chapter 4: performance execution

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  • 1. HRM751 Perfomance Execution Nasiha Sakina binti Ramlan 2012211672 Prepared for: Assoc.Prof.Dr. Roshidi Hassan
  • 2. Outline 1. Performance Execution: Definition Important factors of performance execution Employer and employee roles 2. Components of Performance Executions: Training and Coaching - Definition - Functions - Process Motivation and counseling - Definition - What is the need - Guidelines Feedback and alignment: - Definition - Purposes - Example
  • 3. Performance Management Process
  • 4. Other terms of the second stage 1) Performing Monitoring: Routine or continuous measurement of progress while the project is ongoing. 1.Checking and measuring progress 2.Analyzing the situation 3.Reacting to new events, opportunities, and issues 2) Performance Management: Continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization. 3) Performance Execution
  • 5. Performance Execution
  • 6. Performance Execution: Definition
  • 7. Explanation of performance execution
  • 8. In the performance execution stage, the following factors must be present. Aguinis (2013)
  • 9. Responsibilities of (Stanley, 2007)
  • 10. Example Procter & Gamble management model Link to the career advancement and motivation to work.
  • 11. Performance Management Cycle (University of Missouri guideline, 2008)
  • 12. Components of Performance Management 1. Performance Planning: A dialogue between a supervisor and an employee to establish clear, specific performance expectations at the beginning of the performance cycle. 2. Coaching: Two-way discussions which focus on recognizing employee excellence and areas for improvement and learning, as well as identifying barriers to performance. 3. Multiple Sources of Feedback: A process which provides employees with performance information to supplement supervisory feedback; may include feedback sources such as self-evaluation, peers, constituents or direct reports. 4. Performance Review: A summative two-way discussion and written documentation focusing on employee performance: areas of excellence, goals for improvement and development needs. (Alston, 2008)
  • 13. Components of Performance Execution: 1. Training and Coaching
  • 14. Training: Definition
  • 15. Purposes of training Most of managers give training to their employees for three main purposes which are: (1) To increase productivity or the performance of employees. (2) To achieve organizational goals. (3) To invest in employees to succeed in the unpredictable and turbulent business environment. (Belcourt, Wright and Saks, 2000)
  • 16. The organizational benefits of training (Raymond, 2010)
  • 17. Effective training Training requires an objective assessment of training needs, a clearly defined policy, the support of top management, the cooperation of line managers, adequate finance and resources, time, skilled staff and a supporting appraisal system. It has to be a genuine commitment from top management and throughout all levels of the organizations. Effective training or development depend on knowing what is required- for the individual, the department and the organization as a whole. Cames, 2007
  • 18. Evidence Study done by Ubeda-Garca, Marco-Lajara, SabaterSempere and Garca-Lillo (2013) Finding of research: in hotel sector in Spain shows evidence that the resources allocated by hotel firms to staff training contribute to improving their profit levels. Training provides employees with full understanding of performance management system that needed skills and tools to do a good job implementing the system and in the same time increase satisfaction
  • 19. Coaching: Definition
  • 20. Coaching Process
  • 21. Coaching Functions (Hotek,2002; Humphrey and Stokes, 2000).
  • 22. Why Coaching is needed? Coaching has traditionally been perceived as a remedy for poor performance and as an approach that links individual effectiveness with organizational performance (HR Focus, 2001). Other scholars have incorporated the importance of providing relevant learning opportunities so that improved performance (Mink et al., 1993; Redshaw,2000). Aguinis (2013) states that A system that involves employee evaluations once a year without an ongoing effort to provide feedback and coaching so that performance can be improved is not a true performance management system.
  • 23. Key Coaching Behaviors (Aguinis, 2013)
  • 24. Coaching Styles Sometimes providing direction Sometimes persuading Sometimes showing empathy Sometimes paying close attention to rules and established procedures Aguinis (2013), Schermerhorn (2010)
  • 25. Four guiding principles that provide a good framework for understanding successful coaching Aguinis (2013)
  • 26. Components of Performance Execution: 2.Motivation and counseling
  • 27. Motivation: Definition
  • 28. Mujtaba (2008) highlights that a true performance management system makes the following contributions with regard to employee performance, morale and organization:
  • 29. Guidelines for supervisor accordingly to Grote (2002), there are six techniques that can have a predictable effect on increasing an individuals motivation:
  • 30. How motivation impact on performance? Employee motivation impacts performance by turning work normal expectations. organizational beyond their They are always on the lookout for opportunities that will bring them to the attainment of whatever goal they have set for themselves. They unleash their energy and look at their work as a key to realization of their desired aspirations. (Crane, 2002)