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Performance Management Process

The document outlines the performance management process, which consists of six interrelated components: prerequisites, performance planning, performance execution, performance assessment, performance review, and performance renewal and recontracting. It describes each component in detail, including the employee and manager responsibilities in execution and assessment. The performance management process is depicted as a continuous cycle of planning, acting, monitoring and reviewing performance.

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Kurt Morin Cantor
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83 views17 pages

Performance Management Process

The document outlines the performance management process, which consists of six interrelated components: prerequisites, performance planning, performance execution, performance assessment, performance review, and performance renewal and recontracting. It describes each component in detail, including the employee and manager responsibilities in execution and assessment. The performance management process is depicted as a continuous cycle of planning, acting, monitoring and reviewing performance.

Uploaded by

Kurt Morin Cantor
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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PERFORMANCE

MANAGEMENT PROCESS
JESSICA CARIAGA- MANAGUELOD, MPA
Isabela State University
OBJECTIVES

By the end of this chapter, you will be able to do the following:

1. Understand that performance management is an ongoing process that includes the interrelated components of
prerequisites, performance planning, performance execution, performance assessment, performance review, and
performance renewal and recontracting.
2. Conduct a job analysis to determine the job duties, knowledge, skills, and abilities (KSAs), and working conditions
of a particular job.
3. Understand that the poor implementation of any of the performance management process components has a
negative impact on the system as a whole.
4. Understand the employee’s role in performance execution and distinguish areas over which the employee has
primary responsibility from areas over which the manager has primary responsibility.
5. Understand the employee’s and manager’s responsibility in the performance assessment phase.
LEARNING CONTENTS

I. Prerequisites
II. Performance Planning
III.Performance Execution
IV.Performance Assessment
V. Performance Review
VI.Performance Renewal and Contracting
Performance Management Process

• Performance Management is a process management which consist


of the following activities:
Definition of Terms

• Plan- decide what to do.


• Act- carry out the work needed to implement the plan.
• Monitor- carry out continuous checks on what is being done
and measure outcomes in order to assess progress in
implementing plan.
• Review- consider what has been achieved and, in the light of
this, establish what more needs to be done and any corrective
action required if performance is not in line with the plan.
Performance Management Cycle

• Performance management
can be described as a
continuous process cycle
as shown in the figure,
which follows the plan-
act- monitor- review
sequence.
Performance Management Activities

• The following activities are usually take place in the performance


management.

ROLE DEFINITION, in which the key result areas and competence


requirements are agreed.

THE PERFORMANCE AGREEMENT, which defines expectations-


what individuals have to achieve in the form of objectives, how
performance will be measured and the competences needed to
deliver the required results.
Performance Management Activities

• THE PERFORMANCE IMPROVEMENT PLAN, which specifies what


individuals should do to improve their performance when
necessary.

• THE PERFORMANCE REVIEW is an Evaluation Stage, where a


review of performance over a period takes place covering the
aspects like achievements, progress and problems as the basis
for the next part of the continuous cycle – a revised
performance agreement and performance improvement and
personal development plans. It can also lead to performance
ratings.
I. PREREQUISITES

• There are two important prerequisites that are required before a


performance management system is implemented. (1) knowledge of
the organization’s mission and strategic goals and (2) knowledge of
the job in question. These two are important prerequisites that must
exist before the implementation of successful performance
management system.
II. PERFORMANCE PLANNING

• Results
Results refer to what needs to be done or the outcomes an employee
must produce. A consideration of results needs to include the key
accountabilities or broad areas of a job for which the employee is responsible
for producing results. This information is typically obtained from the job
description. A discussion of results also includes specific objectives that the
employee will achieve as part of each accountability.
• Behavior

Behaviors, or how a job is done, thus constitute an important


component of the planning phase. A consideration of behaviors includes
discussing competencies, which are measurable clusters of KSAs that
are critical in determining how results will be achieved.
• Development Plan

An important step before the review cycle begins is for the supervisor and
employee to agree on a development plan. At a minimum, this plan should include
identifying areas that need improvement and setting goals to be achieved in each
area. Development plans usually include both results and behaviors.
III. PERFORMANCE EXECUTION

Employees Managers
Commitment to goal Observation and documentation
achievement
Ongoing performance feedback Updates
and coaching.
Communication with supervisor Feedback
Collecting and sharing Resources
performance data
Preparing for performance Reinforcement
reviews
IV. PERFORMANCE ASSESSMENT

• In the assessment phase, 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. Although many sources
can be used to collect performance information, in most cases the direct
supervisor provides the information. This also includes an evaluation of the
extent to which the goals stated in the development plan have been achieved.
V. PERFORMANCE REVIEW

• The performance review stage involves the meeting between the employee and
the manager to review their assessments. This meeting is usually called the
appraisal meeting or discussion. The appraisal meeting is important because it
provides a formal setting in which the employee receives feedback on his or her
performance.
VI. PERFORMANCE RENEWAL AND
RECONTRACTING

• The final in the performance management process is renewal and


recontracting. Essentially, this is identical to the performance planning
component. The main difference is that the renewal and recontracting stage
uses the insights and information gained from the other phases. For example,
some of the goals may have been set unrealistically high given an unexpected
economic downturn. This would lead to setting less ambitious goals for the
upcoming review period.
THANK YOU! ! !

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