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IRWIN

CHAPTER 7 . Performance Management. IRWIN. a Times Mirror Higher Education Group, Inc., company, 1997. An Organizational Model of Performance Management. Organizational Strategy. Long & Short term goals and values. Individual Attributes (skills,abilities). Individual

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IRWIN

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  1. CHAPTER 7 Performance Management IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  2. An Organizational Model of Performance Management Organizational Strategy Long & Short term goals and values Individual Attributes (skills,abilities) Individual Behaviors Objective Results Situational Constraints - Culture - Economic conditions IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  3. Analyzing Performance Problems Desired Performance Actual Performance Is Difference Significant? What’s the Cause? Lack of Knowledge/Skill Lack of Execution - Feedback - Motivation - Task Interference How TO CORRECT?

  4. Job Performance Measure:Contamination, Validity and Deficiency Job Performance Measure Actual Job Performance Contamination Validity Deficiency IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  5. WHY Measure Performance? The purposes are: • Strategic • Administrative • Developmental IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  6. Performance Appraisal Developmental Administrative Information for: pay increases promotions terminations PURPOSE: Improve Performance BASIS FOR COMPARISON : Absolute Standard Relative Standard APPRAISAL TECHNIQUE : Results - Oriented BARS Rating Scale ROLE OF MANAGER : Counselor Judge IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  7. Performance Measurement Approaches WHAT & HOW ? • Comparative • ranking • forced distribution • paired comparison • Attribute • graphic rating scales • mixed standard scales • Behavioral • critical incidents • BARS • BOS • OBM • assessment centers • Results • MBO • ProMES • Total Quality Management IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  8. Comparison of Approaches to Performance Measurement Strategic Congruence Approach Validity Reliability Acceptability Specificity poor Modest Modest high very low Comparative low low low high very low Attribute good high high moderate very high Behavioral very high high high high high Results very high high high high high TQM IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  9. WHO? • Supervisors • Peers • Subordinates • Self • Customer IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  10. Errors in Performance Measurement Rater Errors • Similar to me • Contrast • Distributional errors • Halos / Horns IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  11. Improving Performance Feedback • Give feedback daily • Have employee do self-evaluation before session • Encourage participation during session • Praise effective performance • Focus on solving problems • Focus feedback on behavior or results • Minimize criticism • Set specific goals and a date to review progress IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

  12. Legal Requirements ofPerformance Management Systems • Conduct a valid job analysis related to performance • Base system on specific behaviors or results • Train raters to use system correctly • Review performance ratings and allow for employee appeal • Provide guidance / support for poor performers IRWIN • a Times Mirror Higher Education Group, Inc., company, 1997

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