Performance

Management Process
Prerequisites

Performing
Planning

Performance
Execution

Performance
Assessment

Performance
Review

Performance
Renewal &
Reconstructing
 Prerequisites
 1. Knowledge of the organization's mission and strategic goals. (strategic planning)
 2. knowledge of the job in question. (job analysis) such as:
 What tasks need to be done.
 How they should be done
 What KSA are needed
 Job analysis helps to find out KSA– Knowledge, skills and abilities
Performance Planning

 The performance planning process, where

individual objectives are linked to organizational
goals, is the typical starting point of the cycle
and goal-setting usually occurs in line with
annual standard review cycles (Suutari and
Tahvanainen, 2002).
Performance Planning
 According to Aguinis (2007), below are the elements
that been look up during the performance planning
stage:
 1. Results
 Results includes:
 Accountability
 Objectives
 Performance Standards
 Accountability: area of a job for which employee is responsible for results.

 Objectives:– statement of important and measurable outcomes.

 Performance standards—yardstick used to evaluate how well employee have

achieved each objective.

 Example:
 Accountability for a professor: teaching and research
 Objectives: evaluation of teaching performance of 3 on pint 4 scale and publish
two articles in a journal (desired level)
 Performance Standard: teaching evaluation of 2 on point 4 scale and publish one
article. (minimum acceptable level)
2. Behavior

 How job is done?

 include competencies that is measurable cluster of KSAs.

3. Development Plan
 Supervisor and employee agree on a development plan.
 Identify areas that need improvement and setting goals to be achieved in
each area.
 Development plan includes both results and behaviors.
 Results include –key accountability, specific objectives for key
accountability (goals to be reached) and performance Standards
(constitutes acceptable and unacceptable levels of performance)

 Development includes a description of areas that need improving and

goals to be achieved in each area.
Performance Execution
 Employee participation doesn’t begin at the performance
execution stage, however employee need to have an active
input in the development of job description, performance
standards, and the creation of the rating forms.
 At the performance execution stage, the following factors must
be present:
From Employee Perspective From supervisor Perspective
1. Commitment to goal achievement Observation and documentation

Ongoing performance feedback and Updates

Coaching

Communication with supervisor Feedback

Collecting and sharing performance Resources

data

Preparing for Performance Reviews Reinforcement

Performance Assessment
 Includes an evaluation of the extent to which that goals stated in the
development plan have been achieved.
 Both employee and manger take ownership of the assessment process.
 Both manager and employee should fill out their appraisal form.
 Self appraisal would increase employee satisfaction with the performance
management system.
Performance Review
 Involves the meeting between employee & manager to
review their assessment.
 Performance review summarizes the employee's
contributions over the entire appraisal period which is
one year period.

 When doing performance review, each employee can

be placed into one of the three categories which are:
 • High Performer - Consistently exceeds standards,
proactively problem solves, takes appropriate initiative,
and is a positive influence on others as well as a good
role model.
 • Middle Performer - Meets standards, responds well to
others’ problem solving ideas, strives to do a good job
and may need more experience or coaching. May be
influenced either by the high or the low performer.
 • Low Performer - Does not consistently meet standards,
may respond to problems in a negative way. May not
recognize the need for performance improvement.
6 STEPS FOR CONDUCTING
PRODUCTIVE PERFORMANCE REVIEWS
 Identify what employee has done well & poorly
 Solicit feedback
 Discuss the implications of changing behaviors
 Explain how skills used in past achievements can help
overcome any performance problems
 Agree on an action plan
 Set a follow-up meeting & agree on behaviors, actions,
attitudes to be evaluated
Performance Renewal and
Recontracting
 Identical to performance planning component.
 Uses the insights gained from other phases of the
process.
 For example if some of the goals have been set
unrealistically high so setting up less ambitious goals for
the upcoming review period.