pm-chap8

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Herman Aguinis, University of Colorado at DenverPrentice Hall Inc. © 2006

Performance anagement andPerformance anagement and

!m"loyee Develo"ment# $vervie%!m"loyee Develo"ment# $vervie%

• Personal Developmental Plans

• Direct Supervisor’s Role• 360-degree Feedback Systems

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&ta'e(olders in t(e Develo"ment Process&ta'e(olders in t(e Develo"ment Process

• mployees ! "elp plan t#eir o$n development

! %mprove t#eir o$n per&ormance

• 'anagers! "elp guide t#e process o& development

! Support success o& process

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PersonalPersonal Develo"mentalDevelo"mental PlansPlans

• Speci&y actions necessary to improve

per&ormance

• "ig#lig#t employee’s ! Strengt#s

! (reas in need o& development

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Personal Develo"mental Plans ans%er#Personal Develo"mental Plans ans%er#

• "o$ can % continuously learn and gro$ int#e ne)t year*

• "o$ can % do better in t#e &uture*

• "o$ can % avoid per&ormance problemso& t#e past*

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Personal Develo"mental Plans#Personal Develo"mental Plans#

$vervie%$vervie%

• Developmental Plan +b,ectives

• ontent o& Developmental Plan• Developmental (ctivities

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$verall Develo"mental Plan $)*ectives$verall Develo"mental Plan $)*ectives

• ncourage.! ontinuous learning

! Per&ormance improvement

! Personal gro$t#

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http://slidepdf.com/reader/full/pm-chap8 7/24Herman Aguinis, University of Colorado at DenverPrentice Hall Inc. © 2006

&"ecific Develo"mental Plan $)*ectives&"ecific Develo"mental Plan $)*ectives

• %mprove per&ormance in current ,ob• Sustain per&ormance in current ,ob

• Prepare employee &or advancement

• nric# employee’s $ork e)perience

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Content of Develo"mental PlanContent of Develo"mental Plan

• Developmental ob,ectives! /e$ skills or kno$ledge

! imeline

• "o$ t#e ne$ skills or kno$ledge $ill be ac1uired! Resources

! Strategies

• Standards and measures used to assess

ac#ievement o& ob,ectives

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Content of Develo"mental PlanContent of Develo"mental Plan

• 2ased on needs o& organiation and employee• #osen by employee and direct supervisor

• aking into account

! mployee’s learning pre&erences! Developmental ob,ective in 1uestion

! +rganiation’s available resources

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Develo"mental ActivitiesDevelo"mental Activities

+$n t(e *o)+$n t(e *o)

• +n-t#e-,ob-training

• 'entoring

• 4ob rotation• emporary assignments

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Develo"mental ActivitiesDevelo"mental Activities

In addition to +on t(e *o)In addition to +on t(e *o)

• ourses

• Sel&-guided reading

• 5etting a degree

• (ttending a con&erence

• 'embers#ip or leaders#ip role

! in pro&essional or trade organiation

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Direct &u"ervisors -ole#Direct &u"ervisors -ole#

• )plain $#at is necessary• Re&er employee to appropriate

developmental activities

• Revie$ make suggestions regardingdevelopmental ob,ectives

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Direct &u"ervisors -ole ongoing/#Direct &u"ervisors -ole ongoing/#

• #eck on employee’s progress• Provide motivational rein&orcement

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601degree eed)ac' &ystems601degree eed)ac' &ystems

ools to #elp employees

• %mprove per&ormance by using

• Per&ormance in&ormation

• 5at#ered &rom many sources! Superiors

! Peers

! ustomers! Subordinates

! #e employee

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601degree eed)ac' &ystems601degree eed)ac' &ystems

• (nonymous &eedback• 'ost use&ul $#en used

! For D78+P'/

! /+ &or administrative purposes

• %nternet used &or collecting data

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3ecessary organi4ational norms include#3ecessary organi4ational norms include#

• ooperation• +penness and trust

• %nput and participation valued

• Fairness

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$vervie% of 601degree eed)ac' &ystems$vervie% of 601degree eed)ac' &ystems

• (dvantages o& 360-degree Feedback Systems• Risks o& 360-degree Feedback Systems

• #aracteristics o& a 5ood 360-degree

Feedback System

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Advantages of 601degree eed)ac' &ystemsAdvantages of 601degree eed)ac' &ystems

• Decreased possibility o& biases• %ncreased a$areness o& e)pectations

• %ncreased commitment to improve

• %mproved sel&-perception o& per&ormance• %mproved per&ormance

• Reduction o& 9undiscussables’

• %ncreased employee control o& t#eir o$n careers

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-is's of 601degree eed)ac' &ystems-is's of 601degree eed)ac' &ystems

• :nconstructive negative &eedback #urts;• (re individuals com&ortable $it# t#e system*:ser acceptance is crucial;

• %& &e$ raters< anonymity is compromised;

• Raters may become overloaded;

• Stock values may drop;

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C(aracteristics of a 5ood 601degree eed)ac' &ystemC(aracteristics of a 5ood 601degree eed)ac' &ystem

• (nonymity

• +bservation o& employee

per&ormance

• (voidance o& survey

&atigue

• Raters are trained

• :sed &or developmental

purposes only

• mp#asis on be#aviors

• Raters go beyond ratings

• Feedback interpretation

• Follo$-up

pm-chap8

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