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Presented byPresented bythe Office of Human Resourcesthe Office of Human Resources

Performance AppraisalsPerformance Appraisals

and theand thePerformance Management ProcessPerformance Management Process

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ObjectivesObjectives Performance Management

Performance Conversations

Goal Setting

Performance Appraisals

Legal Considerations

Progressive Discipline Resources

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An iterative process of observation andAn iterative process of observation and

communication to support, retain and developcommunication to support, retain and develop

exceptional employees for organizational success.exceptional employees for organizational success.

Performance ManagementPerformance Management

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OngoingOngoing

Develops future performanceDevelops future performance

LongLong--termterm

Clear objectivesClear objectives

Focus on behaviorFocus on behavior

Incremental progressIncremental progress

TwoTwo--way communicationway communication

Performance ManagementPerformance Management

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Why ManageWhy ManagePerformance?Performance?

People want to feel what they do adds value andPeople want to feel what they do adds value and

understand their contribution to the teamunderstand their contribution to the team

Curb or redirect non-productive activities

Encourage and reward behaviors that are alignedEncourage and reward behaviors that are alignedwith organizational mission and goalswith organizational mission and goals

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S.M.A.R.

TS.M.

A.R.

T. Goals. Goals Stretch

MeasurableAgreeable

Realistic

Time-bound

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Discipline ProcessDiscipline Process

Progressive DisciplineProgressive Discipline

TemplatesTemplates

Role of Office of Human ResourcesRole of Office of Human Resources

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Definition & Characteristics

Definition & Characteristics

Organizational decline is a downward slope in itseffectiveness characterized by a decrease in anorganizations resource base. A common

definition of decline is a decrease in profit or budget. It leads to Corporate failure. The 1980's however, demonstrated that

organizational decline was widespread and

characterized by management strategies reducing employees,

salary reductions and freezes,

cutting administrative overhead and consolidatingoperations.

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Influential factorsInfluential factors

Organisations are rarely static: they are either progressing ordeclining. Constant change is required to avoid degeneration.Influential factors in organisational change are:

Corporate structures (takeovers, mergers, divestments) Market pressures (greater competition, declining margins)

Technological change (computerisation, Internet)

Social change (corporate social responsibility, customerattitudes)

Legislation (anti-discrimination, tax)

Conformance with external standards (quality)

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REASONS FOR CORPORATEFAILURES

UNDERLYING LEARNINGDISABILITIES

1. Life-Cycle Decline Inadequate environmentalscanning, and internal competency-building

2. Trapped by Past Success Complacency and arroganceleading to rigidity and lack of openness to

new knowledge.

3. Inappropriate Strategic Biases and "MentalModels"

Lack of self-critiquing and self-reflectioncausing misalignment with the environment

4. Rigidity in Response to Crisis Defensive and self- destructive routines andpractices hampering with adaptiveresponse.

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Reasonsfor Corporate Failure

Reasonsfor Corporate Failure

External

Competition

Changes in government regulations

scarcity of inputs, etc.

Internal

managerial incompetence

stuctural rigidity

lack of leadership, etc.

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ToolsT

ools there are plenty of tools available to revive

a declining organisation like :

Injection of capital

Mergers and Acquisition

Closure of unviable units

Performance Management System (PMS)

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PMSas a

Tool

PMSas a

Tool

OngoingOngoing

Develops future performanceDevelops future performance

LongLong--termterm

Clear objectivesClear objectives

Focus on behaviorFocus on behavior

Incremental progressIncremental progress

TwoTwo--way communicationway communication

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Influential factorscontd.Influential factorscontd.People often resist change. The most common causes of

resistance have been categorised in research as:

Lack of understanding of the need for change

Belief that proposed changes violate core values

Misunderstanding of change and its implications

Belief that the change is not in people's best interests

Distrust of those introducing change

Disbelief that leadership is serious about change

Disbelief that leadership is capable of effecting change

Perception that change is uneven, selective and unfair

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References

References

http://jacksonwells.com.au/Organisational-change.ashx