Performance Management Outline

8/19/2019 Performance Management Outline

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Performance Management By: Krestel S. Palanog, RN, MAN

Learning Objectives

1. To describe the perforance anageent process and

sho! ho! organi"ations can anage both organi"ational

and eployee perforance

#. To e$plain the iportance of perforanceanageent in creating organi"ational effecti%eness.

&. To deonstrate that perforance anageent is a

strategic and integrated anageent process.

'. To describe the different techni()es for eas)ring

perforance.

*. To e$plain the iportance of re!arding perforance

+. To pro%ide an e$aple of perforance anageent

in action thro)gh Miria ollege-s Perforance

Manageent Syste.

Definition

1. ontin)o)s Process of dentifying, Meas)ring, and

/e%eloping. The perforance of indi%id)als and teas

#. Aligning perforance !ith Strategic 0oals of the

organi"ation

Performance management

s a critical h)an reso)rces anageent tool.

Perforance sho)ld be anaged, eas)red and

re!arded.

- pro%es organi"ational effecti%eness. s a syste that ipacts and affects e%eryone in the

organi"ation. t helps the organi"ation achie%e

b)siness res)lts and aintain its desired c)lt)re. t

enables eployees to )nderstand ho! they are

contrib)ting to the organi"ation-s strategic priorities

and goals, !hat is e$pected of the, and ho! they

are doing as it foc)s on the eployee-s gro!th and

de%elopent.

I. Theoretical Bases

A. Perforance Manageent: A strategic andntegrated Manageent Process

Three perspectives are as follows:

1. Perforance Manageent at the 2rgani"ational

3e%el

#. 4ployee Perforance Manageents

&. ntegrated Perforance Manageent Syste

1. Performance Management at the Organizational

Level

- The foc)s is on the deterination of the

organi"ation-s strategy, and the ipleentation of

the strategy thro)gh the organi"ation-s str)ct)re,

technology, b)siness systes and proced)res.

4ployees are not the priary foc)s, altho)gh they

!ill be affected by changes in technology, str)ct)re

and operating systes 56illias, 17789

Organizational perspective by Bredrup (1995) includes

the following activities

1. Performance Planning

or)lation of %ision and ission Meeting bet!een eployee and anager.

Set SMART goals and eas)reent

standards

. Performance Improvement

B)siness process reengineering

!. Performance "eview

4braces eas)reent and e%al)ation

. #mplo$ee Performance Management

The foc)s is on engaging eployees on planning their

goals, anaging their perforance, re%ie!ing their

progress and de%eloping thesel%es. t ephasi"es the

contrib)tions of eployees !ho eet their targets and

deonstrate e$eplary beha%ior are re!arded.

Schneier, Beatty Baird (19!") identified the following

ele#ents in this perspective$

o Planning % in%ol%es establishing perforance

targets, identifying ;ob beha%iors, and identifying

perforance eas)res.

o Managing % in%ol%es onitoring beha%ior and

ob;ecti%es, reinforcing desired beha%iors and

ob;ecti%es attainent, and redirecting inappropriate

beha%ior

o &ppraising % in%ol%es foral eeting of eployees

and anager, perforance plan doc)ents, foc)s on

f)t)re and eployees de%elopent and replanning,

and ne! ob;ecti%e establishent.

!. Integrate' Performance Management

t is strategic and integrati%e.

t is strategic beca)se perforance anageent

p)shes the reali"ation of the strategic goals of the

organi"ation.

t is integrative beca)se it aligns and lin<s the

organi"ation-s strategic direction !ith indi%id)al

perforance.



ntegrate the organi"ational and eployee

perforance to s)pport the o%erall goals by lin<ing

the !or< of each indi%id)al for the o%erall ission

of the )nit.

t is abo)t directing and s)pporting eployees to

!or< as effecti%ely and efficiently as possible in line

!ith the needs of the organi"ation.

II. PERFORMANCE MANAGEMENT APPROACHE

A. Mi$ed Model or Total Perforance

Manageent Approaches

B. The Balanced Scorecard

. 4)ropean o)ndation for =)ality Manageent

54=M9 4$cellence Model

/. Perforance Pris

4. n%estors in People 5P9

Mi!e" Mo"e# or Tota# Performance Management

A$$roac%esA perforance anageent syste that cobines

planning, anageent, and appraisal of both

perforance res)lts and copetency beha%iors is called

a > i$ed odel? of perforance anageent or >total?

perforance anageent approach.

(omponents of Performance Management

1. Performance Planning - Planning ) *oals

larify e$pectations

4stablish ann)al goals Plan professional de%elopent

. Performance Monitoring+ (oaching an' review

2ngoing Re%ie!, oaching and eedbac<

onfir areas for foc)s

Pro%ide constr)cti%e feedbac<

/oc)entation

!.#val,ation an' Development Disc,ssion

S)ari"e critical goals and achie%eents

4stablish o%erall rating

T%e &a#ance" corecar" An approached to perforance eas)reent by

cobining traditional financial eas)res !ith non

financial eas)res to pro%ide anagers !ith richer and

ore rele%ant inforation abo)t organi"ational

perforance, partic)larly !ith regard to <ey strategic

goals.

o)r perspecti%es 5financial, cost)er, internal

processes and learning and gro!th9

t ais to enable organi"ations to anage strategy

t ais to achie%e a balanced set of perforance

eas)res and targets that allo! anagers to trac<

progress in <ey areas

#,ropean o,n'ation for ,alit$ Management

/#M0 #cellence Mo'el

-s a coprehensi%e organi"ational de%elopent and

ipro%eent frae!or< )sed for assessing strengths

and areas for ipro%eent across the spectr) of the

organi"ation-s acti%ity.

The odel coprises of nine criteria @ fi%e enablers-

and fo)r res)lts-

Five 'e( enab#ers of e!ce##ence are leadership, policy

and strategy, people, partnerships and reso)rces, and

processes.

o)r res)lt: people res)lts, and )ltiately, <ey

perforance res)lts.

Performance Prismt is a sta<eholder centric frae!or< for perforance

eas)reent and anageent.

t does this in t!o !ays: one, by considering the c)rrent

and f)t)re !ants and needs of the sta<eholders, and t!o

and ore )ni()ely, by considering !hat the organi"ation

!ants and needs fro its sta<eholders.

Investors in Peo$#e )IIP*

s the standard for ipro%ing organi"ational

perforance by training and de%eloping people to

achie%e b)siness goals.

o,r 2e$ principles:

oitent to in%est in people to achie%e

b)siness goals

Planning ho! s<ills, indi%id)als and teas

are to be de%elop to achie%e this goals

Action to de%elop and )se necessary s<ills

4%al)ating o)tcoes of training and

de%elopent for indi%id)al progress to!ards

goals, the %al)e achie%ed, and f)t)re needs.

III. M#&34"I5* P#"O"M&5(#

Meas)reent is a focal point of perforance

t is an assessent of progress against set perforance

standards thr) goals and ob;ecti%es, !hich is e$pected to

be )nbiased and ()antifiable.

&. The nee' for performance meas,rement



% perfor#ance #easure#ent syste# fulfills the following

purposes (Bredrup, 1995)

/ecision s)pport

Monitor effect of strategic plans

Perforance e%al)ation /iagnosis

Manageent of a contin)o)s ipro%eent

process

Moti%ation oparison

Record de%elopent

B. Performance meas,rement s$stem

Meas)res of perforance are defined as the tools for

e%al)ating !hether an organi"ation-s goals and

ob;ecti%es are being achie%ed or not.

&he following perfor#ance #easure#ent syste#s are

'uoted fro# the erfor#ance anage#ent *esearch

*eport of the Organizational Syste#s +nternational(OS+, --)

1. Manageent by 2b;ecti%es

#. Beha%iorally Anchored Rating

&. =)alitati%ely Meas)rable Perforance riteria

'. &+ degree eedbac<

Management b( Objectives

s a systeatic and organi"ed approach that allo!s

anageent to foc)s on achie%able goals and to attain

the best possible res)lts fro a%ailable reso)rces.

&e%aviora# Anc%ore" Rating ca#es )&AR*

/escriptions pro%ided on appraisal fors and s)r%eys

!hich describe a precise le%el of perforance. t !as

de%elop to ipro%e raters acc)racy by pro%iding ;ob

related beha%ioral anchors and alternating the forat of

rating scales.

+,a#itative#( Meas,rab#e Performance Criteria

t tho)ght to be ob;ecti%e, red)cing >conflict bet!een

the eployee and the appraiser by restricting the foc)sof the appraisal to ites that can be eas)red by n)ber

or ()antity 5e.g., increased prod)ction rate by the end of

the fiscal year, etc.9

-/ "egree Fee"bac'

M)ltiple rater and &+ degree feedbac< consist of

perforance data generated and analy"ed fro a n)ber

of so)rces: the eployee-s iediate s)per%isor5s9,

peers, and direct reports, s)ppliers, and internal and

e$ternal cost)ers.

I6. "#7&"DI5* P#"O"M&5(#

Means recogni"ing eployees, indi%id)ally and as

ebers of teas, for their perforance, and

ac<no!ledging their copetencies and contrib)tions to

reali"ing the organi"ations strategies goals.

0ood perforance sho)ld be recogni"ed and sho)ld be

re!arded.

ncenti%es and re!ards li<e cash a!ards, bon)ses, erit

pay and other nononetary types of incenti%es to

oti%ate eployee to perfor at their best

6. The Miriam (ollege8s Performance Management

3$stem

A caref)l, deliberate and tho)ghtf)l process !as initiated

to!ards ipro%ing its appraisal syste. This syste

e%ent)ally becae the core anageent process of theinstit)tion.

iria# .ollege is an e/clusive wo#en0s college in the

hilippines with the vision of 2or#ing 3o#en 4eaders

in Service6

3tatement of the 9,man "eso,rce Philosoph$

iria# .ollege (.) is co##itted to provide the

#e#bers of its co##unity with continuing opportunities

to achieve and e/cel in one0s field, profession or 7ob8 to

grow professionally and personally to their fullest

potentials8 and to #ae a #eaningful contribution to the

institution0s vision and #ission6

Po#ic(

This re()ires t!el%eonth cycle of planning,

onitoring and re%ie!ing !hich coences in April

and ends in March of each school year

Objectives

Align indi%id)al and organi"ation Pro%ide feedbac< on eployees !or< progress and

accoplishent

Pro%ide inforation for planning, training and career

de%elopent progras.

Pro%ide str)ct)ral basis for decisions on personal

o%eents.

4nco)rage open co)nication and a s)pporti%e

relationship

co$e



The policy go%erns all nonteaching staff, referring to

adinistrators, professionals and adinistrati%e

personnel.

4ployees )st ha%e copleted at least si$ onth of

!or< before being gi%en a perforance re%ie!.

Proce",re

An ob;ecti%e and eaningf)l syste of assessing

perforance foc)s on:

ontrib)tion @ +C

opetencies @ 'C

Performance P#anning

1. 4$pected ontrib)tions and Achie%eents

#. /esired opetencies

Performance Monitoring an" Coac%ing

M)ltiple Raters

Performance P#anning

At the beginning of calendar year, all )nit heads 5to refer

to s)per%isor, anager, and adinistrator9 !ill eet

indi%id)ally !ith their staff and agree on eployee-s

perforance plan for one year period.

The plan incl)des specific targets that define the

eployees contrib)tion.

E!$ecte" Contrib,tions an" Ac%ievements

Dobs defined goals

Special Pro;ects pro%eent Targets

0esire" Com$etencies

The school sets standards of beha%iors or core

co#petencies that, it belie%es, enable a person to

perfor one-s ;ob or tas< s)ccessf)lly.

Performance Monitoring an" Coac%ing

Thro)gho)t the perforance cycle, it is the

responsibility of the rater 5or the iediate s)per%isor9

to gather inforation abo)t the !or< acti%ities of the

eployee, periodically chec<ing on progress and ()ality

of o)tp)t aong others.

Performance Revie1

2. Performance Rating or Assessment

This steps in%ol%es doc)enting and eas)ring

c)rrent perforance against the targets or

standard that ha%e been agreed on d)ring the

perforance planning.

3. Performance 0isc,ssion

The second step in%ol%es a foral eeting

bet!een rater and ratee gi%ing the the

opport)nity to disc)ss o%erall perforance

res)lts.

Performance management time c(c#e

The PMS is ipleented according to the follo!ing

tietable:

6I. 34MM&"

is a critical hu#an resource #anage#ent tool

One effective approached to is &otal erfor#ance

anage#ent6

Fo,r 'e( areas4

Perforance Planning

Perforance Monitoring and coaching

Perforance 4%al)ation and de%elopent

disc)ssion

Re!arding perforance

T9&5; O4<

Performance Management Outline

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