Monitoring and Managing Performance 3

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Monitoring and Managing PerformanceCourse Tutor :

Md.Rifat Amin [email protected].

For general query:

[email protected]

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4.1 What is performancemanagement?

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4.2 Why performance management?

Advantages :

(a) Objective-setting gives employees the securityand satisfaction of both understanding their jobsand knowing exactly what is expected of them

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(b) !oint-objective setting and a developmentalapproach are positive and participatory

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(c) "erformance management focuses on futureperformance planning and improvement ratherthan retrospective performance appraisal

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4.3 Performance management activities

#here are four key performance managementactivities

($) "reparation of performance agreements

(%) "reparation of performance and developmentplans

(&)'anagement of performance throughout the year

() "erformance reviews 6


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(1) Preparation of performance

agreements or contracts

ome typical areas for the setting of

performance targets:

(a) ales (for sales representatives)

(b) *rowth in turnover+ pro,tability orshareholder value (for the mostsenior executives)

(c) aiting times (for hospitalexecutives)

(d) "ass rates (for teachers andlecturers)

(e) "unctuality and attendance (forjunior workers)

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(2) Preparation of performance and developmentplans#hese set out detailed performance and personaldevelopment needs+ and action plans to address

them+ in order to meet individual objectives8


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(3) Management of performance throughout the year#his involves the continuous process of providing feedback onperformance+ conducting informal progress reviews and

dealing with performance problems as necessary9


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(4) Performance reviews(a) .esults can be measured against targets(b) #he employee can be given feedback(c) An agreement can be reached on on-goingdevelopment needs and future performance targets(d) #he link between results and performance-related pay canbe made

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4.4 The ider use of goals andob!ectives

Peter Drucker+outlined management by objectives ('bO)/rucker was the ,rst to suggest that objectives should be'A.# #his acronym originally stood for the 0ualities listedbelow

peci,c 'easurable Achievable .ealistic #ime-related11


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4." #$ternal accreditation

(a) %nvestors in People is a scheme for businessimprovement sponsored by the 12 government Assessmentis based on interviews with sta3 and depends on evidence ofsatisfactory policy and practice outcomes

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(b) &harter mark is another 12 government sponsoredscheme 4t is intended to promote improvements in customerservice in organisations that deliver public services 4t is beingreplaced by a new 5ustomer ervice 6xcellence standard

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(c) %'( )***+2*** series is the latest version of ageneral scheme of organisational accreditation in0uality management

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" ,%'&%P-%#

,iscipline can be considered as: 7a condition in an enterprise inwhich there is orderliness+ in which the members of theenterprise behave sensibly and conduct themselves according tothe standards of acceptable behaviour as related to the goals ofthe organisation7

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".1 Types of disciplinary situations

/isciplinary situations which may re0uire intervention :

(a) 6xcessive absenteeism

(b) .epeated poor timekeeping

(c) /efective and8or inade0uate work performance

(d) "oor attitudes which in9uence the work of others or which

re9ect on the public image of the ,rm 16


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".2 /odel disciplinary procedure

'any enterprises have accepted the idea of progressivediscipline+

which provides for increasing severity of the penalty with each

repeated o3ence: a bit like the yellow card (warning)+ red card

(sento3 s stem used in football

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#he following are the suggested steps of progressive disciplinaryaction

(a) #he informal talk

(b) Oral warning or reprimand

(c) ritten or ocial warning

(d) uspension without pay

(e) /ismissal

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mployment !ct %;;% re0uires a mandatory three-step

procedure:< #he parties must put the issue in writing< #he parties must meet to discuss the issue (the employeebeing entitled to be accompanied by a trade union or sta3association representative+ if desired)

< An appeal must be held if re0uired 19


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=ailure to complete this basic procedure made anysubse0uent dismissal of the employee on disciplinary groundsunfair

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".3 ,isciplinary intervies

#he disciplinary interview will then proceed as follows

"tep 1##he manager will explain the purpose of theinterview"tep 2##he manager will explain the organisation7sposition with regard to the issues involved and theorganisation7s expectations with regard to future

behaviour8performance 21


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"tep 3##he employee should be given theopportunity to comment+ explain+ justify or deny"tep 4# 4mprovement targets should be jointlyagreed (if possible)

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"tep $##he manager should explain any penalties imposedon the employee+ the reasons behind them and+ if thesanctions are ongoing+ how they can be withdrawn

"tep %##he manager should explain the appeals procedure

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"tep #he manager should ensure the employee understandsfully

steps $-> above and then should brie9y summarise the

proceedings

.ecords of the interview will be kept on the employee7spersonnel

,le for the formal follow-up review and any further action

necessary 24


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0 %#

A grievance occurs when an individual feels that (s)he isbeing wrongly or unfairly treated by a colleague or supervisor:picked on+ unfairly appraised+ discriminated against and so

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0.1 Purpose of a grievance procedure

*rievances should be solved informally by the individual7s

manager 4f not possible+ a formal grievance procedure shouldbe followed:(a) #o allow objective grievance handling ? including 7coolingo37 periods and independent case investigation andarbitration

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(b) #o protect employees from victimisation ? particularlywhere a grievance involves their immediate superiors

(c) #o provide legal protection for both parties27


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d) #o encourage grievance airing ? which is an importantsource of feedback to management on employee problemsand dissatisfactions(e) #o re0uire full and fair investigation of grievances+ enablingthe employer employee relationship to be respected and

preserved+ despite problems 28

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0.2 rievance procedures

#hese procedures should do the following things(a) tate what grades of employee are entitled to pursue aparticular

type of grievance

(b) ,istinguish beteen individual grievances and

collective 29


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(c) tate the rights of the employee for each type ofgrievance+ hat actions and remedies may be claimed

(d) tate what the procedures for pursuing a grievanceshould be. They ill typically involve appeal in the ,rstinstance to the line manager (or next level up+ if the linemanager is the subject of the complaint) 4f the matter cannotbe resolved+ the case will be referred to speci,ed higher

authorities #he assistance of the @. department may be30


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(e) Allow for the employee to be accompanied by a tradeunion or sta5 association representative or other colleague

(f) 'tate time limits for initiating certain grievanceprocedures and subse6uent stages of them+ such asappeals and communication of outcomes

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(g) .e0uire written records of all meetings concerned with thecase to be made and distributed to all the participants

(h) "rovide for right of appeal+ and specify the appeals procedure

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0.3 rievance intervies

.emember discipline is where an employee doeswrong'grievance is where an employee feels wronged# "rior tothe interview+ the manager should gain some idea of thecomplaint and its possible source #he meeting itself can thenproceed through the following stages

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0.3 rievance intervies

"tep 1# ploration# hat is the pro*lem+ the *ackground, thefacts, the causes (obvious and hidden)

"tep 2# -onsideration# .he manager should+

< 5heck the facts

< Analyse the causes

< 6valuate options for responding to the complaint

"tep 3# /eply##he outcome (agreed or disagreed) should be

recorded in writing 34


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7.1 easons for poor performance

Bot all performance problems will be disciplinary in nature+ ordue to training8 competence gaps Other factors the manager

may need to consider include:(a) !ob changes which have left the job-holder less suited for the

work

(b) "ersonality factors or clashes with team members

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7.1 easons for poor performance

(c) =actors outside the work situation (eg marital or ,nancialproblems)

(d) "roblems with job design+ work layout+ management style andother factors outside the individual7s own control

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7.2 Performance counselling process

#he following four-step process could be implemented

(a) 5ounsel the individual through a basic problem-solvingprocess

(i) #he facts

(ii) #he causes#

iii) #he remedies# 37


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7.2 Performance counselling process

(b) 6nsure the individual understands the conse0uences of

persistent poor performance(c) et and agree clear improvement targets and action plans

and agree a period of time over which performance isexpected to improve

(d) upport the individual with agreed follow-up action: training+

coaching+ specialist counselling and so on 38


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Documents

Monitoring and Managing Performance 3