UNIT 1 : PERFORMANCE MANAGEMENT
▪Performance – Meaning, Dimensions and Classification of dimensions
▪Performance Management : Objectives, Features and Dimensions
▪Performance Management System – Meaning/Definition, Dimensions,
Effective Performance Management criteria, Importance, Scope, Types
and Benefits
▪Facilitating
Organizations for Performance - OPM's Federal
Competency Assessment Tool-Management (FCAT-M)
▪Organizational Dynamics and Employee Performance
OBJECTIVES OF PERFORMANCE MANAGEMENT
Strategic objectives:
Formulate strategy, determining the objectives of the organization
Manage the implementation of strategies
Challenging assumptions- ensuring the content is still valid
Sustain excellence in performance by motivating employees to setting
goals that align with organizational strategies.
Monitoring whether the expected performance results are achieved or not
ensuring that the organization is complying with the minimum legal,
environmental requirements.
Communication Objectives :
Communicate the direction of organization so that the strategic
goals are achieved by individuals
Communicate with external stakeholders
Provide feedback to employees on their performance
Encourage improvement and learning at all levels across the
organization.
Motivational Objectives :
Evaluate and reward behaviour; motivate them to take actions
and make decisions which are consistent with organizational
objectives and strategies.
Assess current management potential for the purpose of
succession planning.
Empower employees to set their own performance criteria so that
achieving these objectives becomes their mission.
FACILITATING ORGANIZATIONS FOR PERFORMANCE -
OPM'S FEDERAL COMPETENCY ASSESSMENT
TOOL-MANAGEMENT (FCAT-M)
Facilitating Performance is a key competency for supervisors to
master.
This competency ultimately helps contribute to meeting and
exceeding organizational goals and objectives.
Facilitating Performance is described in OPM's Federal
Competency Assessment Tool-Management (FCAT-M) as
initiating and guiding the efforts of self and subordinates toward
performance goals through ongoing support, removal of
performance obstacles, managing consequences, and holding
employees accountable.
The importance of supervisors communicating to employees
throughout the performance appraisal cycle with clarity and
ensuring mutual understanding was emphasized in
Salary.com's 2006 Performance Review Survey.
The survey showed significant gaps between employer and
employee views on performance management.
For example:
82% of managers believe they provide clear goals to their
employees prior to their formal performance review, but only
46% of employees say the same
83% of employers say that they include the input of their
employees in the review process but only 43 % of
employees feel their input is valued and included
Nearly half of the 2,000 employees surveyed said their
performance has at some time been reviewed against
goals that were not previously communicated
These disconnects show poor communication between the
supervisor and the employee.
They also emphasize the importance of establishing clear
goals that are understood by both supervisor and employee to
ensure agreement and commitment.
Supervisors can help close developmental gaps by making a
commitment to employee development and ensuring follow
through.
Employees will benefit from training and assignment
opportunities that develop their skills and abilities.
Facilitating Performance starts with the supervisor engaging
in career development discussions with his/her employees.
These discussions help identify individual employee's
strengths and weaknesses.
Both supervisor and employee can now focus on closing the
gaps by improving the agreed upon weaknesses and
continuing to develop the strengths.
This is the start of a continuous process of communicating
with employees about their individual expectations, career
development, and organizational goals.
An organization where there is no cooperation between
different departments ends up having employees working
in silos or working towards undermining the efforts of
the other departments which is detrimental to the overall
health of the organization.
ORGANIZATIONAL DYNAMICS
The organization dynamics is a holistic term that covers
any type of interaction between employee or employees
and the organization.
The employees are effecting the organization and the
organization is also affecting the employees.
This “effect” process has to be synergistic in order to
have better productivity and high job satisfaction.
ESSENTIAL ELEMENTS OF ORGANIZATIONAL
DYNAMICS
There are four fundamental business activities that
contribute to an organization’s dynamics.
First, planning requires management to structurally
define departments and divisions. Managers set
measurable goals that will define future actions and
decisions. Organizational planning may involve
inventory control, production scheduling, revenue
forecasts and expense management. Managers use these
plans as the actionable foundation for all their regular
duties.
Second, goal execution involves implementing, evaluating
and following up with expected deliverables. In order to
accomplish this, managers must allocate resources and
responsibilities to employees based on skills and schedules.
Third, leadership involves hands-on, exemplary oversight that
drives innovation, knowledge and performance.
Fourth, resource control refers to how executives and
management establish systems that gather data which is used
to determine if goals are met.
