Professional Documents
Culture Documents
____________________
_______________________
In Partial Fulfillment
of the Requirements for the Course
HUMAN RESOURCE MANAGEMENT
by
ABIGAIL L. ALAS, RN
MAY 2017
OBJECTIVES
At the end of this written report, the students will be able to:
1. Define Performance management as a human resources management tool.
2. Explain the three perspectives of Performance Management System.
3. Analyze the different Performance Management Approaches.
4. Differentiate the models used in Performance Management Approaches.
5. Distinguish the different Performance Measurement System.
6. Apply the principles in Rewarding Performance.
INTRODUCTION
It has been said that what gets measured gets done, what gets managed gets
done better and what gets rewarded gets done sooner, and this may well summarize
organization. It helps the organization achieve business results and maintain its desired
culture.
reward management.
I. THEORETICAL BASES
one ideal performance management system (PMS). However, it has been pointed out
that any performance management system should reflect the unique requirements of an
performance management system have been advanced with the objective of putting into
context the practice and system of managing individual and organizational performance
Three Perspectives
corporate policy and resource aims and guidelines, specifying a detailed set of plans,
the following activities: (1) performance planning, (2) performance improvement, and (3)
who meet their targets and demonstrate exemplary behaviors are rewarded.
Schneier, Beatty & Baird (1986) identified the following elements in this
behavior.
work of each individual employee or manager to the overall mission of the work unit. It is
possible in line with the needs of the organization (Costello,1994 as cited by Williams,
1998).
tool used to create and sustain a workplace environment where both an organization
integrative. It is strategic because it pushes the realization of the strategic goals of the
organization as it encompasses the larger and broader issues and concerns of the
because it aligns and links the organizations strategic direction with individual
performance
In other words, it ensures the fulfillment of organizational outcomes and
individual goals by linking other systems in support of the overall direction of the
organization. Data generated from PMS can be utilized for the other HR systems either
as basis for program development or for evaluation. This essential links PMS with other
HR systems.
In reality, it is the third perspective that concretizes the entire principles and
approaches is that corporate strategic goals provide the starting point for
in combination.
approaches to doing this. They include the mixed model, balance scorecard,
European foundation for quality management (EFQM) excellence, performance
Mixed models assess and reward both performance and competence; what employees
actually did and how they did it. Mixed models are particularly appropriate when
organizations are in uncertain and rapidly changing environments, where results are not
under employee control; for qualitative/ process service jobs, where there are no
measurable outcomes of performance; and for jobs intended for development of future
performance (Spencer & Spencer, 1993). In this model as in the others, the overall
strategic plan is cascaded down so that, ultimately, there is a clear path connecting
each employees job to that plan. Thus, it links the organizations objectives with
1. Planning Performance
activities.
performance and this is done by using a performance evaluation form. Within the
performance plan and assigning a summary rating record. The rating record is
period.
Performance measurement
Formal team feedback sessions, individual self-review and peer group and
upward appraisal
Fig. 1. Performance Management Process
measures to provide managers with richer and more relevant information about
Aims to:
activity. The model is comprised of nine criteria five enablers and four
results. It is based on the principle that the five key enablers of excellence
and processes.
D. Performance Prism
communities.
said, You cant manage what you dont measure. Robert Kaplan, the
tell how the organization is doing in the competitive game and enable the
Measurement provides the basis for generating and giving feedback, and thus can build
the platform for further success, or identity where things are going less well so that
how to act and hopefully monitor the effect of the action. Decisions should be
information.
Monitor effect of strategic plans Implementation of strategic plans has to be
achievement.
able to give some warnings in advance and provide input to a search for reasons.
process often provides stepwise blue savings like released capacity, reduced
justify further investments and effort in the process, to manage the process and
achievements.
process.
Comparison Evaluation of performance and performance planning depends on
improvement.
based on performance.
results) are seen in terms of outputs and outcomes, which may come in the form of
programs, systems, revenues, target numbers and improvements in turn around time.
whether an organizations goals and objectives are being achieved or not. These
Over a period of time, the performance management systems have evolve from
the usual annual confidential rating to trait appraisal, behavioral measurements, goal-
(BARS), and the latest trend in appraisal being, the 360-degree feedback
1. Management by Objectives
forms and surveys which describe a precise level of performance. BARS were
reducing conflict between the employee and the appraiser by restricting the
4. 360-degree Feedback
Multiple-rater and 360 and 360 degree feedback became increasingly talked
about in the 1990s, and more recently have been widely used. It consists of
performance data generated and analyzed from a number of sources: the