Performance

Management Process
.
Prerequisite

Performance
planning

Performance
execution

Performance
assessment

Performance
review

Performance
renewal &
recontracting
1.Prerequisite

Knowledge of organization’s mission and

strategic goal
Knowledge of the job in question
Knowledge of organization’s mission and
strategic goal

Knowledge of organization’s mission and

strategic goal is a result of strategic planning
Strategic planning process may take place
after mission and vision statement
Constant interplay between mission and
vision and strategic planning
Strategic planning allow an organization to:
1. Clearly define its purpose
2. Reason for existing
3. Where want to be in future
4. Goals it want to be achieved
5. Strategies it will use to achieve these goals
 Organizational goal cascade downward
 Cascade continue downward until each
employees has set of goal compatible with
those of organization
Knowledge of job in question
Job analysis
Determine key component of job(activities, task,
product, services and process)
Job analysis is fundamental prerequisite of any
PMS
KSAs(knowledge, skill, ability)
Knowledge mean information needed to perform
the work
Skill acquired by having wok done in the past
Ability mean physical , emotional, intellectual,
psychological aptitude
Job analysis can be conducting using observation
Off the shelf questionnaire
Interviews
Data can be collected from job applicant
Data can be gathered from individuals
Responsible for creating new job
Supervise individual in new position
Review the information regarding frequency and
criticality
Job contact information is assessed through three
factors
1. Knowledge and skill
2. Problem solving
3. Accountability and end results
Some organization rated on following core
behaviour
1. Adaptability
2. Customer loyalty?
3. Building trust
4. Contributing to team trust
2. Performance planning
Employees should have thorough knowledge
of the performance management
Supervisor and employees meet to discuss
and agree upon what to be done and how it
should be done
Results
Behaviour
Development plan
Results
What need to be done
Outcome an employees must produce
Include key accountability or
Broad area job for which the employees is
responsible for producing results
Information typically obtained from the job
description
Behaviour
Employees may have control over how they
do their job but not over the results of their
behaviour
Sales person appraised on such behaviour
criteria as communication skill and product
knowledge
Behaviour include competencies based on
KSA
Development Plan
Supervisor and employees have to agree on
development plan
Identification of area
Need improvement
Setting goals to be achieved in each area
Include both behaviour and result
3. Performance execution
Employees strive to produce the results and
display the behaviours agreed upon earlier
Employees has primary responsibility and
ownership of this process
Employees responsibilities
Supervisor responsibilities
Employees responsibilities
Commitment to goal achievement : active
participation in process of setting goals
Ongoing feed back and coaching:
Proactive role soliciting performance
feedback and coaching from her supervisor
Communication with supervisor:
employees need to communicate openly and
regularly with supervisor
Employees responsibilities
Collecting and sharing performance
data: inform supervisor regarding results
and behaviour
Preparing for performance review:
1. Employees should not wait at the end of
review cycle approach to prepare for the
review
2. Employees should engage in an going and
realistic self appraisal
Supervisor responsibilities
Observation and documentation:
1. Observe and document performance on
daily basis
2. Keep track of both good and poor
performance
 Update:
1. Organization goal may change
2. Update and revise initial objective,
standards, and key accountability
Supervisor responsibilities
Feedback:
1. Feedback toward goals and coaching to improve
performance should be provide on regular basis
2. Provide before the review cycle is over
 Resources:
1. Supervisor should provide employees with
resources and opportunity
2. They should encourage participation in training,
classes and special assignment
3. Ensure employees have necessary supplies and
funding to perform job properly
Supervisor responsibilities
Reinforcement:
1. Employees must know their outstanding
performance is noticed by reinforcing effect
2. Enforce toward goals
3. Supervisor should provide feedback regarding
negative performance
4. How to remedy the observed problem
5. Observation and communication are not sufficient
6. Performance problem must be diagnose early
7. Appropriate steps must be taken as soon as the
problem is discovered
4. Performance Assessment
Employees and managers are responsible for
evaluating the extent to which the desired
behaviour have been display
Assessment wether desire results obtained
Many source can be used to collect
performance information
Most cases supervisor provide the
information
Evalution of the extent to which goals stated
in development plan have been achieved
4. Performance Assessment
Both employees and manager take ownership
of the assessment process
Manager fills out her appraisal form and
employees should also fill out his form
Both parties involvement in the assessment
provide good information to be used in review
phase
Participation increase productivity
Self appraisal reduce employees
defensiveness during appraisal process
5. Performance Review
Meeting between manager and employees to
review their performance
Meeting called as appraisal meeting
Review of past that is what was done and how it
was done
Employees receive formal feedback on his or her
performance
Manager uncomfortable providing performance
feed back particularly when performance is
deficient
6. Performance renewal and recontracting
Final stage of PM process
Identical to performance planning component
Uses the insights and information gained
from other phase
conclusion
Process is important for better performance
Cycle is not over after renewal and
recontracting stage
The process may start over again