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Performance management and performance - Coggle Diagram
Performance management and performance
The nature of performance management and performance appraisal
Performance appraisal
One of the most important aspects of enhancing performance is performance appraisal
The process of evaluating the performance and assessing the development/training needs of an employee
Appraisal is a process: Assessed overall capabilities and potential of an employee To improve their performance
Appraisal has certain minimum requisites or parameters, including
at least 20 full-time non-managerial employees
minimum of one layer of professional management between the organization’s proprietor and operative staff
departmentalization (Individual departments have supervisors)
Features of performance management
Individual annual appraisal
Objective setting and review
Personal development plans
Career management and/or succession planning
Coaching and/or mentoring
Competence assessment
Performance related pay
Self-appraisal
Twice yearly/biannual appraisal
Continuous assessment
360-degree appraisal
Subordinate feedback
Rolling appraisal
Peer appraisal
Competence related pay
Team appraisal
Contribution related pay
Team pay
Appraisal in practice
In reality
Staff are being continually monitored and assessed by management in an informal manner
Much dependent on individual managers
How to optimize the current management: Ensuring that managers and employees meet formally and regularly to discuss performance and potentia
Why should organizations appraise people at work?
Identify training and development needs.
Identify potential
Increase motivation
Focus on career development and succession planning.
Provide feedback: advise or direct others on how they should do things.
Award salary increases/performance related pay
Improve current performance.
Evaluate the effectiveness of the selection process
Let individuals know what is expected of them
Set objectives
Reality
: there is much debate and concern (disgusting/ deadly disease/ contentious)
Manager dislike (Theory X &Y) => judgemental and ultimately de-motivating approach (1957)
1990s: employees and managers offered favourable rather than unfavourable views
Training help managers to appreciate the importance of appraisal + develop coaching skills
Training address some problems
• Prejudice, for example, sex or race discrimination
• Subjectivity and bias, especially with regard to rater bias
• Insufficient knowledge of the appraisee – so appraiser position is based on position in hierarchy, rather than any real knowledge of person’s job
• The ‘halo’ and ‘horns’ effect where managers rate employees on the basis of their personal relationships rather than by objective measure of their competencies and abilities
• The problem of context – the difficulty of distinguishing the work of appraisees
• from the context in which they work, especially when there is a degree of comparison with other appraisees
• What might be termed the ‘paradox of roles’ in terms of the conflation of judge and counsellor (mentor) role which can lead to confusion.
• The paperwork – overly bureaucratic and simply about form filling.
• The formality – for both appraiser and appraisee it can be an uncomfortable experience
• Outcomes are ignored.
• Everyone is ‘average or just above average
• Appraising the wrong features – too much stress on easily identifiable things like timekeeping, looking busy, being pleasant and so on
• ‘Recency bias’ leading to a tendency to base appraisals on the recent past, regardless of how representative it is of performance over the course of the previous year
Bach 2005
• orthodox critique: problems above could potentially be addressed by seeking to remedy the imperfections in the design and implementation of the appraisal system
• notes the emergence of more critical accounts of appraisal
• suggests that critical perspectives seek to highlight that it should not be assumed that clearer objectives and training of appraisers will necessarily yield satisfactory results
• important to recognize how, ‘the contested nature of appraisal, the specific managerial objectives sought, and the nature of the context in which it is applied, all have an important bearing on the impact of the appraisal process’
Holdsworth 1991: • ‘appraisal is a compulsively fascinating subject, full of paradoxes and love–hate relationships
Bratton and Gold: making judgements about an employee’s contribution, value/worth, capability and potential has to be considered as a vital relationship with employees
performance factors likely to be appraised:
● Attitude to work, expressed as enthusiasm, commitment and motivation.
● Quality of work on a consistent basis and attention to detail.
● Volume of productive output.
● Interaction, as exemplified in communication skills and ability to relate to other teams
Knowledge, ability and skill on the job.
Self-appraisal
the manner in which the appraisal process in a number of organizations increasingly expects employees to take greater ownership, ‘with employees assigned greater responsibility for establishing their own performance goals and for obtaining feedback on their performance
instead of employees’ being passive recipients of their line manager’s appraisal they are increasingly involved via some form of self-assessment
being more critical
approach employees are increasingly - a case of downwards
instances employees may draft their own performance reviews
Peer appraisal: with whom an individual has been working provide the assessment of performance
Upward appraisal: Managers are appraised by their staff
Customer appraisal:
which in part reflects the emergence and development of TQM and customer care programmes
one impact of these initiatives is that organizations are now increasingly setting employee performance standards based upon customer care indicators and appraising staff against these
how it can be gathered by a variety of means
Customer surveys
Range of surveillance techniques
Mystery’ or ‘phantom’ shopper
Multi-rater or 360-degree feedback
internal and external customers
self-assessment
Performance data is generated from a variety of sources, which can include the person to whom the individual being assessed reports, people who report to them, peers
felt to provide a more rounded view of people, with less bias
The practicalities: the appraisal form and interview
allow for a review of training and development needs
appraisal forms should contain provision for
job description
a detailed review of the individual’s performance against a set of job related criteria
an overall performance rating
general comments by a more senior manager
job title
comments by the employee
basic personal details, such as name, department, post, length of time in the job
final performance review, where an individual employee is assessed against their objectives (inputs and output )
‘good’ and constructive appraisal
Appraisees do most the talking.
● Appraisers listen actively to what they say.
● There is scope for reflection and analysis.
● Performance is analysed and not personality.
● The whole period is reviewed and not just recent or isolated events.
● Achievement is recognized and reinforced.
● Ends positively with agreed action plans
‘bad’ appraisal
Focuses on a catalogue of failures and omissions.
Is controlled by the appraiser.
Ends with disagreement between appraiser and appraisee.
Managing poor performance
Decide and agree on the action required
Providing coaching, training and guidance => Ensure changes can be made
Establish the reason(s) for the shortfall (avoid being crudely blaming)
Monitor and provide feedback (include self-management)
Identify and agree the problem: analysing feedback and getting agreement from the employee