PERFOMANCE MANAGEMENT(Spencer & Spencer)

MARIA K.D. SAMBANGPRASATIA DESSY SAFRINAProgram MM-WM71

DEFINITION

PERFOMANCE MANAGEMENT

Plan perfomance

Coach/Manage

Appraise perfomance

Perfomance Appraisal:provides information for other

personnel function

PERFOMANCE APPRAISAL

Compensastion

Succesion planning

Dicipline Development

Career pathing

A generic Perfomance Management System (PMS)

Prerequisite step

Start of period

During period

End of period

Perfomance Management “Prerequisite Step”

Organisation strategy definition

Organisation objectives definition

Manager/work unit objective

definition

Perfomance Planning

Perfomance Managemen

t

Perfomance Appraisal

Start of period

During period

End of period

• Observe and document perfomance• “Coaching “ feedback• Revise work expectations as necessary• Provide development experiences• Reinforce effective behavior and progress toward goals

Perfomance Result vs. Job Expectation

Judging Coaching

Personal Function Application

compensation

Succesion planning

Dicipline

Perfomance vs. merit pay guidelines

Salary; bonus

Competencies vs. future job competency

requirements

Career track, promotion

compensation compensation

Formal & informal development

activities: training, mentoring, career

pathing disscusions

Job person match discussion,

development assignments

Competency – Based Perfomance Management Systems

Perfomance (pay for results)

Competence (pay for skill)

PM

Content “What “ of behavior “How of perfomance”

“Mixed model”/ “total PM”

Spesification

The specific quantitative monetary, productivity, or quality results, achived in the resent past.

Seeking more qualitative assesment

Combines planning, management, and appraisal of both perfomance results and competency behaviors.

Orientation Rewards Future and development

Both

Duration Short time frame: one year, past perfomance

Longer time frame: future perfomance in present and future jobs.

Organizational Issues

Job perfomance standarda and appraisal criteria are seen as unequal or unfair.

Perfomance appraisal is seen by managers and employees as a bureaucratic “paperwork” exercise that they don’t seriously.

Employee see nothing in the PMS for them.

Organizational Issues (cont.)

The perfomance management system has little impact on actual management.

The perfomance management system doesn’t reflect or reinforce the organization’s strategy,

Perfomance ratings are inflated.

“Mixed Model” perfomance plus competency PMS are particularly

appropriate for

Uncertain Enviroments, Qualitative/Process Service Jobs, Self Managing Teams, Jobs intended for development of

Future Perfomance Changing organizational strategy,

Focus, or Markets

Steps In Developing Competency – Based Perfomance Management

SystemIdentify

competencies required for

superior perfomance in the

future jobs.

Develop a “mix model” PMS

Train managers and employee in perfomance

management

THANK YOU