Please enable JavaScript.
Coggle requires JavaScript to display documents.
Performance Management :silhouettes: - Coggle Diagram
Performance Management
:silhouettes:
TOPIC 2
PERFORMANCE MANAGEMENT PROCESS
PERFORMANCE PLANNING
BEHAVIORS
DEVELOPMENT PLAN
DEVELOPMENT PLAN
BEHAVIOURS
RESULTS
RESULTS
SPECIFIC OBJECTIVES
PERFORMANCE STANDARDS
KEY ACCOUNTABLITIES
PERFORMANCE EXECUTION
RESOURCES
REINFORCEMENT
FEEDBACK
UPDATES
OBSERVATION AND DOCUMENTATION
PREREQUISITES
KNOWLEDGE OF THE ORGANISATION'S MISSION AND STRATEGIC GOALS
STRAREGIC PLANNING
MISSION AND VISION
KNOWLEDGE OF THE JOB IN QUESTION
PROCESS OF DETERMINING KEY COMPONENTS OF THE JOB
PRODUCTS
SERVICE
TASKS
PROCESSES
ACTIVITIES
PERFORMANCE ASSESSEMT
SELF-ASSESSMENT
OTHER RESOURCES
MANAGER ASSESSMENT
PERFORMANCE REVIEW
PRESENT
COMPENSATION TO BE RECEIVED
FUTURE
NEW GOALS AND DEVELOPMENT PLANS
PAST
BEHAVIORS AND RESULTS
PERFORMANCE RENEWAL & RECONTRACTING
TOPIC 3
PERFORMANCE MANAGEMENT AND STRATEGIC PLANNING
STRATEGIC PLANNING
GOAL
ALLOCATE RESOURCES TO PROVIDE ORGANIZATION WITH COMPETITIVE ADVANTAGE
PURPOSE
HELP ORGANIZATION PREPARE FORTHE FUTURE
ENHANCE ABILITY TO ADAPT TO ENVIRONMENTAL CHANGE
HELP DEFINE THE ORGANIZATION'S IDENTITY
PROVIDE FOCUS AND ALLOW FOR BETTER ALLOCATION OF RESOURCES
PRODUCE AN ORGANIZATIONAL CULTURE OF COOPERATION
ALLOWS FOR THE CONSIDERATION OF NEW OPTIONS AND OPPORTUNITIES
PROVIDE EMPLOYEES WITH INFORMATION TO DIRECT DAILY ACTIVITIES
DEFINATION
ASSESSING BARRIERS
SELECTING APPROACHES FOR MOVING FORWARD
DESCRIBING ORGANIZATION'S DESTINATION
ENVIRONMENT ANALYSIS
ENVIRONMENTAL ANALYSIS
O PPORTUNITIES
W EAKNESSES
S TRENGTHS
T HREATS
MISSION
PRIMARY MARKET/CUSTOMER GROUPS
UNIQUE BENEFITS AND ADVANTAGES OF PRODUCT/SERVICES
BASIC PRODUCT/ SERVICE TO BE OFFERED
TECHNOLOGY TO BE USED IN PRODUCTION OR DELIVERY
CONCERN FOR SURVIVAL THROUGH GROWTH AND PROFITABILITY
VISSION
VERIFIABLE
BOUND BY TIMELINE
BRIEF
CURRENT
FOCUSED
UNDERSTANDABLE
INSPIRING
A STRETCH
GOALS
PROVIDE TANGBLIE TARGETS
PROVIDE BASIC FOR GOOD DECISIONS
PROVIDE MOTIVATION
PROVIDE BASIC FOR PERFORMANCE MEASUREMENT
FORMALIZE EXPECTED ACHIEVEMENTS
STRATEGIES
TURNAROUND
STABILITY
SURVIVAL
INNOVATION
GROWTH
LEADERSHIP
6 CHOICES IN PERFORMANCE MANAGEMENT SYSTEM DESIGN
TEMPORAL DIMENSION
LEVEL OF CRITERIA
PARTICIPATION
SYSTEM ORIENTATION
CRITERIA
REWARDS
TOPIC 6
GATHERING PERFORMANCE INFORMATION
APPRAISAL PERIOD AND NUMBER OF MEETINGS
ANNIVERSARY DATE
FISCAL YEAR
WHO SHOULD PROVIDE PERFORMANCE INFORMATION?
SUBORDINATES
SELF
PEERS
CUSTOMER
SUPERVISORS
DETERMINING OVERALL RATING
JUDGMENTAL STRATEGY
MECHANICAL STRATEGY
A MODEL OF RATER MOTIVATION
TYPES OF RATING ERROERS
INTENTIONAL ERRORS
UNINTENTIONAL ERRORS
CHARACTERISTICS OF APPRAISAL FORMS
COMPREHENSIVENESS
DEFINITIONAL CLARITY
ADAPTABILITY
COMMUNICATION
DESCRIPTIVENESS
TIME ORIENTATION
RELEVANCY
SIMPLICITY
PREVENTING RATING DISTORTION THROUGH RATER TRAINING PROGRAM
IDENTIFYING, OBSERVING, RECORDING AND EVALUATING PERFORMANCE
MOTIVATION
HOW TO INTERACT WITH EMPLOYEES WHEN PERFORMANCE INFORMATION RECEIVED
INFORMATION
TOPIC 8
IMPLEMENTING A PERFORMANCE MANAGMENT SYSTEM
TRAINING PROGRAMS
INFORMATION
IDENTIFYING, OBSERVING, RECORDING, EVALUATING
HOW TO INTERACT WITH EMPLOYEES
PREPARATION
PILOT TESTING SYSTEM
SYSTEM TO BE TESTED
RESULT S USED TO FIX GLITCHES
APPEALS PROCESS
COMMUNICATION PLAN
REGARDING PM SYSTEM
INCLUDING APPEAL PROCESS
TRAINING PROGRAMS
TO OBSERVE/ EVALUATE/ GIVING FEEDBACK
ONGOING MONITORING AND EVALUATION
HOW TO EVALUATE SYSTEM EFFECTIVENESS
HOW TO MEASURE IMPLEMENTATION
HOW TO MEASURE RESULTS
COMMUNICATION PLAN
WHAT IS PERFORMANCE MANAGEMENT?
HOW DOES PERFORMANCE MANAGEMENT FIT IN OUR STRATEGY
WHAT'S IN IT FOR ME?
HOW DOES IT WORK?
WHAT ARE OUR ROLES AND RESPONSIBILITIES?
HOW DOES PERFORMANCE MANAGEMENT RELATE TO OTHER INITIATIVES?
APPEALS PROCESS
JUDGEMENTAL
ADMINISTRATIVE
PILOT TESTING
PROVIDE ABILITY TO
DISCOVER POTENTIAL PROBLEMS
FIX THEM
TOPIC 11
PERFORMANCE MANAGEMENT AND EMPLOYEE DEVELOPMENT
DIRECT SUPERVISOR'S ROLE
EXPLAIN WHAT IS NECESSARY
REFER EMPLOYEE TO APPROPRIATE DEVELOPMENTAL ACTIVITIES
REVIEW AND MAKE SUGGESTIONS REGARDING DEVELOPMENTAL ACTIVITIES
CHECK ON EMPLOYEE'S PROGRESS
PROVIDE MOTIVATIONAL REINFORCEMENT
360- DEGREE FEEDBACK SYSTEMS
PEERS
SUBORDINATES
THE EMPLOYEE
CUSTOMERS
SUPERIORS
PERSONAL DEVELOPMENT PLANS
CONTENT DEVELOPMENT PLAN
HOW THE NEW SKILLS OR KNOWLEDGE WILL BE ACQUIRED
STANDARDS AND MEASURE USED TO ACCESS ACHIEVEMENT OF OBJECTIVES
DEVELOPMENT OBJECTIVES
BASED IN NEEDS OF ORGANIZATION AND EMPLOYEE
CHOSEN BY EMPLOYEE AND DIRECT SUPERVISOR
TALING INTO ACCOUNT
DEVELOPMENT ACTIVITIES
COURSES
SELF-GUIDED READING
TEMPORARY ASSIGNMENTS
GETTING A DEGREE
JOB ROTATION
ATTENDING CONFERENCE
MENTORING
MEMBERSHIP OF LEADERSHIP ROLE
ON-THE-JOB TRAINING
DEVELOPMENT PLAN OBJECTIVE
SPECIFIC OBJECTIVES
OVERALL OBJECTIVES
TOPIC 12
PERFORMANCE MANAGMENT SKILLS
COACHING STYLES
PERSUADER
ANALYZER
DRIVER
AMIABLE
COACHING PROCESS
SET DEVELOPMENTAL GOALS
IDENTIFY DEVELOPMENTAL RESOURCES & STRATGIES
IMPLEMENT STRATEGIES
OBSERVE AND DOCUMENT DEVELOPMENTAL BEHAVIOR
GIVE FEEDBACK
COACHING
MAJOR COACHING FUNCTIONS
PROVIDE SUPPORT
GIVE CONFIDENCE
PROVIDE GUIDANCE
PROMOTE GREATER COMPETENCE
GIVE ADVICE
KEY COACHING BEHAVIORS
COMMUNICATE EFFITIVELY
MOTIVATE EMPLOYEES
ESTABLISH DEVELOPMENTAL OBJECTIVES
DOCUMENT PERFORMANCE
GIVE FEEDBACK
DIAGNOSE PERFORAMCNE PROBLEMS
DEVELOP EMPLOEES
PERFORMANCE REVIEW MEETINGS
TYPES OF FORMAL MEETINGS
SELF-APPRAISAL
MERIT / SALARY REVIEW
DEVELOPMENT PLAN
OBJECTIVE SETTING
CLASSICAL PERFORMANCE REVIEW
SYSTEM INAUGURATUON
TOPIC 13
REWARD SYSTEM AND LEGAL ISSUES
REWARD SYSTEM
TRADITIONAL PAY
CONTINGENT PAY
TRADTIONAL CULTURE
INVOLVEMENT CULTURE
LEGAL ISSUES
LEGAL PRINCIPLES AFFECTING PERFORMANCE MANAGEMENT
DEFAMATION
MISREPRESENTATION
NEGLIGENCE
ADVERSE IMPACT
EMPLOYMENT-AT-WILL
ILLEGAL DISCRIMINATION
REWARD INCLUDE:
RESPONSIBILITY
FREEDOM
CHALLENGE
RELANTIONSHIP
TRUST & RESPECT
TIME
STATUS
RECOGNITION PUBLIC/ PRIVATE
PAY
TYPES OF EVALUATION METHODS
CLASSIFICATION
POINT
RANKING
LAWS AFFECTING PERFORMANCE MANAGEMENT
NATIONAL ORIGIN
AGE
RELIGION
DISABILITY STATUS
SEX
SEXUAL ORIENTATION
RACE OR ETHNICITY
TOPIC 5
MEASURING RESULTS AND BEHAVIORS
MEASURING RESULTS
ACCOUNTABILITIES
DETERMINING ACCOUNTABILITIES
DETERMINE DEGREE OF IMPORTANCE OF EACH ACCOUNTABILITY
COLLECT INFORMATION ABOUT JOB
PERFORMANCE STANDARDS
DETERMINING PERFORMANCE STANDARDS
INDICATOR
ACTION/ VERB
DESIRED RESULT
DUE DATE
OBJECTIVES
DETERMINING PERFORMANCE STANDARS
PRACTICAL TO MEASURE
MEANINGFULREALISTIC AND ACHIEVABLE
CONCRETE, SPECIFIC, MEASURABLE
REVIEWED REGULARLY
RELATED POSITION
MEANINGFUL
MEASURING BEHAVIORS
IDENTIFY COMPETENCIES
THRESHOLD
DIFEFERENTIATING
IDENTIFY INDICATORS
S
KILLS
K
NOWLEDGES
A
BILITIES
TYPES OF MEASUREMENT SYSTEM
Comparative System
Absolute System
MEASURING PERFORMANCE
USEFULNESS ( quantifiable )
PRACTICALITY ( time and effort )