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Yanbu University College: Compensation & Performance Management HRM - 322

The document discusses measuring employee performance and behaviors. It defines accountabilities, objectives, and performance standards for measuring results. It also covers identifying competencies and indicators for measuring behaviors. Different measurement systems like comparative and absolute systems are described.

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68 views16 pages

Yanbu University College: Compensation & Performance Management HRM - 322

The document discusses measuring employee performance and behaviors. It defines accountabilities, objectives, and performance standards for measuring results. It also covers identifying competencies and indicators for measuring behaviors. Different measurement systems like comparative and absolute systems are described.

Uploaded by

saherhcc4686
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 16

YANBU UNIVERSITY COLLEGE

Women’s Campus

Compensation & Performance Management


HRM - 322

Module 3: Measuring Results & Behaviors


Course Facilitator: Shuana Zafar Nasir

© Yanbu University College


Measuring Results: Overview

• Determining Accountabilities
• Determining Objectives
• Determining Performance Standards

© Yanbu University College


Accountabilities, Objectives & Performance Standards-
Definitions

Accountabilities
 Broad areas of a job for which employee is
responsible for producing results
Objectives
 Statements of important and measurable
outcomes.
Performance Standards
 Yardstick used to evaluate how well
employees have achieved objectives
© Yanbu University College
Determining Accountabilities

 Collect information about job (Job Description)


 Determine importance of task or cluster of
tasks
– % of employee’s time spent performing task
– Impact on unit’s mission if performed inadequately
– Consequences of error (risk involved)

© Yanbu University College


Determining Objectives

 Purpose of establishing objectives is to identify


• Limited number of outcomes
• Highly important outcomes

– When achieved
• dramatic impact on overall organization success

© Yanbu University College


10 Characteristics of Good Objectives

1. Specific and Clear (easy to understand)


2. Challenging
3. Agreed Upon (between manager &
employees)
4. Significant/Important
5. Prioritized/Ordered/Ranked

© Yanbu University College


10 Characteristics of Good Objectives (continued)

6. Bound by Time (have deadlines)


7. Achievable/doable
8. Fully Communicated
9. Flexible (to meet changes in environment)
10. Limited in Number

© Yanbu University College


Determining Performance Standards
 Standards are designed to help people understand that to what
extent the objective has been achieved.

 Standards refer to various aspects like:


• Quality
– How well the objective is achieved
• Quantity
– How much, how many, has been achieved
• Time
– Due dates, schedule, how quickly the objective has been
achieved.

© Yanbu University College


Good Performance Standards: 6 Characteristics

1. Related to Position (key job elements)


2. Specific (unambiguous)
3. Practical to Measure (provide accurate
information about performance)
4. Meaningful/importance
5. Realistic and Achievable
6. Reviewed Regularly

© Yanbu University College


Measuring Behaviors: Overview

• Identify competencies
• Identify indicators
• Choose measurement system

© Yanbu University College


Identify Competencies

Measurable KSAs
– Knowledge
– Skills
– Abilities/Attitudes
That are critical in determining how results will
be achieved

© Yanbu University College


Types of Competencies
• Differentiating
– Distinguish between superior and average performer

• Threshold
– Everyone needs to display to do the job to a
minimally adequate standard.

© Yanbu University College


Identify Indicators

 To understand the extent to which the


employee possess a competency.
 Indicator is an observable behavior that gives us
information regarding the presence or absence
of competency.

© Yanbu University College


Comparative Systems
• Simple rank order: employees are ranked from best
performers to worst.
• Alternation rank order: Supervisor lists all employees,
and then selects best performer (#1), then the worst
performer, then the second best and then second worst,
and so forth.
• Paired comparisons: Supervisor compare the
performance of each employee against the performance
of all other employees
• Forced distribution: Intentionally put people in already
defined categories.
© Yanbu University College
Choose Measurement System

• Comparative system
– Compares employees with each other

• Absolute system
– Compares employees with pre-specified
performance standard

© Yanbu University College


THE END

© Yanbu University College Slide 16

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