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Chapter 9: Performance Management Skills - Coggle Diagram
Chapter 9: Performance Management Skills
9.1 Coaching
Coaching is a collaborative
Manager interacts with his
or her employees and takes an active role and interest in their performance
4 guiding principles that provide a good
framework for understanding successful coaching
A good coaching relationship is essential
The employee is the source and director of change
The employee is whole and unique
The coach is the facilitator of the employee’s growth
coaching involves the following functions:
Giving
advice
to help employees improve their performance
Providing employees with
guidance
so that employees can develop their skills and
knowledge appropriately
Providing employees
support
and being there only when the manager is needed
Giving employees
confidence
that will enable them to enhance their performance
continuously
Helping employees gain greater
competence
by guiding them toward acquiring
more knowledge
if want coaching helps turn feedback into results,coaches need to engage in the following
Establish development objectives
Communicate effectively
Motivate employees
Diagnose performance problems
Give feedback
Document performance
Develop employees
9.2 Coaching Styles
Driver - Coach tells the employee being coached what to do
Persuader - Coach tries to sell what she wants the employee to do
Amiable - Coach wants the employee to be happy and is not very assertive
Analyzer - Coach asks the employee to follow the rules and procedures when providing a recommendation
9.4 Performance Review Meetings
Possible types of formal meetings:
System Inauguration
Self-Appraisal
Classical Performance Review
Merit/Salary Review
Developmental Plan
Objective Setting
Merged Performance Review Meeting Components:
Explain the purpose of the meeting
Conduct self-appraisal
Share ratings and explain rationale
Discuss development
Ask employee to summarize
Discuss rewards
Hold follow-up meeting
Discuss approval and appeals process
Conduct final recap
To prevent/reduce defensive behaviors
Establish and maintain rapport
Be empathetic
Be open-minded
Observe verbal and nonverbal cues
Minimize threats
Encourage participation
9.3 Coaching Process
9.3.1 Observation and Documentation of Developmental Behavior and Outcomes
Constraints managers may experience:
Time - Managers may be too busy to observe and document an employee's behaviors.
Situation managers may be unable to observe employees as they engage in developmental activities
Activity - When the developmental activity is highly unstructured the manager may have to wait until the activity is completed to access whether it has been beneficial.
9.3.2 Giving Feedback
Most Effective Feedback Should Be
Specificity
Verifiability
Frequency
Consistency
Timeliness
Privacy
Consequences
Description first, evaluation second
Performance continuum
Pattern identification
Confidence in the employee
Advice and idea generation
It serves several important purposes
Develops competence
Helps build confidence
Enhances involvement
9.3.2.1 PRAISE
9.3.2.2 NEGATIVE FEEDBACK
Negative experiences in the past
Playing “god.”
Negative reactions and consequences
Need for irrefutable and conclusive evidence
9.3.3 Disciplinary Process and Termination
Several pitfalls
Pitfall 3: Performance standards are “unrealistic” or “unfair.”
Pitfall 4: Negative affective reactions
Pitfall 2: Failure to get the message through
Pitfall 5: Failure to consult HR
Pitfall 1: Acceptance of poor performance
The termination meeting are as follows
Wish the employee well
Send the employee to HR
Get right to the point
Have the employee leave immediately
Be respectful
Have the termination meeting at the end of the day