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Chapter 8: Performance Management - Coggle Diagram
Chapter 8: Performance Management
PERFORMANCE MANAGEMENT
measuring performance
feeding back performance information
defining performance
THE PRACTICE PERFORMANCE MANAGEMENT
THE PROCESS OF PERFORMANCE MANAGEMENT
Step 3:
Provide support and ongoing performance discussions
Step 4:
Evaluate performance
Step 2:
Develop employee goals behavior, and actions to achieve outcomes
Step 5:
Identify improvements needed
Step 1:
Define performance outcomes for company division and department
Step 6:
Provide consequences for performance results
PURPOSE OF PERFORMANCE MANAGEMENT
ADMINISTRATIVE PURPOSE
DEVELOPMENTAL PURPOSE
STRATEGIC PURPOSE
PERFORMANCE MEASURE CRITERIA
RELIABILITY
ACCEPTABILITY
VALIDITY
SPECIFICITY
STRATEGIC CONGRUENCE
APPROACHES OF MEASURING PERFORMANCE
THE BEHAVIORAL APPROACH
Behavioral Observation Scales
Competency Models
Behaviorally Anchored Rating Scales
Evaluation of the Behavioral Approach
THE RESULTS APPROACH
Balanced Scorecard
Productivity Measurement and Evaluation System (ProMES)
Evaluation of the Results Approach
The Use of Objectives
THE ATTRIBUTE APPROACH
Mixed-Standard Scales
Evaluating the Attribute Approach
Graphic Rating Scales
THE QUALITY APPROACH
Evaluation of the Quality Approach
THE COMPARATIVE APPROACH
Paired Comparison
Evaluating the Comparative Approach
Forced Distribution
Ranking
CHOOSING A SOURCE FOR
PERFORMANCE INFORMATION
SELF
PEERS
CUSTOMERS
MANAGERS
SUBORDINATES
USE OF TECHNOLOGY IN PERFORMANCE MANAGEMENT
REDUCING RATER ERRORS, POLITICS, AND INCREASING
RELIABILITY AND VALIDITY OF RATINGS
Appraisal Politics
Calibration meetings
PERFORMANCE FEEDBACK
THE MANAGER’S ROLE IN AN EFFECTIVE
PERFORMANCE FEEDBACK PROCESS
Recognize Effective Performance through Praise
Focus on Solving Problems
Encourage the Employee to Participate in the Session
Focus Feedback on Behavior or Results, Not on the Person
Ask the Employee to Rate His or Her Performance before the Session
Minimize Criticism
Create the Right Context for the Discussion
Agree to Specific Goals and Set a Date to Review Progress
Feedback Should Be Given Frequently, Not Once a Year
WHAT MANAGER CAN DO TO DIAGNOSE PERFORMANCE PROBLEMS AND MANAGEMENT EMPLOYEE PERFORMANCE
DIAGNOSING THE CAUSES OF POOR PERFORMANCE
ACTIONS FOR MANAGING EMPLOYEES’ PERFORMANCE
DEVELOPING AND IMPLEMENTING A SYSTEM THAT FOLLOWS LEGAL GUIDLINES