadership
Team Player
Com.SkillsOrg. Skills
Decision Making
Adaptability Expertise
Vision
Step 2: Ratings
1-2 : Least Skilled
3-4: Not a Strength
5-6: Appropriate
Skill
7-8: A Strength Skill
9-10: An Exceptiona
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Step 3: DataProcessing
Questionnaires arenormally processed
with s/w internally.Orgiven to externalsuppliers who are
specially for analyzingand delivering results.
Step 4:Feedback
- Individual
- Manager
- Anonymous ? ?
- Culture plays arole
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Step 5: Action
Action will depend on thepurpose
Development - IndividualsAppraisal - Managers
Pay - H.R
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Define objectives
Decide on recipients
Decide who will give the feedback
Decide the areas of work and behavior onwhich feedback will be given
Decide the method of collecting the data
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Decide data analysis andpresentation
Plan an initial implementationprogramme
Analyse the outcome of the pilotscheme
Plan and implement full programme
Monitor and evaluate
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R i f i
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Reinforcing
Rounded view of Performance
Identifying key development areas
Raising Self Awareness
Continuous Improvement
Improved Morale
Acceptance Of Results
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No Openness
Excessive Stress
Lack Of Action
Overdependence
Too Much Of Bureaucracy
Incapability and Lack Of Skill Of Managers
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Support from Management
Commitment
Determination as a tool for development
Questionnaire reflects all aspects
Fair Follow up process
Transparency
Be trained in how to facilitate a 360 process.
CRITERIA FOR SUCCESS
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Don't force it on people
Explain what it is, what it does, how it's
used, and its' benefits to all concerned,continually
Emphasize confidentiality
Disconnect it from any compensationdecisions (raises, bonuses, etc.) - make itdevelopmental
Provide information on its purpose and
process to assessorsConduct structured feedback workshops for
feedback recipients
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Spend time with those people having difficultywith their feedback
Know the instrument you're using thoroughly
Provide seamless coordination and support fordistributing and collecting the assessmentinstruments.
Make sure your vendor provides back-upsupport in case problems occur with theinstruments or the process.
Align your 360 process with the organization's
culture, procedures, and practices. Supportand reinforce it.
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