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PERFORMANCE MANAGEMENT - Coggle Diagram

- - - - Competencies
    - - Areas of improvement
      - Goals to be achieved in each area
    - - Specific objectives
      - Performance standard
      - Key accountabilities
  - - - Job analysis
        
        Results: KSA required to do the job
    - - Mission and Vision
      - Strategic planning
- - - - Unit's Strategic Plan: Senior management will meet unit manager
        
        Goals
        
        Strategies
        
        Vision
        
        Mission
      - Job Description: involve in all employees
        
        KSAs
        
        Tasks
      - Organization's Strategic Plan: involve in all level of management
        
        Vision
        
        Goals
        
        Mission
        
        Strategies
      - Individual and Team Performance
        
        Behaviours
        
        Development Plan
        
        Results
  - - - External
      - Internal
      - SWOT Analysis
        
        Gap Analysis
  - - - Allocate resources to provide organization with competitive advantanges
    - - Process of describing organization's destination, assessing barriers, selecting approaches for moving forward
    - - Help organization prepare for the future
      - Enhance ability to adapt to enviromental change
      - Help define the organization's identity
      - Provide focus and allow for better allocation of resources
      - Produce an organizational culture of cooperation
      - Allow for the consideration of new options and opportunities
      - Provide employees with information to direct daily activities
- - - - A good coaching relationship is essential
      - The employee is whole and unique
      - The coach is the facilitator of the employee's growth
      - The employee is the source and director of charge
    - - Promote greater competence
      - Give confidence
      - Provide support
      - Provide Guidance
      - Give advice
    - - Establish developmental objectives
      - Communicate effectively
      - Motivate employees
      - Document performance
      - Give feedback
      - Diagnose performance problems
      - Develop employees
  - - - Sometimes providing direction
      - Sometimes persuading
      - Sometimes showing empathy
      - Sometimes paying close attention to rules and establish procedures.
  - - - System inauguration
      - Classical performance review
      - Self-appraisal
      - Merit or salary review
      - Objective setting
    - - Give at least 2 weeks notice
      - Block sufficient time
      - Arrange to meet in a private
      - Location without interruptions
- - - - Traditional pay: To reward employees for the position they fills as indicated by their JD
      - Contingent pay: also called pay for the performance . if not added to base pay. called: Variable pay
      - How CP plans help to improve motivation?
        
        Motivation = Expectancy x Instrumentality x Valence
    - - How to make rewards work
        
        Define and measure performance first and then allocate rewards
        
        Only use rewards that are available
        
        Make sure all employees are eligible
    - - Types of evaluation methods
        
        Ranking
        
        Classification
        
        Point
  - - - Performance management systems and legally sound, if they are fair
        
        Procedures are standardized
        
        Same procedures are used with all employees
    - - 6 important concept
        
        Employment-At-Will
        
        Negligence
        
        Defamation
        
        Mispresentation
        
        Adverse Impact
        
        Illegal discrimination
    - - Laws prohibiting discrimination based on:
        
        Race or Ethnicity
        
        Sex
        
        Religion
        
        National origin
        
        Age
        
        Disability status
        
        Sexual orientation
      - Characteristics of legally sound PM systems
        
        Organization
        
        Management
        
        Employees
- - - - Differentiating
      - Threshold
    - - Observable behaviour
    - - Comparative system
        
        Paired comparisons
        
        Relative percentile
        
        Alternation rank order
        
        Forced distribution
        
        Simple rank order
      - Absolute system
        
        Behaviour checklist
        
        Critical incidents
        
        Essays
        
        Graphic rating scales
- - - - Classical performance review
      - Merit/Salary Review
      - Self-appraisal
      - Developmental plan
      - System inauguration
      - Objective setting
  - - - Intentional errors
      - Unintentional errors
    - - Motivations for Rating Inflation
      - Motivations for Rating Deflation
  - - - Simplicity
  - - - Motivation
      - Identifying, observing, recording & evaluating performance
      - Information
      - How to interact with employees when they receive performance information
- - - - Rater error Training
      - Frame of reference training
      - Behavioral observation
      - Self-leadership training
    - - Information
      - Identify, Observing, Recording, Evaluation
      - How to interact with employees
  - - - Gain information from potential participants
      - Learn about difficulties
      - Collect recommendation
      - Understand personal reaction
      - Get early buy-in
      - Get higher rate of acceptance
    - - Roll out test version with sample group
      - Fully implement planned system
- - - - Overall objectives
      - Specific objectives
    - - Developmental objectives
      - How the new skills or knowledge will be acquired
      - Standards and measures used to assess achievement of objectives
      - Based on needs of organization and employee
      - Chosen by employee and direct supervisor
      - Taking into account
    - - On-the-job training
      - Mentoring
      - Job rotation
      - Temporary assignments
      - Courses
      - Self-guided reading
      - Getting a degree
      - Attending a conference
      - Membership or leadership role
  - - - Superiors
      - The employee
      - Subordinates
      - Customers
      - Peers
    - - Decreased possibility of biases
      - Increased awareness of expectations
      - Increased commitment to improve
      - Improved self-perception of performance
      - Improved performance
      - Reduction of 'undiscussables'
      - Increased employee control of their own careers
    - - Unconstructive negative feedback hurts
      - Are individuals comfortable with the system?
      - If few raters, anonymity is compromised
      - Raters may become overloaded
      - Data is collected only once
    - - Anonymity
      - Observation of employee performance
      - Avoidance of survey fatigue
      - Raters are trained
      - Used for developmental purposes only
      - Emphasis on behaviors
      - Raters go beyond ratings
      - Feedback interpretation