B By y

Z
Z
ul
ul
f
f
i
i
q
q
a
a
r
r

Mi
Mi
r
r
a
a
n
n
i
i
B B. .E E ( (E El lec ect ts s) ), , M M. .A A ( (E Ecn cno o) ), , P. P.G. G.D D ( (T Te el lcom com & & C Co on ntr tro ol l E Engg ngg. .) )
Senior Senior E Ele lec ct tron roni ic cs s Engineer Engineer
P Pak aki ist stan an C Ci iv vi il l A Av vi iat ati ion on A Au ut thor hori it ty y
Sun Sund da ay y, , D De ec ce em me er r !" !", , #$ #$$ $% %
PE PERF RFO OR RM MA ANC NCE E M MA AN NA AGE GEM ME EN NT T
What is Management
T&e 'our classic a((roac&es o' descriing or de'ining )Management*.
T&eoretical+ ,&at is management-
de.elo(ment o' t&eories o' management, using a((roac&es ased on
(olitical, economic, sociological, (syc&ological or ant&ro(ological t&eory
and (&iloso(&y
Descri(ti.e+ t&e /os t&at managers and su(er.isors do
Com(arati.e+ &ierarc&ical organisation and structure 0it&in an organisation,
ased on com(arison and e.aluation met&ods+
in (o(ular s(eec&, 0it&in many organisations t&e term )management1 is
used as an indication o' status+ t&ose 0it& t&e 2ey to t&e e3ecuti.e
0as&room4
Action5ased+ t&e 0ay t&at t&ose de'ined as managers s(end t&eir time+
Management as t&e acti.ities carried out y managers
Objetives o! Management
Ensuring organisation goals and targets are met 5 0it& least cost and
minimum 0aste
6oo2ing a'ter &ealt& and 0el'are, sa'ety o' sta'' 5 t&e im(lications t&ereo'
Protecting t&e mac&inery and resources, including t&e &uman resources
Management " #n General
T&e art, or science, o' ac&ie.ing goals t&roug& (eo(le.
Management $ Tra%itional #nter&retation
Traditionally, t&e term 7management7 re'ers to t&e acti.ities (and o'ten t&e grou(
o' (eo(le) in.ol.ed in t&e 'our general 'unctions listed elo0+
!) Planning
#) 8rgani9ing resources
:) 6eading
%) Controlling or coordinating
Management " some ommon inter&retations
getting t&ings done t&roug& ot&ers.
to su((ort em(loyee1s e''orts to e 'ully (roducti.e memers o' t&e
organi9ations and citi9ens o' t&e community.
th e g ro u p o f p e op le (e3ecuti.es and ot&er managers) 0&o are (rimarily
res pon sib le fo r m a king de cis ion s in an organi9ation
Management Theories
Scienti'ic Management 5 ;rederic2 Taylor (!<=>5!"!?) 5(American
engineer)
@uman Aelations Mo.ement B Elton Mayo (!<<$ 5 !"%") (Australian
'ounder o' industrial sociology) 5 @a0t&orne ,or2s E3(eriments
Bureaucracy B Ma3 ,eer (!<>% 5 !"#$) (German sociologist and (olitical
economist)
Administration 5 @enri ;ayol (!<%! 5 !"#=) (;renc& engineer)
T&eory C and T&eory D 5 Douglas McGregor (!"$> 5 !">%) (E.S. social
(syc&ologist)
8rganisation t&eory 5 Peter ;. Druc2er (Born in Fienna in !"$", ut 'or
se.eral decades t&e leading American management Gguru1)
Tra%itional Funtions o! Management
Planning eg, meeting goals, eing ready 'or crises
Sta''ing eg, recruiting, training
8rganising eg, time management, team uilding
6eading eg, communication, moti.ation, disci(line
Controlling eg, Huality control 5 met&ods, (roducti.ity,
(eo(le
Management Tehni'ues
Be&a.ior Management
An3iety5Encertainty Management
Terror Management
En.ironmental Mani(ulation
Stress Management
Per'ormance Management
Per!ormane management
Per'ormance management is a relati.ely ne0 conce(t to t&e 'ield o'
management.
T&e ma/or contriution o' (er'ormance management is its 'ocus on ac&ie.ing
results 55 use'ul (roducts and ser.ices 'or customers inside and outside t&e
organi9ation. Per'ormance management redirects our e''orts a0ay 'rom
usyness to0ard e''ecti.eness. Per'ormance management reminds us t&at eing
usy is not t&e same as (roducing results. It reminds us t&at training, strong
commitment and lots o' &ard 0or2 alone are not results.
PM (ut more 'ocus on e''ecti.eness, t&at systems and (rocesses in t&e
organi9ation e a((lied in t&e rig&t 0ay to t&e rig&t t&ings+ to ac&ie.e results. All
o' t&e results across t&e organi9ation must continue to e aligned to ac&ie.e t&e
o.erall results desired y t&e organi9ation 'or it to sur.i.e and t&ri.e. 8nly t&en it
e said t&at t&e organi9ation and its .arious (arts are really (er'orming.
(asi Cone&t
Sim(ly, (er'ormance management includes acti.ities to ensure t&at goals are
consistently eing met in an e''ecti.e and e''icient manner. Per'ormance
management can 'ocus on (er'ormance o' t&e organi9ation, a de(artment,
(rocesses to uild a (roduct or ser.ice, em(loyees, etc.
Performance management is a joint process that involves both the supervisor
and the employee, who identify common goals, which correlate to the higher
goals of the institution. This process results in the establishment of written
performance expectations later used as measures for feedback and
performance evaluation .
PM is an ongoing communication (rocess t&at in.ol.es ot& t&e (er'ormance
manager and t&e em(loyee in+
identi'ying and descriing essential /o 'unctions and relating t&em to t&e
mission and goals o' t&e organi9ation
de.elo(ing realistic and a((ro(riate (er'ormance standards
gi.ing and recei.ing 'eedac2 aout (er'ormance
0riting and communicating constructi.e (er'ormance a((raisals
(lanning education and de.elo(ment o((ortunities to sustain, im(ro.e or
uild on em(loyee 0or2 (er'ormance.
Per!ormane Management A&&lies to More than Em&loyees
Ty(ically, 0e t&in2 o' (er'ormance in organi9ations, 0e t&in2 on t&e (er'ormance
o' em(loyees. @o0e.er, (er'ormance management s&ould also e 'ocused on+
t&e organi9ation
de(artments computer support, administration, sales, etc.!
(rocesses billing, budgeting, product development, financial
management, etc.!
(rograms implementing new policies and procedures to ensure a safe
workplace" or, for a nonprofit, ongoing delivery of services to a community!
(roducts or ser.ices to internal or e3ternal customers
(ro/ects automating the billing process, moving to a new building, etc.!
teams or grou(s organi9ed to accom(lis& a result 'or internal or e3ternal
customers
(ene!its an% Conerns
)ey (ene!its o! Per!ormane Management
!. PM focuses on results, rather than behaviors and activities
A common misconce(tion among su(er.isors is t&at e&a.iors and acti.ities are
t&e same as results. T&us, an em(loyee may a((ear e3tremely usy, ut not e
contriuting at all to0ard t&e goals o' t&e organi9ation. An e3am(le is t&e
em(loyee 0&o manually re.ie0s com(letion o' e.ery 'orm and (rocedure, rat&er
t&an su((orting automation o' t&e re.ie0. T&e su(er.isor may conclude t&e
em(loyee is .ery committed to t&e organi9ation and 0or2s .ery &ard, t&us,
deser.ing a .ery &ig& (er'ormance rating.
#. Aligns organizational activities and processes to the goals of the
organization
PM identi'ies organi9ational goals, results needed to ac&ie.e t&ose goals,
measures o' e''ecti.eness or e''iciency (outcomes) to0ard t&e goals, and means
(dri.ers) to ac&ie.e t&e goals. T&is c&ain o' measurements is e3amined to
ensure alignment 0it& o.erall results o' t&e organi9ation.
:. Cultivates a system-wide, long-term view of the organization.
Aic&ard A. S0anson, in Performance #mprovement Theory and Practice
(Ad.ances in De.elo(ing @uman Aesources, !, !"""), e3(lains an e''ecti.e
(er'ormance im(ro.ement (rocess must 'ollo0 a systems5ased a((roac& 0&ile
loo2ing at outcomes and dri.ers. 8t&er0ise, t&e e''ort (roduces a 'la0ed (icture.
;or e3am(le, laying o'' (eo(le 0ill li2ely (roduce s&ort5term (ro'its. @o0e.er, t&e
organi9ation may e.entually e3(erience reduced (roducti.ity, resulting in long5
term (ro'it loss.
%. Produces meaningful measurements
T&ese measurements &a.e a 0ide .ariety o' use'ul a((lications. T&ey are use'ul
in enc&mar2ing, or setting standards 'or com(arison 0it& est (ractices in ot&er
organi9ations. T&ey (ro.ide consistent asis 'or com(arison during internal
c&ange e''orts. T&ey indicate results during im(ro.ement e''orts, suc& as
em(loyee training, management de.elo(ment, Huality (rograms, etc. T&ey &el(
ensure eHuitale and 'air treatment to em(loyees ased on (er'ormance.
Other (ene!its o! Per!ormane Management
Per'ormance Management (PM)+
!. @el(s you t&in2 aout 0&at results you really 0ant. Dou1re 'orced to e
accountale, to 7(ut a sta2e in t&e ground7.
#. De(ersonali9es issues. Su(er.isor1s 'ocus on e&a.iors and results, rat&er
t&an (ersonalities.
:. Falidates e3(ectations. In today1s age o' &ig& e3(ectations 0&en organi9ations
are stri.ing to trans'orm t&emsel.es and society, &a.ing measurale results can
.eri'y 0&et&er grand .isions are realistic or not.
%. @el(s ensure eHuitale treatment o' em(loyees ecause a((raisals are ased
on results.
=. 8(timi9es o(erations in t&e organi9ation ecause goals and results are more
closely aligned.
>. Culti.ates a c&ange in (ers(ecti.e 'rom acti.ities to results.
?. Per'ormance re.ie0s are 'ocused on contriutions to t&e organi9ational goals,
e.g., 'orms include t&e Huestion 7,&at organi9ational goal 0ere contriuted to
and &o0-7
<. Su((orts ongoing communication, 'eedac2 and dialogue aout organi9ational
goals. Also su((orts communication et0een em(loyee and su(er.isor.
". Per'ormance is seen as an ongoing (rocess, rat&er t&an a one5time, s&a(s&ot
e.ent.
!$. Pro.o2es 'ocus on t&e needs o' customers, 0&et&er internal or e3ternal.
!!. Culti.ates a systems (ers(ecti.e, t&at is, 'ocus on t&e relations&i(s and
e3c&anges et0een susystems, e.g., de(artments, (rocesses, teams and
em(loyees. Accordingly, (ersonnel 'ocus on (atterns and t&emes in t&e
organi9ation, rat&er t&an s(eci'ic e.ents.
!#. Continuing 'ocus and analysis on results &el(s to correct se.eral myt&s, e.g.,
7learning means results7, 7/o satis'action (roduces (roducti.ity7, etc.
!:. Produces s(eci'icity in commitments and resources.
!%. Pro.ides s(eci'icity 'or com(arisons, direction and (lanning.
!=. Aedirects attention 'rom ottom5u( a((roac&es (e.g., doing /o descri(tions,
(er'ormance re.ie0s, etc., 'irst and t&en 7rolling u(7 results to t&e to( o' t&e
organi9ation) to to(5do0n a((roac&es (e.g., ensuring all susystem goals and
results are aligned 'irst 0it& t&e organi9ation1s o.erall goals and results).
Conerns about Per!ormane Management
Ty(ical concerns e3(ressed aout (er'ormance management are t&at it seems
e3traordinarily di''icult and o'ten unreliale to measure (&enomena as com(le3
as (er'ormance. Peo(le (oint out t&at today1s organi9ations are ra(idly c&anging,
t&us results and measures Huic2ly ecome osolete. T&ey add t&at translating
&uman desires and interactions to measurements is im(ersonal and e.en &ea.y
&anded.
Per!ormane Management mo%el
Per'ormance Management model includes +
Jo Descri(tion & Strategic Plan
Standards 8' Per'ormance
8ser.ation And ;eedac2
Per'ormance A((raisal
Per'ormance De.elo(ment
* *ob ob + +es esr ri& i&t tion ion , , - -t tr ra at te egi gi P Pl la an n
Writing a job %esri&tion is a &roess o! systematially olleting.
analy/ing. an% %oumenting the im&ortant !ats about a job0 A strategi
&lan is om&ose% o! a mission statement. i%enti!ie% goals relate% to the
organi/ation1s mission. as 2ell as strategi initiatives neessary to
aom&lish eah goal0 Assignment o! res&onsibility !or the
aom&lishment o! goals an% strategi initiatives is relate% to the essential
!untions o! the job %esri&tion0
*ob +esri&tion
Be'ore a /o .acancy is ad.ertised, a /o descri(tion is com(leted. A'ter t&e
em(loyee is &ired, t&is /o descri(tion ecomes t&e /o assignment and 'orms
t&e asis o' t&e /o 'unction descri(tion on t&e Performance $valuation %orm.
,riting a /o descri(tion is a (rocess o' systematically collecting, analy9ing, and
documenting t&e im(ortant 'acts aout a /o. T&is (rocess is called job
analysis. T&e /o descri(tion (ro.ides a asis 'or /o5related selection
(rocedures and (er'ormance standards.
T&e /o descri(tion s(eci'ies+
t&e s(eci'ic /o 'unctions and tas2s
t&e 'unctions and tas2s 0&ic& are essential
t&e (ercentage o' time ty(ically s(ent (er'orming eac& 'unction
t&e s2ills, 2no0ledge and ailities reHuired to (er'orm t&e /o success'ully
t&e (&ysical and mental reHuirements o' t&e (osition
s(ecial conditions o' em(loyment
t&e le.el o' su(er.ision recei.ed and e3ercised.
T&e (er'ormance manager s&ould s&are t&e /o descri(tion 0it& t&e em(loyee
during &is or &er 'irst 'e0 days on t&e /o.
-trategi Plan
A strategic (lan is com(osed o' a mission statement, identi'ied goals related to
t&e organi9ation1s mission, as 0ell as strategic initiati.es necessary to
accom(lis& eac& goal. T&e mission statement descries t&e 'undamental reason
t&at your organi9ation or de(artment e3ists. T&e goals identi'y t&e results 0&ic&
0ill 'urt&er t&at mission, and strategic initiati.es set out t&e s(eci'ic ste(s 0&ic&
must e ta2en to ac&ie.e t&ose results. Strategic (lanning is a dynamic (rocess
0&ic& is usually re.isited at inter.als o' et0een one to t0o years. @ere is an
e3am(le o' a strategic (lan.
Indi.idual em(loyees 0ill eac& ma2e a contriution to t&e reali9ation o' goals and
may e res(onsile 'or accom(lis&ment o' s(eci'ic strategic initiati.es in su((ort
o' t&ose goals. To ensure t&at initiati.es are com(leted, t&ose res(onsile 'or
(articular strategic initiati.es are usually named and due dates s(eci'ied.
As a (er'ormance manager, you s&ould consider t&e annual goals and strategic
initiati.es 'or 0&ic& t&e em(loyee &as res(onsiility 0&en descriing t&e (osition,
setting standards o' 0or2 (er'ormance, gi.ing 'eedac2 aout (er'ormance,
doing t&e annual (er'ormance a((raisal, and (lanning 'or em(loyee education,
training and de.elo(ment.
- -t ta an% n%a ar%s r%s o! o! P Pe er r! !or orm ma an n e e
-tan%ar%s o! &er!ormane are 2ritten statements %esribing how well a job
shoul% be &er!orme%0 Per!ormane stan%ar%s are %evelo&e% ollaboratively
2ith em&loyees. 2henever &ossible. an% e3&laine% to ne2 em&loyees
%uring the !irst month on the job0
T&e (er'ormance standard (ro.ides a enc&mar2 against 0&ic& to e.aluate 0or2
(er'ormance. ,&ile t&e /o descri(tion descries t&e essential 'unctions and t&e
tas2s to e done, t&e (er'ormance standard de'ines how well eac& 'unction or
tas2 must e (er'ormed in order to meet or e3ceed e3(ectations.
+e v e lo&ing - tan%ar% s 4
T&ere are a numer o' a((roac&es to de.elo(ing 0ritten (er'ormance standards.
8ne is t&e d ire ctive a p p ro a ch in 0&ic& t&e (er'ormance manager 0rites t&e
standards, in consultation 0it& management and t&e Em(loyee Aelations
re(resentati.e 'or &is or &er de(artment. T&en t&e standards are s&ared 0it& t&e
em(loyees a''ected 'or t&eir in'ormation and to address any Huestions t&ey may
&a.e.
Anot&er is a c o lla b o rat ive a p p ro a c h in 0&ic& em(loyees 0or2 0it& you to de.elo(
t&e (er'ormance standards 'or t&eir (ositions. ,&ile it is a legitimate o(tion to
de.elo( t&e standards 0it&out em(loyee in(ut, t&e ene'its o' a collaorati.e
a((roac& are im(ortant. Bot& t&e (er'ormance manager and t&e em(loyee ring
.aluale in'ormation to t&e (rocess and t&e end result is more li2ely to e
su((orted y e.eryone in.ol.ed.
As t&e (er'ormance manager, &o0e.er, you 0ill ma2e t&e 'inal decision aout
t&e a((ro(riateness o' t&e standards in consultation 0it& management and t&e
Em(loyee Aelations consultant 'or your de(artment. Mutual agreement with
the employee about standards is preferable, but not always possible.
Mutual understanding and recognition of the standards is necessary.
Cheking -tan%ar%s
A'ter 0riting (er'ormance standards, c&ec2 t&em against t&e Huestions in t&e
'ollo0ing list+
!. Are the stan%ar%s realisti5 Standards s&ould e attainale and
consistent 0it& 0&at is necessary to get t&e /o done. Standards 'or
(er'ormance 0&ic& meets e3(ectations re(resent t&e minimum acce(tale
le.el o' (er'ormance 'or all em(loyees in t&at (osition.
#. Are the stan%ar%s s&ei!i5 Standards s&ould tell an em(loyee e3actly
0&ic& s(eci'ic actions and results &e or s&e is e3(ected to accom(lis&.
:. Are the stan%ar%s base% on measurable %ata. observation. or
veri!iable in!ormation5 Per'ormance can e measured in terms o'
timeliness, cost, Huality and Huantity.
%. Are the stan%ar%s onsistent 2ith organi/ational goals5 Standards
lin2 indi.idual (and team) (er'ormance to organi9ational goals and s&ould
e consistent 0it& t&ese goals. T&e success o' t&e Eni.ersity1s and
de(artment1s missions de(ends on t&is strategic connection.
=. Are the stan%ar%s hallenging5 Standards may descrie (er'ormance
t&at e3ceeds e3(ectations. Aecogni9ing (er'ormance t&at is ao.e
e3(ectations or outstanding is crucial to moti.ating em(loyees.
>. Are the stan%ar%s lear an% un%erstan%able5 T&e em(loyees 0&ose
0or2 is to e e.aluated on t&e asis o' t&e standards s&ould understand
t&em. Standards s&ould use t&e language o' t&e /o.
?. Are the stan%ar%s %ynami5 As organi9ational goals, tec&nologies,
o(erations or e3(eriences c&ange, standards s&ould e.ol.e.
Ob Obse ser rv va at tion ion a an% n% F Fe ee e%b %ba ak k
Observing 2ork &er!ormane an% &rovi%ing !ee%bak about it shoul% be a
routine &art o! the &er!ormane management &roess0 Fee%bak shoul% be
base% on observe% an%6or veri!iable 2ork$relate% behaviors. ations.
statements. an% results0 This ty&e o! !ee%bak is alle% behavioral
feedback. E!!etive !ee%bak hel&s the em&loyee sustain goo%
&er!ormane. to %evelo& ne2 skills an% to im&rove &er!ormane 2hen
neessary0
8ser.ing em(loyee (er'ormance and o''ering 'eedac2 aout 0&at you see
s&ould e a routine (art o' t&e 0ay you manage em(loyee (er'ormance.
;eedac2 is most e''ecti.e in rein'orcing or im(ro.ing 0or2 (er'ormance 0&en
t&e em(loyee &as con'idence in t&e asis o' t&at 'eedac2. And you, as t&e
(er'ormance manager, 0ill e more con'ident 0&en gi.ing 'eedac2 ased on
in'ormation t&at you can su((ort.
Observing Em&loyee Per!ormane
;rom t&e stand(oint o' (er'ormance management, oser.ation in.ol.es noticing
s(eci'ic 'acts, e.ents, or e&a.iors related to 0or2 (er'ormance and t&e results o'
0or2 (er'ormance. 8ser.ations are t&e ra0 data u(on 0&ic& e''ecti.e
(er'ormance 'eedac2 may e ased. T&e (ur(ose o' oser.ing em(loyee
e&a.ior and t&e results o' 0or2 (er'ormance is to identi'y and descrie it in
order to &el( t&e em(loyee e success'ul and continue to de.elo( &is or &er
s2ills, 2no0ledge, and e3(erience.
(ehavioral Fee%bak
;eedac2 may e de'ined as 7in'ormation aout (ast e&a.ior, deli.ered in t&e
(resent, 0&ic& may in'luence 'uture e&a.ior.7
;eedac2 is in'luential. During t&e (er'ormance a((raisal (eriod, (ro.ide
'eedac2 aout (er'ormance regularly. ,&en em(loyees recei.e 'eedac2 t&at is
timely, 'reHuent and s(eci'ic t&ey are more li2ely to understand 0&at is e3(ected
o' t&em, to re(eat success'ul (er'ormance and to im(ro.e t&eir 0or2 0&en
necessary.
Be&a.ioral 'eedac2 consists o' statements aout oser.ed or .eri'ied e&a.ior
related to (er'ormance standards. I' t&e em(loyee does not understand 0&at you
e3(ect or 0&at t&e standards are, gi.e clear messages aout t&ose e3(ectations
and standards, con'irm understanding, and t&en gi.e t&e em(loyee a c&ance to
im(ro.e (er'ormance to meet t&em.
T&e e&a.ioral a((roac& to 'eedac2 is .aluale 0&en descriing (er'ormance
0&ic& needs to e im(ro.ed, ecause t&e em(loyee learns 0&ic& s(eci'ic
e&a.iors to c&ange rat&er t&an recei.ing general comments 0&ic& don1t gi.e
muc& in'ormation.
Be&a.ioral 'eedac2 is also .aluale 0&en gi.ing 'eedac2 aout success'ul
(er'ormance. &hen feedback about successful performance is given in
specific behavioral terms, the employee knows which behaviors to continue or
repeat.
;e ed a c2 a o u t ( e r' o rman c e in n e e d o ' im( ro . emen t is e s t d e li. ere d in ( ri. a te
to a . o id e m a rra ssm e n t to t & e e m( lo y ee . S o m e (e o ( le a re a lso em a rra ss e d
0 &e n 'ee d a c2 a ou t s u cc e s s ' u l (e r' o rm a n c e is g i. e n i n ' ro n t o ' o t&e rs.
;e ed a c2 is mo re e '' e cti . e i' y o u 2 n o 0 an d re s (e ct t & e ( re 'e re n c e s o ' y ou r
em( lo y ees .
Pe Per r! !orm orma an n e e A A&& &&ra rai isa sal l
Per!ormane a&&raisal is a &roess o! assessing. summari/ing an%
%evelo&ing the 2ork &er!ormane o! an em&loyee0 Every areer em&loyee
shoul% reeive a 2ritten &er!ormane a&&raisal at least annually using the
a&&ro&riate 7C-+ Performance Appraisal Model0 Consult the relevant
&oliy. &rogram or ontrat !or the re'uirements s&ei!i to your
em&loyees0 Writing the a&&raisal is &ree%e% by a meeting 2ith the
em&loyee. to &rovi%e the o&&ortunity !or mutual un%erstan%ing o! the
a&&raisal &roess0 The em&loyee has the o&tion to submit a sel!$a&&raisal
2hih 2ill be onsi%ere% in the %evelo&ment o! the a&&raisal0
Per'ormance a((raisal is a (rocess o' summari9ing, assessing and de.elo(ing
t&e 0or2 (er'ormance o' an em(loyee. In order to e e''ecti.e and constructi.e,
t&e (er'ormance manager s&ould ma2e e.ery e''ort to otain as muc& o/ecti.e
in'ormation aout t&e em(loyee1s (er'ormance as (ossile.
T&e 'ollo0ing are recommended ste(s 'or t&e (er'ormance a((raisal (rocess.
Pre&aring
Ty(ically, t&e (er'ormance a((raisal 'or career em(loyees is due one year 'rom
t&e end o' t&e (roationary (eriod or e'ore t&e merit cycle. ,ell e'ore t&at
date, egin to (re(are 'or t&e a((raisal. T&e (re(aration (rocess in.ol.es re.ie0
and data gat&ering, &olding a (reliminary meeting 0it& t&e em(loyee, and
em(loyee (re(aration o' a sel'5a((raisal.
Writing
T&e 0riting (&ase o' t&e (er'ormance a((raisal (rocess in.ol.es com(leting t&e
'orm 'or t&e P e rfor m an ce ' p p raisal ( o d e ls u sed y your de(artment, and
0riting t&e su((orting comments. In 0riting t&e (er'ormance a((raisal, and 'or
eac& essential 'unction, tas2, annual goal or strategic initiati.e to e a((raised,
consider t&ree Huestions+
!. @o0 does t&e le.el o' (er'ormance com(are 0it& t&e (er'ormance
standards 'or t&is 'unction, tas2, goal, or initiati.e-
#. @o0 0as t&e le.el o' (er'ormance con'irmed- ,&at did you see t&e
em(loyee doing- ,&at do analytical re(orts or 0or2 (roducts s&o0-
:. ,&at 0ere t&e conseHuences, results and im(act o' t&e (er'ormance-
+elivering
Planning t&e (er'ormance a((raisal meeting (0it& an em(loyee)contriutes to
t&e success o' t&e (rocess.
Pro%uing
A co(y o' t&e 'inal signed (er'ormance a((raisal s&ould e gi.en to t&e
em(loyee 'or &is or &er records. @e or s&e can also use it as a guide 'or
im(ro.ing (er'ormance and 'or (ro'essional de.elo(ment.
The performance appraisal process is intended to break down barriers and
maintain open communication, creating an atmosphere that allows a candid
approach to discussions of performance. )uring the new review period, the
performance manager and employee discuss the employee*s performance on
an ongoing basis until it is time for the next written appraisal. This
communication is part of the ongoing process of observation and feedback.
Per!ormane +evelo&ment Plan
+evelo&ing em&loyee &er!ormane !urthers the mission o! the organi/ation
an% enhanes the overall 'uality o! the 2ork!ore 2ithin the 7niversity by
&romoting a limate o! ontinuous learning an% &ro!essional gro2th8
hel&ing to sustain em&loyee &er!ormane at a level 2hih meets or
e3ee%s e3&etations8 enhaning job$ or areer$relate% skills. kno2le%ge
an% e3&eriene8 enabling em&loyees to kee& abreast o! hanges in their
!iel%s8 making em&loyees om&etitive !or em&loyment o&&ortunities 2ithin
the 7niversity8 &romoting a!!irmative ation objetives8 an% motivating
em&loyees0 Per!ormane %evelo&ment &lans may be onsi%ere% at eah
stage o! the &er!ormane management &roess0
An im(ortant com(onent o' t&e (er'ormance management (rocess is
de.elo(ment o' em(loyees1 0or25related s2ills, 2no0ledge and e3(erience. T&e
de.elo(ment (rocess o''ers anot&er o((ortunity 'or you and your em(loyee to
0or2 collaorati.ely to im(ro.e or uild on &is or &er (er'ormance and to
contriute to organi9ational e''ecti.eness.
Continuous 9earning
De.elo(ment o' em(loyee s2ills, 2no0ledge and e3(erience is essential in
today1s ra(idly c&anging 0or2(lace. In order 'or t&e organi9ation to remain
com(etiti.e and to retain its re(utation 'or e3cellence, em(loyees s&ould &a.e
u(5to5t&e5minute in'ormation and t&e aility to use ne0 tec&nologies, ada(t to
organi9ational c&ange, 0or2 in 'latter organi9ations in 0&ic& cross5'unctional
s2ills and 2no0ledge are reHuired, and 0or2 e''ecti.ely in teams and ot&er
collaorati.e situations. Em(loyees, too, recogni9e t&at it is essential 'or t&em to
continue to learn so t&at t&ey 0ill e e''ecti.e in t&eir current /os and ale to
mo.e into ot&er (ositions or acce(t ne0 res(onsiilities as circumstances
demand.
Pre&aring the Plan
T&ere are 'our (rinci(al occasions 0&en (re(aration o' a (er'ormance
de.elo(ment (lan mig&t e considered+ !) a'ter de'inition or re.ie0 o'
(er'ormance standards, #) as a (art o' t&e ongoing (rocess o' oser.ation and
'eedac2, :) as t&e 'inal element o' t&e (er'ormance a((raisal (rocess, %) 0&en
an em(loyee initiates a reHuest 'or education or de.elo(ment o((ortunities.
At any o' t&ese (oints in t&e (er'ormance management (rocess, you may
discuss training, education or de.elo(ment o((ortunities 0it& your em(loyee.
Identi'y t&e s(eci'ic ste(s to e ta2en and document a strategy 'or accom(lis&ing
t&ese o/ecti.es.
Per!ormane Manager1s Res&onsibilities
Ass e ssme n t+
As mentioned ao.e, e''ecti.e (re(aration o' (er'ormance de.elo(ment (lans,
0it& and 'or your em(loyees, reHuires t&e aility to assess t&e needs o' t&e
em(loyee and t&e organi9ation. Dou may de.elo( your o0n s2ills in t&is area y
attending t&e course, 7En&ancing Career and 8rgani9ational 8(tions,7 o''ered y
Sta'' Education and De.elo(ment on cam(us.
@el( your em(loyees to set career goals t&at are consistent 0it& t&eir s2ills,
2no0ledge, e3(erience and interests y (ro.iding 'eedac2 ased on your
oser.ations and assessment o' t&eir ailities, readiness and (otential. T&e
assessment s&ould e ased on your actual e3(erience and oser.ation o'
em(loyee (er'ormance and e&a.ior rat&er t&an on assum(tions and (ersonal
iases.
Pro . idi n g In ' o rma tio n +
Per'ormance managers su((ort career de.elo(ment 0&en t&ey in'orm an
em(loyee aout o(tions 'or and (ossile arriers to career mo.ement. ;or
e3am(le, you may tell your em(loyees aout u(coming (ositions or o(enings 'or
0&ic& t&ey may e Huali'ied, or aout udgetary constraints 0&ic& may in&iit
career o(tions or de.elo(ment o((ortunities in t&e unit or de(artment.
Ae 'e rra l+
Ae'er your em(loyees to ot&ers 0&o can assist t&em in ac&ie.ing de.elo(ment
goals. As a (er'ormance manager, it is your res(onsiility to e a0are o' t&e
a((ro(riate re'erral sources ot& 0it&in and outside o' your de(artment.
Dou may re'er em(loyees to oo2s, /ournals, (ro'essional associations or ot&er
sources o' in'ormation. Dou may also (ut t&em in touc& 0it& (eo(le 0&o mig&t e
0illing to ser.e as mentors or 0it& t&ose 0&o mig&t (ro.ide an in'ormation
inter.ie0 in 0&ic& em(loyees can learn more aout a 'ield or (osition 'rom
someone 0&o is currently 0or2ing in t&at area or ca(acity.
G u id a n c e +
Encourage your em(loyees to 'ocus on clear, s(eci'ic and attainale career
goals. S&are your 2no0ledge and e3(erience 0it& your em(loyees. Ty(ical
Huestions em(loyees &a.e are+ !) 0&at is reHuired to mo.e to t&e ne3t logical
(osition, #) 0&at are t&e c&ances 'or ad.ancement in t&is de(artment, :) &o0 to
e moile 0it&in t&e Eni.ersity, %) 0&at is t&e di''erence et0een a (romotion
and an u(0ard reclassi'ication, =) &o0 to Huali'y 'or training and de.elo(ment
o((ortunities, and >) 0&o to contact 'or 'urt&er in'ormation or career counseling.
Pro.ide guidance to your em(loyees aout ste(s t&ey mig&t ta2e to im(ro.e
e3isting s2ills and 2no0ledge or de.elo( in ne0 'unctional areas.
De . e lo ( +
Per'ormance managers su((ort em(loyee de.elo(ment 0&en t&ey assign
em(loyees roles or tas2s 0&ic& c&allenge t&em and (ro.ide t&e o((ortunity to
gro0. Base decisions aout de.elo(ment o(tions and o((ortunities on a care'ul
assessment o' t&e em(loyee1s readiness to acce(t additional or ne0
res(onsiilities or c&allenges. Consider delegating a res(onsiility t&at is
currently your o0n 0&ic& is a((ro(riate to t&e em(loyee1s classi'ication and
de.elo(ment. Pro.ide on5t&e5/o training and re'er em(loyees to classes,
0or2s&o(s, and ot&er learning and de.elo(ment o((ortunities, and recommend
em(loyees to ser.e on committees, tas2 'orces or cross5'unctional teams.
-ummary o! the Per!ormane Management Proess
T&e (er'ormance management (rocess egins 0it& analysis and descri(tion o'
t&e /o. T&e (er'ormance manager identi'ies essential 'unctions in t&e /o
descri(tion and t&e strategic mission and goals o' t&e de(artment or
organi9ational unit. Standards o' minimum acce(tale (er'ormance are
de.elo(ed 'or t&e (osition 0it& t&e em(loyee. Additionally, standards 'or
(er'ormance 0&ic& e3ceeds e3(ectations may e set to encourage t&e em(loyee
to stri.e 'or e.en etter results.
T&roug&out t&e a((raisal (eriod (ty(ically one year), t&e (er'ormance manager
oser.es and (ro.ides e&a.ioral 'eedac2 on t&e (er'ormance o' t&e em(loyee,
'ocusing on &el(ing t&e em(loyee to ac&ie.e success'ul (er'ormance. At t&e end
o' t&e a((raisal (eriod, and in collaoration 0it& t&e em(loyee, t&e (er'ormance
manager (re(ares, 0rites, deli.ers and t&en (roduces a 'inal co(y o' t&e 0ritten
(er'ormance a((raisal.
At any (oint in t&e (rocess, t&e em(loyee and (er'ormance manager may
identi'y needs and create a (lan 'or em(loyee education, training or de.elo(ment
in /o5 or career5related areas.
verall !oal and "ocuses of Performance Management
T&e o.erall goal o' (er'ormance management is to ensure t&at t&e organi9ation
and all o' its susystems ((rocesses, de(artments, teams, em(loyees, etc.) are
0or2ing toget&er in an o(timum 'as&ion to ac&ie.e t&e results desired y t&e
organi9ation.
Performance #mprovement of the rganization or a $ubsystem is an
#ntegrated Process
Kote t&at ecause (er'ormance management stri.es to o(timi9e results and
alignment o' all susystems to ac&ie.e t&e o.erall results o' t&e organi9ation, any
'ocus o' (er'ormance management 0it&in t&e organi9ation (0&et&er on
de(artment, (rocess, em(loyees, etc.) s&ould ultimately a''ect o.erall
organi9ational (er'ormance management as 0ell.
ngoing Activities of Performance Management
Ac&ie.ing t&e o.erall goal reHuires se.eral ongoing acti.ities, including
identi'ication and (rioriti9ation o' desired results, estalis&ing means to measure
(rogress to0ard t&ose results, setting standards 'or assessing &o0 0ell results
0ere ac&ie.ed, trac2ing and measuring (rogress to0ard results, e3c&anging
ongoing 'eedac2 among t&ose (artici(ants 0or2ing to ac&ie.e results,
(eriodically re.ie0ing (rogress, rein'orcing acti.ities t&at ac&ie.e results and
inter.ening to im(ro.e (rogress 0&ere needed. Kote t&at results t&emsel.es are
also measures.