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PM-Unit 1

The document outlines a syllabus for a course on performance management. It includes 5 units that cover topics like performance planning and development, ongoing performance monitoring and mentoring, and challenges with traditional performance appraisals. It also provides definitions of key terms like performance and the performance management process. Performance is defined as outcomes achieved at work, while performance management aims to improve results through understanding and managing goal-aligned performance.

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Bhuvana Ganesan
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56 views

PM-Unit 1

The document outlines a syllabus for a course on performance management. It includes 5 units that cover topics like performance planning and development, ongoing performance monitoring and mentoring, and challenges with traditional performance appraisals. It also provides definitions of key terms like performance and the performance management process. Performance is defined as outcomes achieved at work, while performance management aims to improve results through understanding and managing goal-aligned performance.

Uploaded by

Bhuvana Ganesan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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N T

E
EM
AG
A N
M
C E
A N
O RM
R F
E
P NIT
1

U
SYLLABUS
• Objective : To familiarize the students with concepts and challenges of
managing and improving employee performance in organizations
• Unit – 1 Performance Management: Hostility towards Traditional
Appraisals – Managing Performance; Performance Management &
Human Resource; Performance Management Theatre.
• Unit – 2 Planning Manage Performance & Development : Basic
Concept – Research Base for performance planning and Goal-setting;
Components of Manage Performance & Development Plan; Setting
Mutual Expectations and Performance criteria.
• Unit – 3 Monitoring Manage Performance & Mentoring Manage
Development : Introduction – Research and Theory – Monitoring and
Mentoring Behaviours of the Manager.
•
SYLLABUS
• Unit – 4 Ongoing Performance Monitoring & Review: Supervision –
Monitoring and its objectives – Process of Monitoring –
Communication – Problem solving.
• Unit – 5 Ongoing Mentoring and Manage Development: Purpose of
Manage Development – Process of Manage Development – Briscoe‘s
principles – Training – Delegating – Mentoring – Engendering Trust –
Making a fresh beginning – Role efficacy. (Case studies, Seminars and
group exercises may be used to supplement the class lectures)
• Reference : 1. Prem Chandha - Performance Management, Macmillan
Publications. 2. Frances Neale -Performance Management -, Jaico
publishing House-
PERFORMANCE MANAGEMENT

• Means of getting better results from the organization,


teams and individuals by understanding and
managing performance within an agreed framework
of planned goals, standards and competence
requirements.
• A strategic and integrated approach to delivering
sustained success to organizations by improving
performance of the people who work in them and by
developing the capabilities of teams and individual
contributors.
HOSTILITY TO TRADITIONAL APPRAISALS
• Incongruent with the values – based, vision driven, mission
oriented, participative work environment.
• Smacks of an old fashioned, paternalistic, top-down, autocratic
mode of management
• appraisal reflects what the manager can readily recall
• appraisal is based on hunches and opinions
• Many organizations also ask the supervisor to make judgements
based on concepts and words
• Many managers are so uncomfortable in the judgement seat
that performance appraisals are often months overdue
HOSTILITY TO TRADITIONAL APPRAISALS
• The manger knows he may have to justify his opinions with specific
examples when the staff member asks and, lacking sill in providing
feedback
• The staff member whose performance is under review often becomes
defensive.
• Disagreement about contribution and performance ratings can create a
conflict-ridden situation
• In today’s team-oriented work environment, it is also difficult to ask
people who work as colleagues, and sometimes even friends, to take on
the role of judge and defendant
• With salary increases frequently tied to the numerical rating or
ranking, the manager knows he is limiting the staff member’s increase
if he rates his performance less than “outstanding
PERFORMANCE
• Performance means outcomes achieved, or accomplishments at
work – the actual contribution of an individual or team to the
organization’s strategic goals like stakeholder satisfaction, clean
image and economic sustainability.
• Performance or the role of any manager can be seen in 3 parts,
Being, Doing and Relating.
 Being concerns the competencies of the manager that are relevant
to her / his performance.
 Doing focuses on the manager activities that are variably
effective at different levels in the organization
 Relating emphasizes the nature of relationships with members of
the role network – vertical, horizontal or otherwise.
PERFORMANCE FRAMEWORK

Input Throughput Output

Task-related Managee
Managee
Activities & Performance or
Potential
Context effectiveness

Feedback

Feedback
MANAGING PERFORMANCE

• Several Organizations use the following managerial initiative to


optimize people’s task performance.
• Goal setting or establishing objectives and expectations through
formal or informal means.
• Delegating or assigning work at higher levels of responsibility.
• Developing managers to learn job skills and to better perform
their present as well as future roles and responsibilities.
• Appraising – appraisal interviewing, praising good performance,
coaching and counseling to help people cope more effectively
with work or non-work problems that related their performance.
PERFORMANCE MANAGEMENT PROCESS

Organizational Mission, Goals,


Strategy and Operational Plans

1 2

Individual Role & its


Description, indices for 2 Role-wise Plans and
Monitoring Performance, Expectations
Performance Standards
3

4 Monitoring and
Feedback Stocktaking
Mentoring Activity
PERFORMANCE MANAGEMENT & HUMAN RESOURCE
MANAGEMENT
1. Organization Structure – Tasks, Roles,
2. Personal Policies and Procedures
Relationships
10. Diagnosis, A. Managerial Style & Development / Unit /
Group Management 3. Staff Forecasts
Planned Change &
G. Career & Plans
System Feedback B. Induction &
Management 4. Job & Role
Work-Team
& Personnel EFFECTIVE
Integration Analysis,
9. Separation Appraisal PERFORMIN Description &
F. Personal G MANGEE Performance
Counselling, GROUP C. Role Design &
Feedback & Redesign in Groups Standards
Development 5. Rewards,
8. Organization Remuneration &
Performance E. Ongoing Other Systems
D. Individual
Monitoring & Communication, Staff
Performance, Planning for Managee
Feedback Systems Development & Motivation &
and Monitoring
Remedial Action
Reinforcement
7. Personnel Appraisal System & 6. Recruitment, Selection, Appointment,
Guidelines Placement, Probation & Confirmation

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