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PERFORMANCE MANAGEMENT

MEASURING RESULTS AND BEHAVIORS

PERFORMANCE MANAGEMENT
Performance Management raises Awareness of the Pressures on the organization to Perform. Identifying and Establishing agreed Objectives to ensure that everyone is Aware of what is Expected of them and can relate their own efforts to organizational performance.

MEASURING RESULTS
If one adopts a Results Approach one needs to Ask the following key Questions: 1. KEY ACCOUNTABILITIES 2. EXPECTED OBJECTIVES 3. PERFORMANCE STANDARDS

MEASURING RESULTS
1. What are the different AREAS in which the individual is Expected to Focus Efforts ( KEY ACCOUNTABILITIES)

MEASURING RESULTS
2. Within each Areas What are the EXPECTED OBJECTIVES

3. How do we know How well the Results have been ACHIEVED? ( PERFORMANCE STANDARDS)

MEASURING RESULTS
1. KEY ACCOUNTABILITIES:
These are the broad Areas of a Job for which the employee is Responsible for producing Results.

They are Statements of important and Measurable Outcomes

2. OBJECTIVES:

MEASURING RESULTS
3. Performance Standards:
They are the YARDSTICKS used to Evaluate How well employees have Achieved each Objective. They provide Information on Acceptable and Measurable performance for example, regarding Quantity, Quantity, Cost, and Time.

MEASURING RESULTS: 1.DETERMINING ACCOUNTABILITIES

First Step to COLLECT the INFORMATION about the JOB. -Primary source is Job Description -The Tasks included in the JD can be grouped into Clusters of tasks based on their degree of Relatedness.

MEASURING RESULTS
Each of these Clusters or Accountabilities is a broad area of the job for which the employee is Responsible for producing Results. Once the Accountabilities are Identified we then need to determine their degree of Importance -Time spent, -If inadequately performed -If Significant consequence of error

MEASURING RESULTS: 2. Determining Objectives


Objectives help employees GUIDE their EFFORTS Objectives must have the following CHARACTERISTICS: SPECIFIC AND CLEAR; ( Cut travel cost by 20%) CHALLANGEABLE; (must not be impossible, should be reachable)

MEASURING RESULTS: Determining Objectives

AGREED UPON SIGNIFICANT PRIORITIZED

BOUND BY TIME

MEASURING RESULTS: Determining Objectives

ACHIEVEABLE FULLY COMMUNICATED FLEXIBLE

LIMITED IN NUMBER

MEASURING RESULTS:
3. Determining Performance Standards

Performance Standards are YARDSTICK designed to help people understand to what extent the Objective has been Achieved.
Standards can refer to various ASPECTS of a specific objective, including; QUALITY QUANTITY TIME. Each of these can be considered CRITERIA to be Used in Judging the extent to which an objective has been Achieved.

Determining Performance Standards

MEASURING RESULTS:

QUALITY:
Achieved.

HOW WELL the Objective has been

QUANTITY: How much has been Produced. How many, How Often, and at What Cost. TIME:

How Quickly, Due Dates, Acting upon


the Schedules-Time table,

Determining Performance Standards


Standards must include an -ACTION -DESIRED RESULT -DUE DATE -QUALITY or QUANTITY INDICATOR for example; Reduce Overtime from 150 hours/month to 50 hours/month by December 1, 2009 at a Cost not exceeding Rs.50,000. Minimum Performance Outstanding Performance

MEASURING RESULTS:

Determining Performance Standards


Following are Characteristics that often determine whether one has a useful standard or not: Related to Jobs Key Elements and Tasks and not on Individual Traits or Person to Person Comparisons. 2. Observable and Verifiable 3. Taking into account the Cost, Accuracy, and Availability of needed Data
1.

MEASURING RESULTS:

Determining Performance Standards


1.

MEASURING RESULTS:

Relevant to the Job, to the Achievement of the Mission and Objectives


Realistic and Achievable Reviewed Regularly

2. 3.

MEASURING BEHAVIORS
It includes Assessment of Competencies. Competencies are MEASURABLE CLUSTERS of Knowledge, Skills, and Abilities that are Critical in the Achievement of Results. Example: Dependability, Communication, Creative Thinking, and so on

MEASURING BEHAVIORS
Types of Competencies 1. DIFFERENTIATING
-They allow us to Distinguish between Average and Superior Performers.

2. THRESHOLD -those competencies that Everyone Needs to Display to Do the Job to a Minimally Adequate Standard.

MEASURING BEHAVIORS

Competencies should be defined in Behavioral Terms. Thus in order to understand to what extent employee Possesses a competency the INDICATORS are measured. Each INDICATOR is an Observable Behavior, that if Displayed shows that the competency is Present.

MEASURING BEHAVIORS
Thus we dont Measure Behavior Directly instead we measure Indicators that tell us whether the Competency is present or not. A Competency can have Several Indicators, for example; Competency -Communication 1. whether the teacher shows up in the class on preestablished dates and time.

2. whether the responses provided by him/her Addresses the questions of students

MEASURING BEHAVIORS
Competencies that define Good Leadership 1. Consideration: The degree to which the leader Looks after the Wel-being of his/her Followers.
2.

Initiating Structure: The degree to which the leader focuses on Task Responsibilities

MEASURING BEHAVIORS
Competencies that define Good Leadership Five Indicators of Consideration 1. Supports Subordinates 2. Asks about wel-being 3. Gets to Know about Employees Personally 4. Encourage Employees to reach their Goals 5. Shows Respect for employees Work and Home Lives.

MEASURING BEHAVIORS
DESCRIBING COMPETENCY 1. Definition 2. Description of Specific Behavioral INDICATORS that can be observed 3. What a Competency is NOT. (Specific Behaviors) 4. Suggestions for Developing it

Competency: CONSIDERATION
1.

MEASURING BEHAVIORS

2.

Definition: The degree to which leader shows Concern and Respect for the Followers INDICATORS or BEHAVIORS that can be observed when a leader is exhibiting consideration. i. ii iii iv v

MEASURING BEHAVIORS
3. Leaders who do not show consideration - may talk about Task Assignments repeatedly -no consideration of home lives of employees 4. How do leaders develop competency

In contrast to the measurement of Results, the measurement of Competencies is JUDGEMENTAL.

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