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Performance Measurement & Management (Measuring Job Performance…
Performance Measurement & Management
Performance improvement & management
Goal Setting
format & content of goals
specific goals, balance with development of abilities & competencies
mechanism by which goals are achieved
Direction of behaviour 2. Energising of behaviour 3. Goals affect persistence 4. Goals lead people to develop their approach to work
Moderators of the goals-performance relationship
Goal commitment, Feedback, Task Complexity
Satisfaction of individuals who achieve goals
Performance goals VS Learning goals
PGO vs LGO
Performance Feedback
should clearly communicate progress against objectives, serve a developmental purpose
leads to performance improvement when it informs a person of a necessary change in behaviour/ challenges assumptions about the best way to do work
Model of performance improvement resulting from feedback
Multi-source feedback (360-degree feedback)
practical components: rating instruments, raters, feedback process
Practical concerns
Performance Management Intervention
Coaching for Performance
*collaborative r/s betw coach & coachee, purpose of supporting coachee to attain professional/personal goals
Skills coaching, Performance coaching, developmental coaching
Disciplinary Processes
performance problems -> behavioural problems -> disciplinary cases
Importance of performance measurement & management
For an organisation to achieve its strategic goals, people in the organisation must perform in ways that contribute to them
the key process in translating strategy to individual behaviour is performance management
Burke-Litwin Model
2 tasks of performance management
Performance Measurement
Performance Improvement
Measuring Job Performance
Objective Measures of Performance
Sales figures, service duration, utilisation, results, production, quality (indirect)
Absence, safety record, tardiness/timekeeping (proxy)
limited as fail to tap into WHY some people perform better (focus: behaviour)
Models of Job Performance Behaviour
Task Performance
Job specific vs Non-job specific
Organisational Citizenship Behaviours
Altruism, courtesy, conscientiousness, sportsmanship & civic virtue
Competency Approach to Performance Measurement
Analyse job performance, and the skills, abilities and attributes underlying performance
job competencies are behaviourally defined
flexibility -> criticised for lack of structure & coherence
Assessment: judgement based on observation of individual's demonstration of behaviour associated with the competency
Universal approach vs strategic/contextual approach
Process of Performance Measurement: Appraisal
Survey items and rating scales
performance dimensions broken down, raters to indicate judgement about performance using specific rating scales
Improving rating scales and appraisal measures
Training, forced distributions, multiple raters, behavioural scale
Results-based appraisal
employee performance judged based on what they achieve rather than what they do
Management by Objectives (MBO): Set objectives and goals
Competency-based appraisal
uses competencies and their definitions to structure the assessment of employee performance