Chapter 8 - Performance Management

PERFORMANCE MANAGEMENT Group 5 Bulut, Kyle Cano, Jeffrey Gregorio, Gabby Manguba, Mike Tan, Kim

OBJECTIVES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

WHAT IS PERFORMANCE MANAGEMENT? ,[object Object]

DEFINING PERFORMANCE ,[object Object],[object Object]

MEASURING PERFORMANCE ,[object Object],[object Object]

FEEDING BACK PERFORMANCE INFORMATION ,[object Object],[object Object]

PRACTICE OF PERFORMANCE MANAGEMENT ,[object Object],[object Object],[object Object]

MODEL OF PERFORMANCE MANAGEMENT

PURPOSES OF PERFORMANCE MANAGEMENT Strategic Administrative Developmental

ADMINISTRATIVE ,[object Object]

DEVELOPMENTAL ,[object Object]

RECOMMENDATIONS FOR DEVELOPING AN EFFECTIVE PERFORMANCE MANAGEMENT SYSTEM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

STRATEGIC CONGRUENCE ,[object Object]

ACCEPTABILITY ,[object Object]

APPROACHES TO MEASURING PERFORMANCE

COMPARATIVE APPROACH ,[object Object]

THERE ARE THREE (3) KINDS: ,[object Object],[object Object],[object Object]

[object Object],[object Object]

EVALUATING THE COMPARATIVE APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

ATTRIBUTE APPROACH ,[object Object]

EVALUATING THE ATTRIBUTE APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

CRITICAL INCIDENTS ,[object Object]

BEHAVIORALLY ANCHORED RATING SCALES

ORGANIZATIONAL BEHAVIOR MODIFICATION ,[object Object]

ASSESSMENT CENTERS ,[object Object]

[object Object],[object Object],[object Object],[object Object]

DIFFERENCES FROM TRADITIONAL APPROACH ,[object Object],[object Object],[object Object],[object Object]

STATISTICAL PROCESS CONTROL TECHNIQUES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

PERFORMANCE INFORMATION SOURCES Customers Peers Self Subordinates Managers 8-

HEURISTICS ,[object Object],[object Object],[object Object],[object Object]

PERFORMANCE MEASUREMENT RATER ERRORS ,[object Object],[object Object],[object Object],[object Object],[object Object],8-

REDUCING RATER ERRORS AND POLITICS ,[object Object],[object Object],[object Object],[object Object],8-

PERFORMANCE FEEDBACK ,[object Object],[object Object]

PERFORMANCE FEEDBACK (CONT.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

WHAT MANAGERS CAN DO ,[object Object],Employee Characteristics Performance Standards/ Goals Feedback Consequences Input 5 Factors to Consider When Analyzing Poor Performance

WHAT MANAGERS CAN DO (CONT.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

DEVELOPING SYSTEMS ,[object Object],[object Object],[object Object],[object Object],[object Object]

CHARACTERISTICS OF A SYSTEM THAT WILL WITHSTAND LEGAL SCRUNITY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

USE OF TECHNOLOGY ,[object Object],[object Object]

SUMMARY ,[object Object],[object Object],[object Object],[object Object]

MINI-QUIZ ,[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object]

VIDEOS TO WATCH: ,[object Object],[object Object]

Chapter 8 - Performance Management

Chapter 8 - Performance Management

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