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    The "How to" of Performance Management
    The "How to" of Performance Management
    The "How to" of Performance Management
    Ebook62 pages43 minutes

    The "How to" of Performance Management

    By Management Training Australia

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    About this ebook

    This book covers the essential aspects of Performance Management

    Chapter one – Making goals motivating
    Chapter two - Making goals “SMART”
    Chapter three - Consider all objectives
    Chapter four – Measuring subjective objectives
    Chapter five - Supervisor assessment
    Chapter six - Performance outcomes
    Chapter seven - Performance measures
    Chapter eight - Performance indicators
    Chapter nine - Setting other’s work priorities
    Chapter ten - Team objectives and goals
    Chapter eleven - Mutual accountability
    Chapter twelve – Fairness in rewards
    Chapter thirteen - Rewards and motivation
    Chapter fourteen – Maslow at work
    Chapter fifteen - Making reward motivation work

    LanguageEnglish
    PublisherWayne Back
    Release dateJan 2, 2015
    ISBN9781311195326
    The "How to" of Performance Management
    Author

    Management Training Australia

    Management Training Australia conducts development programs for managers to assist in personal and organisational development. We use diagnostics and assessments, training workshops, planning sessions and coaching sessions to bring development to where it is most needed. Our training includes:Building leadership stylesCareer developmentChange managementChanging organisational cultureCreating and casting visionCoaching peopleDeveloping performanceDeveloping leadership attributesDeveloping thinking skillsEffective communicationEmotional intelligenceExcellent customer serviceFacilitating innovationIncreasing your influenceLifting workgroup climateManaging a teamMotivating peopleOrganisational communicationPersonality stylesProject managementPublic speakingStrategic planningStress managementTalent managementTeam developmentTime management

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      Book preview

      The "How to" of Performance Management - Management Training Australia

      Performance Management

      Wayne Back

      Management Training Australia

      Copyright 2013 Management Training Australia

      All rights reserved. Except for the fair dealing exceptions of the Copyright Act, e.g. for the purposes of study, research, criticism or review, no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission.

      All inquiries about this book should be made to [email protected]

      Information about keynote speaking, workshops and other resources, go to www.mtaustralia.com

      Table of Contents

      Chapter one – Making goals motivating

      Chapter two - Making goals SMART

      Chapter three - Consider all objectives

      Chapter four – Measuring subjective objectives

      Chapter five - Supervisor assessment

      Chapter six - Performance outcomes

      Chapter seven - Performance measures

      Chapter eight - Performance indicators

      Chapter nine - Setting other’s work priorities

      Chapter ten - Team objectives and goals

      Chapter eleven - Mutual accountability

      Chapter twelve – Fairness in rewards

      Chapter thirteen - Rewards and motivation

      Chapter fourteen – Maslow at work

      Chapter fifteen - Making reward motivation work

      Chapter one – Making goals motivating

      The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark. - Michelangelo

      Teams that have an emphasis on measuring and improving their performance normally outperform those that don’t. People have greater motivation and buy-in when they know exactly what is required of them. They challenge mediocrity and set standards that are difficult yet attainable.

      Systems of performance management where the outcomes of our responsibilities are monitored and managed can motivate or demotivate, depending on the way the system is administered.

      To make performance management a beneficial process, remind yourself of the purpose of the system. If a supervisor has a desire to help a team member and liberate their potential then performance management invariably motivates. If a supervisor’s motivation is purely to make the person comply and achieve greater output measures, then it invariably demotivates.

      There are two purposes of setting standards that helps engagement of team members. They can have both a control and a motivating function. They have a control function when team goals are broken down so that each individual team member has specific goals to accomplish. To ensure performance, these goals are then periodically measured and performance improvement plans are put in place where necessary with the overall outcome that the team achieves its goals. This brings clarity to a person’s role.

      Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude. - Thomas Jefferson

      Standards are motivating when several factors are in place.

      The standards or goals should be ofappropriate difficulty. Goals that are

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