Perfomance Management
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Transcript of Perfomance Management
PERFOMANCE MANAGEMENT(Spencer & Spencer)
MARIA K.D. SAMBANGPRASATIA DESSY SAFRINAProgram MM-WM71
DEFINITION
PERFOMANCE MANAGEMENT
Plan perfomance
Coach/Manage
Appraise perfomance
Perfomance Appraisal:provides information for other
personnel function
PERFOMANCE APPRAISAL
Compensastion
Succesion planning
Dicipline Development
Career pathing
A generic Perfomance Management System (PMS)
Prerequisite step
Start of period
During period
End of period
Perfomance Management “Prerequisite Step”
Organisation strategy definition
Organisation objectives definition
Manager/work unit objective
definition
Perfomance Planning
Perfomance Managemen
t
Perfomance Appraisal
Start of period
During period
End of period
• Observe and document perfomance• “Coaching “ feedback• Revise work expectations as necessary• Provide development experiences• Reinforce effective behavior and progress toward goals
Perfomance Result vs. Job Expectation
Judging Coaching
Personal Function Application
compensation
Succesion planning
Dicipline
Perfomance vs. merit pay guidelines
Salary; bonus
Competencies vs. future job competency
requirements
Career track, promotion
compensation compensation
Formal & informal development
activities: training, mentoring, career
pathing disscusions
Job person match discussion,
development assignments
Competency – Based Perfomance Management Systems
Perfomance (pay for results)
Competence (pay for skill)
PM
Content “What “ of behavior “How of perfomance”
“Mixed model”/ “total PM”
Spesification
The specific quantitative monetary, productivity, or quality results, achived in the resent past.
Seeking more qualitative assesment
Combines planning, management, and appraisal of both perfomance results and competency behaviors.
Orientation Rewards Future and development
Both
Duration Short time frame: one year, past perfomance
Longer time frame: future perfomance in present and future jobs.
Organizational Issues
Job perfomance standarda and appraisal criteria are seen as unequal or unfair.
Perfomance appraisal is seen by managers and employees as a bureaucratic “paperwork” exercise that they don’t seriously.
Employee see nothing in the PMS for them.
Organizational Issues (cont.)
The perfomance management system has little impact on actual management.
The perfomance management system doesn’t reflect or reinforce the organization’s strategy,
Perfomance ratings are inflated.
“Mixed Model” perfomance plus competency PMS are particularly
appropriate for
Uncertain Enviroments, Qualitative/Process Service Jobs, Self Managing Teams, Jobs intended for development of
Future Perfomance Changing organizational strategy,
Focus, or Markets
Steps In Developing Competency – Based Perfomance Management
SystemIdentify
competencies required for
superior perfomance in the
future jobs.
Develop a “mix model” PMS
Train managers and employee in perfomance
management
THANK YOU