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Performance Management and Employee Development - Coggle Diagram
Performance Management
and Employee Development
PERSONAL DEVELOPMENTAL PLANS
Content of Developmental Plan
Developmental Activities
On-the-job training.
Courses
Self-guided reading.
Mentoring
Attending a conference.
Getting a degree.
Job rotation.
Temporary assignments.
Membership or leadership role in professional or trade organizations
Developmental Plan Objectives
Prepare employees for advancement.
Sustain performance in current job
Improve performance in current job
Enrich the employee’s work experience
DIRECT SUPERVISOR’S ROLE
He or she has a primary role in referring the employee to appropriate developmental activities that can assist the employee in achieving her goals.
The supervisor needs to provide reinforcements so the employee will be motivated to achieve the developmental goals
The supervisor needs to explain what would be required for the employee toachieve the desired performance level
Factors Promoting Successful
All employees have a plan (including managers from all levels in the organization).
All employees are entitled to developmental opportunities on an ongoing basis.
Managers are involved in the assessment of objective accomplishment andmonitor progress toward accomplishing developmental objectives
Managers are committed to the development of their employees and to helping their employees fulfill their career aspirations
The developmental plan becomes an integral part of the performance management system.
The performance of managers is evaluated, in part, based on how well they manage the developmental process for their employees.
360-DEGREE FEEDBACK SYSTEMS
Advantages
Improved self-perceptions of performance
Improved performance
Increased commitment to improve
Reduced “undiscussables"
Increased awareness of expectations
Decreased possibility of biases
Employees enabled to take control of their careers
Risk
Positive results only if individuals feel comfortable with the system and believe they will be rated honestly and treated fairly
Few raters are providing the information, say, two or three, it may be easy for the employee being rated to identify who the raters are
Raters may become overloaded with forms to fill out because they need to provide information on so many individuals
Negative feedback canhurt an employee’s feelings
Should not be a one-time-only event
Characteristics
Anonymity
Observation of employee performance
Feedback interpretation
Follow-up
Used for developmental purposes only (at least initially)
Avoidance of survey fatigue
Emphasis on behaviors
Raters go beyond ratings
Raters are trained