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Performance management and employee development
- 2. Employees
Help plan their own development
Improve their own performance
Managers
Help guide the process of development
Support success of process
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- 3. Specify actions necessary to
improve performance
Highlight employee’s
Strengths
Areas in need of development
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- 4. How can I continuously learn and
grow in the next year?
How can I do better in the future?
How can I avoid performance
problems of the past?
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- 7. Improve performance in current job
Sustain performance in current job
Prepare employee for advancement
Enrich employee’s work experience
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- 8. Developmental objectives
New skills or knowledge
Timeline
How the new skills or knowledge will be
acquired
Resources
Strategies
Standards and measures used to assess
achievement of objectives
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- 9. Based on needs of organization and
employee
Chosen by employee and direct
supervisor
Taking into account
Employee’s learning preferences
Developmental objective in question
Organization’s available resources
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- 11. Courses
Self-guided reading
Getting a degree
Attending a conference
Membership or leadership role
in professional or trade
organization
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- 12. Explain what is necessary
Refer employee to appropriate
developmental activities
Review & make suggestions
regarding developmental
objectives
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- 14. Tools to help employees
Improve performance by using Performance
information Gathered from many sources
Superiors
Peers
Customers
Subordinates
The employee
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- 15. Anonymous feedback
Most useful when used
For DEVELOPMENT
NOT for administrative purposes
Internet used for collecting data
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- 21. Advantages of 360-degree Feedback
Systems
Risks of 360-degree Feedback Systems
Characteristics of a Good 360-degree
Feedback System
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- 22. Decreased possibility of biases
Increased awareness of expectations
Increased commitment to improve
Improved self-perception of performance
Improved performance
Reduction of ‘undiscussables’
Increased employee control of their own
careers
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- 23. Unconstructive negative feedback hurts.
Are individuals comfortable with the
system? User acceptance is crucial.
If few raters, anonymity is compromised.
Raters may become overloaded.
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- 24. Anonymity
Observation of
employee
performance
Avoidance of survey
fatigue
Raters are trained
Used for developmental
purposes only
Emphasis on behaviors
Raters go beyond
ratings
Feedback interpretation
Follow-up
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