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CHAPTER 2 : PERFORMANCE MANAGEMENT PROCESS - Coggle Diagram
CHAPTER 2 :
PERFORMANCE MANAGEMENT PROCESS
Performance Planning: Results
SPECIFIC OBJECTIVES
Statement outcome ( Important & Measurable)
PERFORMANCE STANDARD
“Yardstick” to evaluate how well employees have achieved each objective
Information on acceptable and unacceptable performance, such as
quality, quantity , cost, time
KEY ACCOUNTABILITIES
Broad areas of a job for which
the employee is responsible
for producing results
PERFORMANE MANAGEMENT PROCESS
PREREQUISITES
Knowledge of the organization’s mission and strategic goals
Strategic planning
Purpose or reason for organization’s existence
Where organization is going
Organizational goals
Strategies for attaining goals
Knowledge of the job
Job analysis of key components
Activities
Tasks
Products
Services
Processes
KSA required ( Knowledge, Skills & Abilities)
SIX STEPS CONDUCTING PRODUCTIVE PERFORMANCE REVIEWS
Identify what the employee has done well and poorly
Solicit feedback
Agree on an action plan
Discuss the implications of changing behaviors
Set a follow-up meeting and agree on behaviors, actions, attitudes to be evaluated
Explain how skills used in past achievements can help overcome any performance problems
PERFORMANCE EXECUTION
Employee Responsibilities
Commitment to goal achievement
Ongoing requests for feedback and coaching
Communication with supervisor
Collecting and sharing performance data
Preparing for performance reviews
Manager Responsibilities
Observation and documentation
Updates
Feedback
Resources
Reinforcement
Multiple Assessments Are Necessary
Increase employee ownership
Increase commitment
Provide information
Ensure mutual understanding
Past
Behaviors and results
Present
Compensation to be received
Future
New goals and development plans
