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3- PM Process

The document outlines the Performance Management Process, detailing prerequisites such as understanding the organization's mission and conducting job analysis to create job descriptions. It describes the stages of performance management, including performance planning, execution, assessment, review, and renewal, emphasizing the importance of measurable outcomes and behaviors. Additionally, it highlights the need for continuous monitoring to align performance with strategic objectives.

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6 views

3- PM Process

The document outlines the Performance Management Process, detailing prerequisites such as understanding the organization's mission and conducting job analysis to create job descriptions. It describes the stages of performance management, including performance planning, execution, assessment, review, and renewal, emphasizing the importance of measurable outcomes and behaviors. Additionally, it highlights the need for continuous monitoring to align performance with strategic objectives.

Uploaded by

sobiahamid54
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Performance

Management Process
PM Process
1- Prerequisites
• (1) knowledge of the organization’s mission and strategic goals
(vision, mission, strategic planning)
• (2) knowledge of the job in question. (understand the job)
Job Analysis: a process of determining the key components of a particular
job, including activities, tasks, products, services, and processes.
Output of Job Analysis: Tasks carried out and KSAs Job Description
Knowledge: includes having the information needed to perform the work, but not necessarily having done it.
Skills: required attributes that are usually acquired by having done the work in the past.
Ability: refers to having the physical, emotional, intellectual, and psychological aptitude to perform the work, but neither
having done the job nor having been trained to do the work is required
Prerequisites
Job Description: summarizes the job duties, needed KSAs, and working conditions
for a particular job.
Job Analysis Tools:
• Observation methods include job analysts watching incumbents do the job, or even trying
to do the work themselves, and then producing a description of what they have observed.
• Off-the- shelf questionnaires methods involve distributing questionnaires, including a
common list of tasks or KSAs, and asking individuals to fill them out, indicating the extent to
which each task or KSA is required for a particular job in question.
• Job analysis interview, the job analyst asks the interviewee to describe what he or she does
(or what individuals in the position do) during a typical day at the job from start to finish
(i.e., in chronological order).(or ask for major duties and then breakdown into specific tasks
leading towards rating each task on scales of frequency and criticality and overall scores
(frequency x criticality)
Prerequisites
Prerequisites
Rater Biases and Training
• Self-serving bias
• Social projection and false consensus bias
Writing Job Descriptions
• A key prerequisite for any performance management system because they provide the criteria (i.e., yardsticks) that
will be used in measuring performance, includes:
• Behaviors (i.e., how to perform) or
• Results (i.e., what outcomes should result from performance)
Results usually fall into one of the following categories:
(1) Quality,
(2) Quantity,
(3) Cost-effectiveness, and
(4) Timeliness.
2- Performance Planning
At the beginning of each performance cycle, the supervisor and the employee meet
to discuss and agree upon what needs to be done and how it should be done. It
includes: Results, Behaviors, and Development Plan
• Results: Results refer to what needs to be done or the outcomes an
employee must produce. Includes: Key Accountabilities, broad areas
of a job for which the employee is responsible for producing
results. Objectives that the employee will achieve as part of each
accountability. Objectives are statements of important and
measurable outcomes, and Performance Standards, a yardstick
used to evaluate how well employees have achieved each
objective. Performance standards provide information about
acceptable and unacceptable performance (e.g., quality, quantity,
cost, and time)
Performance Planning
• Behaviors: employees may have control over how they do their jobs
but not over the results of their behaviors include: Competencies,
which are measurable clusters of KSAs that are critical in determining
how results will be achieved.(customer service, written or oral
communication, creative thinking, and dependability)
• Development Plan: include identifying areas that need improvement
and setting goals to be achieved in each area. Development plans
usually include both results and behaviors.
3- Performance Execution
4- Performance Assessment
Both the employee and the manager are responsible for evaluating the
extent to which the desired behaviors have been displayed, and
whether the desired results have been achieved.
5- Performance Review
• Involves the meeting between the employee and the manager to
review their assessments, called the appraisal meeting or discussion.
• It provides a formal setting in which the employee receives feedback
on his or her performance.
6- Performance Renewal and
Recontracting
• Identical to the performance planning.
• But renewal and recontracting stage uses the insights and information
gained from the other phases.
• Because markets change, customers’ preferences and needs change,
and products change, there is a need to continuously monitor the pre
requisites so that performance planning and all the subsequent stages
are consistent with the organization’s strategic objectives.

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