p a process (lecture-3)

8/4/2019 p a Process (Lecture-3)

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P .A .PROCESS

Phase 1. Identification and observation of

behavior.Phase 2. Measurement of Performance.

Phase 3. Development of future

performance.


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Communicate

Observevaluate

Set Goals


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Goal setting

Setting goals or objectives (the terms areinterchangeable) is the most importantactivity during the performance planning andagreement stages of performancemanagement.


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Goal theory as originated by Latham and Locke(1979) stated that people perform better when

they have specific and challenging but reachable

goals. Acceptance of goals is achieved when:

People perceive the goals as fair and reasonable

and trust their managers.

There are arrangements for individuals toparticipate in goal setting.


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Principles of Goal Setting

Support is provided by the supervisor. Asupportive supervisor does not use goals to

threaten subordinates but rather to clarifywhat is expected of them.

People are provided with the resources

required to achieve their goals. Success is achieved in reaching goals that

reinforces acceptance of future goals.


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Locke and Latham (1990) held that specificand challenging goals lead to higherperformance than no goals or generalized

goals, such as try your best. Also people who participate in setting their

own goals are likely to set more difficult

goals than others will set for them, and goaldifficulty leads to increased commitment toachieving the goals.


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Benefits of Goal setting

Gives a sense of purpose.

Provides an unambiguous basis for

judging success.

Increases performance.

Is a means for self-management.

Increases subjective well-being


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Potential problems:

Lack of sufficient knowledge for goalattainment.

Goal conflict among group members.

Fear of risk-taking.

Ignoring non-goal dimensions ofperformance.

Demoralization because, following

success, management may set higher, impossible goals.


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Types of Goals.

On-going role or work goals All roles have built-in objectives that may be

expressed as key result areas in a roleprofile. The definition of a key result areastates that this is what the role holder is

expected to achieve in this particular aspectof the role. For example: Identify databaserequirements for all projects.


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Goal Setting that require data managementin order to meet the needs of internalcustomers or Deal quickly with customer

queries in order to create and maintain highlevels of satisfaction.


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Good role or work objectives will clearlydefine the activity in terms of the results andstandards to be achieved. They may be

supplemented by quantified targets orstandards that may be quantitative orqualitative.

Although described as on-going, roleobjectives need to be reviewed regularlyand as necessary, modified.


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Targets

Targets are objectives that define thequantifiable results to be attained asmeasured in such terms as output, income,sales, levels of service delivery, costreduction, reduction of reject rates.

A customer service target could be torespond to 90 per cent of queries within twoworking days.


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Performance standards

A performance standard definition takes the formof a statement that performance will be up to

standard if a desirable, specified and observableresult happens.

It should preferably be quantified in terms of level

of service or speed of response. Where this is notpossible, a more qualitative approach may have tobe adopted.


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Behavior.

Behavioral expectations are often set outgenerally in competency frameworks but

they may also be defined individually underthe framework headings. Competencyframeworks may deal with areas of behavior

associated with core values, for exampleteamwork.


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Values

Expectations can be defined for upholdingthe core values of the organization. The aimwould be to ensure that espoused valuesbecome values in use.


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Performance improvement.

Performance improvement goals define

what needs to be done to achieve betterresults. They may be expressed in aperformance improvement plan thatspecifies what actions need to be taken by

role holders and their managers.


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Developmental/learning

Developmental or learning objectivesspecify areas for personal development andlearning in the shape of enhancedknowledge and skills (abilities andcompetences).


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SMART Objectives

S = Specific/stretching clear,unambiguous, straightforward,

understandable and challenging. M = Measurable quantity, quality, time,

money.

A = Achievable challenging but withinthe reach of a competent and committedperson.


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R = Relevant relevant to the objectivesof the organization so that the goal of the

individual is aligned to corporate goals. T = Time framed to be completed

within an agreed timescale.


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Integrating goals

A defining characteristic of performancemanagement is the importance attached to

the integration or alignment of individualgoals with organizational objectives.

The aim is to focus people on doing the right

things in order to achieve a sharedunderstanding of performance requirementsthroughout the organization.


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Establish Job Standards

Designing an appraisal program

Appraise Performance

Performance Interview

Use authentic data for appraisal


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Steps of P.A Process.

A. Manager should1. Translate organizational goal into individual jobobjectives & requirements.

2. Communicate their expectations aboutemployee performance.

3. Provide feedback to the employee.

4. coach the employee on how to achieve job

objectives and requirements.5. Diagnose employees relative strengths and

weaknesses.


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B- Employee should get the answers

to..

What I am expected to do?

How well I am performing?

What are my strengths and weaknesses? How can I do a better job?

How can I contribute more?


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C. The Co. should ---

1. Provide employees with a clearunderstanding what is expected of them,

Establish direction and set objectives andpriorities, Monitor results,

Respond to problems, give help andsupports to ensure that all assigned tasksare met in time.


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Objectives of Appraisal Interview.

1. To improve employee performance.

Interview provides an opportunity to the

appraiser and employee to put their headstogether and go over performance resultsone by one and to plan action to fetchfurther improvement in performance.


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2. To let the employee know where

he/she stands.

Some managers avoid appraisal interviewand remain contented with daily discussionwith employees on the job. Its not enough.The most conscientious employee mayavoid discussion in daily couching. He maybe willing to discuss special items with

supervisors in isolation rather than in publictalk on the job.


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3. To give recognition where due.

While the emphasis in the appraisalinterview may be focused on weak areas ofemployees performance, the importance ofemployees strengths and good areas ofperformance should not be left to blind eye.

Recognition can be a powerful motivating

force to further improve employeesdevelopment.

4 Appraiser gain a better


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4.Appraiser gain a betterunderstanding of employee & his

work. No appraisal can ever be precise; despitethe fact that the evaluator observes muchcare in judging employees performance.

In the appraisal interview, employee enjoysthe opportunity to talk freely and givesuggestions. It may provide a chance to the

appraiser to get thorough cognizance ofemployees work and behavior.


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5. To improve manager/supervisor-

employee relationship.

Open discussion with employee to improvehis performance and elevate his career inthe co. can go along with to improve theirmutual understanding /relationship.

Building this sort of relationship is a vital keyin the whole development process.


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6. To plan specific objective and

performance targets.

Helping an employee to develop him is toconsistently strive for higher standards ofperformance goals and for charting furtherprocess in terms of attainable goals.

Tougher but attainable goals will forceemployee to exert higher level of efforts,

which in turn will improve his productivityand companys productivity.


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Six basic/principal steps in the

appraisal interview.

1. Study and recognize your own attitudesand prejudices.

2. Consider the setting for the interviewcoupled with giving sufficient time.

3. Put the subordinate at ease. It will helphim to demonstrate the real facts.

4.Stimulate self-appraisal, particularly inareas of weakness.


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5. Mutual agreement of improvement plan. Itwill help the employee to own the plan andstrive hard to get the desired targets withoutany persuasion on the part of managers,adding to his sense of achievement.

6. Branch manager is primarily responsible

to ensure that the plans are put into action,and develop the people through work.

p a process (lecture-3)

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