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Performance management (formatted)
- 1. Performance Management AndPerformance Related Pay Rohit chawla l Student | 11503 Aakash Budhrani l Student | 11723 Sonia Mumtaz l Student | 11666 Anna Noorali l Student | 12106 Neelam Karim l Student | 11483 CBM | Institute of Business Management | Karachi BBA Class | Human Resource Management Spring Semester 2014
- 2. Definition Thorough practice ofmanaging people Armstrong and Baron view: - Effective people and team management
- 3. Decomposition Performance Management -Strategic -Integrated Ingredientsof Performance Management -Performance Improvement -Development -Managing Behavior
- 4. What Performance ManagementWill Do? 1) Establishing a culture 2) Sharing expectation 3) Maintaining and improving the quality of relationships 4) Planning, through defining expectations 5) Measurement
- 5. How Performance ManagementWorks Corporate Strategies Business and departmental goals Agreement on performance priorities Plans between individuals and managers
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- 9. Appraisal Methods 1) The360-Degree Appraisal 2) General Performance Appraisal 3) Technological/Administrative Performance Appraisal 4) Manager Performance Appraisal 5) Management by Objectives (MBO) 6) Employee Self-Assessment
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- 14. Performance Appraisal Uses 1)Raises, Merit Pay, Bonuses 2) Personal Decisions (Promotion, Transfer, Dismissal) 3) Identification of training needs 4) Research purposes (e.g. assessing the worth of selection tests.
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- 16. Performance Management atApple Apple focuses on building a performance culture. A performance culture requires significant differentiation based on performance, and it’s clear that in this culture, the top performers and those who are working on mission- critical products are treated significantly differently. In fact, current and former employees frequently complained about the special treatment given to those designated as the “top 100 most important employees.”
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- 18. Failure of PerformanceManagement In a large survey conducted by WorldatWork, 58% of organizations rated their performance management systems as “C Grade or below.”
- 19. Reasons of failureof Performance appraisal Due to missing the following aspects performance appraisal are failing • Transparency • Impersonal • Reliability • Open and participatory • Noticeable and timely
- 20. CIPD View • Ensuringindividuals posses skills, and they comprehend what input they need to give in, to achieve expected performance. • Encouraging relationship between line managers, individuals and teams by keeping communication. • Success of Organization depends on clarity of what is meant of Performance and where organization needs to be in performance culture.
- 21. Performance Related Pay 1)Encouraging high performance levels by linking performance to pay. 2) Embedding an entrepreneurial or high-performance culture across an organization. 3) The notion of equity or fairness
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- 24. Coverage And Trendsin PRP PRP in Public Sector 1) Individual PRP is more prevalent in private than other sector. 2) In Public Sector, Employees provide for a basic % increase. 3) Merit pay covers managerial and other white-collar staff. 4) There are differences in coverage of PRP internationally.
- 25. Measuring Trends inMerit Awards 1) Pay review process may provide for either A. All-merit awards. B. Basic-plus-merit awards. 2) Trends in performance pay are commonly measured via the pay review budget. 3) The scope for any merit element of pay tends to be reduced during times of low pay award levels.
- 26. Criticism on Performancerelated pay • Decentralized process of appraisals • Biasness issues • Potential for negatively affecting motivation factor as in case bonus are proclaimed, • Equal distribution of bonus, weakens purpose. • Employees live in company for short term • Subjective measures
- 27. Current Trends • Establishinga performance oriented culture. • Treating employees not only because of their services, but valuing their efforts in Organization. • linking career of staff with Strategic goals. • Focus is on the spirit of mutuality. • Valuing not only highest, but smallest contributions
- 28. Alternative of PRP •Appraise only competent employees (help them in nurturing skills, and ways to advance in the company) •
- 29. CIPD View 1) Encouraginghigh performance, effective performance management and appraisal systems, and only then on pay as an incentive. 2) To create a sustainable high-performing workplace.