Sei sulla pagina 1di 11

Rocher carl sioson

What is Performance Management?

Performance management is the actual measurement of the


performance of an individual or group
Performance management is a corporate management tool that
helps managers monitor and evaluate employees' work.
Source: Investopedia

Performance Appraisal
Is the process by which someone evaluates an employee’s
work behaviors.
A performance appraisal is a regular review of an employee's
job performance and overall contribution to a company.

performance appraisal may serve many purposes.

FEEDBACK
It informs employees about their performance and behavior within
the team. ... It is commonly known that the feedback can be
positive or negative
Providing Feedback is primary use of Performance appraisal.

REWARDS
• Appraisal results are used to decide and justify rewards
allocation
• Organizational rewards are powerful incentives for improving
employee and work-group performance
• Rewards also can produce high levels of employee
satisfaction.
FORECAST

• The data produced by the performance appraisal system can


be used to forecast future human resource need.
• To plan for succession management and to guide other
human resource activities such as recruit, training and
development programs

PERFORMANCE APPRAISAL
Three most important issues who does the appraisals
• SUPERVISOR
problems often arise if the supervisor has incomplete or
distorted information about the employee's performance
• EMPLOYEE
using the employee as an evaluator.
• 360-degree
-The boss , The supervisor , The colleagues and
subordinates
FREQUENCY OF THE APPRAISAL
• Organizations usually conduct appraisals on a regular basis,
typically once a year
• Some organizations also conduct appraisals semiannually

MEASURING PERFORMANCE
The foundation of good performance management is correctly
identifying what should be measured and the selection of the
method for measuring it.

METHODS of measuring performance


• Graphic rating scales  A graphic rating scale is a
commonly used scale system for performance appraisals.
The scale typically features a Likert scale from 1-3, 1-5, and
so on
• Checklist - consists of a series of statements, both positive
and negative, that the evaluator answers "yes" or "no,"
checks if the employee exhibits that behavior.
• Behaviorally anchored rating scales  aims to combine the
benefits of narratives, critical incidents, and
quantified ratings by anchoring a quantified scale with
specific narrative examples of good, moderate, and poor
performance.
DEVELOPING TALENT

 focuses on how to develop employee skills and


competencies. Organizations provide learning opportunities
and tools for employees to advance their overall careers

COACHING AND MENTORING


 Coaching involves working with organizational members,
typically managers and executives, on a regular basis to
help them clarify their goals, deal with potential stumbling
blocks, and improve their performance.
 Mentoring involves establishing a relationship between a
manager or someone more experienced and another
organization member who is less experienced.

What Are the Goals ?


Career planning and development interventions provide the
appropriate resources tools, and processes necessary to help
organization members plan and attain their career objectives.
Career planning is concerned with individuals choosing jobs,
occupations, and organizations at each stage of their careers

Research suggests that employees progress through at least four


distinct career stages as they mature and gain experience. Each
stage has unique concerns, needs, and challenges.

The establishment stage (ages 21–26)


 This phase is the outset of a career when people are
generally uncertain and may be stressed about their
competence and potential. They are dependent on others,
especially bosses and more experienced employees, for
guidance, support, and feedback.

The advancement stage (ages 26–40)


 During this phase, employees become independent
contributors who are concerned with achieving and
advancing in their chosen careers.
The maintenance stage (ages 40–60)
 This phase involves leveling off and holding on to career
successes.
The withdrawal stage (age 60 and above)
 This final stage is concerned with leaving a career. It
involves letting go of organizational attachments and getting
ready for greater leisure time and retirement.
Managing Workforce Diversity
and Wellness
• Workforce diversity is a workforce consisting of a broad mix
of workers from different racial and ethnic background of
different ages and genders, and of different domestic and
national cultures.”. The mix of age, gender, race, sexual
orientation, disabilities, and culture and value orientations in
the modern workforce is increasingly varied. Management’s
perspectives, strategic responses, and implementation
approaches can help address pressures posed by this
diversity and leverage this resource for organization
effectiveness.

MANAGING WORK FORCE DIVERSITY


• Managing workforce diversity is defined as "planning and
implementing organizational systems and practices to
manage people so that the potential advantages of diversity
are maximized while its potential disadvantages are
minimized,
• Managing diversity focuses on maximizing the ability of all
employees to contribute to organizational goals.
• Create & maintain a positive work environment.

Work Diversity Dimensions and Interventions


 AGE - organization development interventions, such as
work design, wellness programs (discussed below), career
planning and development, and reward systems must be
adapted to these different age groups and demographic
cohorts.5 For the older employee, work designs can reduce
the physical components or increase the knowledge and
experience components of a job.
 GENDER –Work design, reward systems, and career
development are among the more important interventions for
addressing issues arising out of the gender trend. For
example, jobs can be modified to accommodate the special
demands of working mothers.
 RACE/Ethnicity - Race continues to be an important issue in
diversity interventions, especially as organizations work to
increase diversity among top leadership and board
members.
 Sexual Orientation - Diversity in sexual and affectional
orientation, including gay, lesbian, and bisexual individuals
and couples, increasingly is affecting the way that
organizations think about human resources.
 Disability - The organizational implications of the disability
trend represent both opportunity and adjustment. The
productivity of physically and mentally disabled workers
often surprises managers.
 Culture and Values - Cultural diversity has broad
organizational implications. Different
 cultures represent a variety of values, work ethics, and
norms of correct behavior. Not all cultures want the same
things from work,

EMPLOYEE STRESS AND WELLNESS INTERVENTIONS


• In the past two decades, organizations have become
increasingly aware of the relationship between employee
wellness and productivity.18 The American Stress Institute
(www.stress.org) estimates that job stress costs U.S.
business over $300 billion annually due to increased
absenteeism, employee turnover, diminished productivity,
medical, legal and insurance expenses, and workers’
compensation payments. Stress management and wellness
interventions, including EAPs, have grown because
organizations are interested in retaining a skilled workforce
and concerned for the welfare of their employees.
• Stress : refers to the reaction of people to their environment.
It can be positive or negative.
• Wellness: the various life/non work satisfaction enjoyed by
individuals, work /job related satisfaction and general health

OPEN DOOR POLICY


An open-door policy means every manager's door is open to
every employee. The purpose is to encourage open
communication, feedback, and discussion about any matter of
importance to an employee.
Employees can take their workplace concerns, questions, or
suggestions outside their own chain of command without
worrying.

Potrebbero piacerti anche