9/04/2019

INDIVIDUAL AND GROUP

PERFORMANCE
 A model of performance management
OD interventions: People and  Goal setting

process  Performance appraisal

 Reward systems.

INDIVIDUAL AND GROUP A Model of Performance Management

PERFORMANCE (CONT.)
• Goal Setting
– Interaction between managers and employees to
define behaviour
• Performance Appraisal
– Collecting and disseminating of performance data to
improve work outcomes
• Reward Systems
– Eliciting and reinforcing desired behaviours and
work outcomes
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Goal Setting Management by Objectives (MBO)

• Establishing challenging, but realistic, goals
• Involve the whole work group
• Goals are set participatively
• Goals are set jointly by manager and subordinates
• Clarifying goal measurement
• Action plans, criteria and yardsticks are
• Goals are specific and operationally defined established
• Resources for goal achievement are negotiated • Work progress and contract reviewed and adjusted
periodically
• Records of meetings are maintained

Common elements of the performance

Performance Appraisal appraisal process
• Performance appraisal is a feedback system
involving direct evaluation of individual or work
group performance by a supervisor, manager
or peers
• Most organisations use some kind of evaluation
system for performance feedback, pay
administration and, in some cases, counselling
and developing employees
• Evidence indicates that organisations do a poor
job in appraising employees
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Effect of Performance Appraisal Reward Systems: Effect on Performance

• The strongest research evidence suggests that • Six factors influencing efficacy of rewards
feedback is the most effective element of this – Availability
process – Timeliness
• Research further suggests that feedback with – Performance contingency
clear messages about behaviour change has a – Durability
very positive effect – Equity
– Visibility

Reward Systems Interpersonal Process Approaches

• Process Issues
– Who should be involved in designing and administering the  T-Groups
reward system?
 Process consultation
– What kind of communication should exist with respect to
rewards?  Third-party interventions
 Team building
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T-GROUPS (SENSITIVITY TRAINING)

T-GROUPS (CONT.)
T-groups are traditionally designed to provide • Results of T-groups
members with experiential learning about group
– Controversial approach
dynamics, leadership and interpersonal relations.
– Can show increased flexibility in role behaviour;
• Goals of T-groups more openness, receptivity and awareness;
– Understanding one’s own behavior more open communication; better listening skills
and less dependence on others
– Understanding the behaviour of others
– Understanding group processes
– Increased interpersonal diagnostic skills
– Transforming learning into action
– Self-analysis

PROCESS CONSULTATION Functional Roles of Group Members

• Process consultation is
– Activities ‘… that help the client perceive, understand and • Problem solving and decision making
act upon the process events which occur in the client’s
environment.’ (Schein,1987) – To identify problems and examine alternatives

• Designed to help to improve group processes by • Group norms and growth

working with individuals to develop their – Standards of behaviour and what is good or bad, allowed or
understanding of the processes involved in: forbidden

– Communication • Leadership and authority

– Functional roles – How different leadership styles can facilitate group
functioning
– Problem-solving and decision-making
– Group norms and growth
– Leadership and authority
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Basic Process Interventions When is process intervention appropriate?

• Process interventions • Most applicable when:
• Diagnostic and feedback interventions 1. The client has a problem but does not know its
• Coaching or counselling of individuals source or how to resolve it
or groups 2. The client is unsure of what kind of help or
consultation is available
• Structural suggestions
3. The nature of the problem is such that the client
would benefit from involvement in its diagnosis

When is process intervention appropriate? Third-Party Intervention

• Third-party intervention focuses on conflicts
4. The client is motivated by goals that the consultant between two or more people
can accept and has some capacity to enter into a • Conflict is inherent in groups and is neither good
helping relationship nor bad per se
5. The client ultimately knows what interventions are
most applicable • Conflict can enhance motivation and innovation
and mutual understanding
6. The client is capable of learning how to assess and
resolve his or her own problem
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AN EPISODIC MODEL OF CONFLICT A Cyclical Model of Conflict (Walton 1987)

• Occurs in cyclical stages (see Figure 7.3 overleaf)
• Four strategies for dealing with this:
– Prevent ignition of the conflict
– Set limits on the form of the conflict
– Help parties to develop coping strategies to deal with
the conflict
– Eliminate or resolve the underlying issue

Team Building Team-Building Activities

• Team building refers to a broad range of planned • Activities related to one or more individuals
activities
• Activities oriented to the group’s operations and
• Helps groups improve the way they behaviours
accomplish tasks
• Activities affecting the group’s relationship with the
• Helps group members enhance their interpersonal and rest of the organisation
problem-solving skills
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Factors Affecting Outcome of Team-

building Activities Organisation Process Approaches

• Length of time allocated to the activity  Organisation confrontation meeting

• Team’s willingness to look at the way  Intergroup relations intervention
it operates
• Length of time the team has been together  Large-group interventions.
• Permanence of the team

Organisation Confrontation Meeting

INTERGROUP RELATIONS INTERVENTIONS:
Process
RESOLVING INTERGROUP CONFLICT
Schedule the meeting
Create a master list
Create groups representing
multiple perspectives
• Convene to address issues within set time limits
Form problem-solving
groups • Groups work independently to answer questions
Set ground rules and clarify
Rank the issues and
opportunities, develop an • Groups discuss discrepancies and contributions
Groups identify problems action plan, specify timetable
and opportunities • Groups work to develop action plans for key areas

Provide periodic reports

Report out to the
to large group
large group
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Large-Group Interventions:
Steps for Implementation
• Prepare for the large-group meeting (search
conference)
• Conduct the meeting
• Follow-up on the meeting outcomes