Performance Management
Process
Week 2
Our Agenda : Performance Management
Textbook/
Week Topic Presentation
Supplements
Week 1 Course Introduction, Syllabus
Week 2 Proses Manajemen Kinerja Read HA2
Manajemen Kinerja dan
Week 3 Read HA3
Perencanaan Strategik
Mendefinisikan Kinerja dan Memilih Group 1 Presentation
Week 4 Read HA4
Pendekatan Pengukuran
Week 5 Mengukur Hasil dan Perilaku Read HA5 Group 2 Presentation
Week 6 Mengumpulkan Informasi Kinerja Read HA6 Group 3 Presentation
Mengimplementasikan Sistem
Week 7 Read HA7 Group 4 Presentation
Manajemen Kinerja
Week 8 Mid Exam
Manajemen Kinerja dan
Week 9 Read HA8
Pengembangan Karyawan
Keterampilan-keterampilan dalam Read HA9 Group 1 Presentation
Week 10
Manajemen Kinerja
Pengembangan dan Peninjauan Read JS8 Group 2 Presentation
Week 11
Kinerja
Week 12 Hubungan Kinerja dan Penghargaan Read JS14 Group 3 Presentation
Week 13 Merit Pay dan Kinerja Individu Read JS15 Group 4 Presentation
Week 14 Insentif Eksekutif Read JS20
Kuliah Tamu : Kesejahteraan dan
Week 15
Benefit Karyawan
Week 16 Final Exam
Overview
(Aguinis, 2014)
1. Prerequisites
Once the goals for the entire organization have been established,
similar goals cascade downward, with departments setting
objectives to support the organization’s overall mission and
objectives. The cascading continues downward until each
employee has a set of goals compatible with those of the
organization.
Prerequisites
A. Knowledge of the organization’s mission and
strategic goals
B. Knowledge of the job in question
A. Knowledge of mission and strategic goals
Strategic planning
▪ Purpose or reason for organization’s existence
▪ Where organization is going
▪ Organizational goals
▪ Strategies for attaining goals
Cascade effect throughout organization
Organization →Unit →Employee
B. Knowledge of the job
[Link] analysis of key components
▪ Activities
▪ Tasks
▪ Products
▪ Services
▪ Processes
[Link]’s required to do the job
[Link] Description
Job Analysis
Use a variety of tools
▪ Interviews
▪ Observation
▪ Questionnaires (available on Internet)
2. Performance Planning
At the beginning of each performance cycle, the supervisor and
the employee meet to discuss and agree upon what needs to be
done and how it should be done. This performance planning
discussion includes a consideration of both results and
behaviors as well as a development plan.
Performance Planning: Results
1. Key accountabilities
2. Specific objectives
3. Performance standards
Key Accountabilities
▪ Broad areas of a job for which the employee
is responsible for producing results
▪ This information is typically obtained from
the job description.
Specific Objectives
▪ Statements of outcomes
• Important
• Measurable
Performance Standards
▪“Yardstick” to evaluate how well employees
have achieved each objective
▪Information on acceptable and unacceptable
performance, such as
[Link]
[Link]
[Link]
[Link]
Performance Planning: Behaviors
▪ How a job is done
▪ A consideration of behaviors includes discussing
competencies, which are measurable clusters of
KSAs that are critical in determining how results will
be achieved.
▪ Examples of competencies are customer service,
written or oral communication,
Performance Planning:
Development Plan
▪ Identifying areas that need improvement and
setting goals to be achieved in each area
▪ Areas for improvement
▪ Goals to be achieved in each area of
improvement
3. Performance Execution
The employee strives to produce the results and display
the behaviors agreed upon earlier as well as to work on
developmental needs. The employee has primary
responsibility and ownership of this process.
Performance Execution:
Employee Responsibilities
▪ Commitment to goal achievement
▪ Ongoing requests for feedback and coaching
▪ Communication with supervisor
▪ Collecting and sharing performance data
▪ Preparing for performance reviews
Performance Execution:
Manager Responsibilities
4. Performance Assessment
▪ Manager assessment
▪ Self-assessment
▪ Other sources (e.g., peers,
customers, etc.)
Multiple Assessments Are Necessary
▪ Increase employee ownership
▪ Increase commitment
▪ Provide information
▪ Ensure mutual understanding
5. Performance Review
Overview of Appraisal Meeting
▪ Past
• Behaviors and results
▪ Present
• Compensation to be received
▪ Future
• New goals and development plans
Six Steps for Conducting
Productive Performance Reviews
1. Identify what the employee has done well and poorly
2. Solicit feedback
3. Discuss the implications of changing behaviors
4. Explain how skills used in past achievements can help
overcome any performance problems
5. Agree on an action plan
6. Set a follow-up meeting and agree on behaviors, actions,
attitudes to be evaluated
6. Performance Renewal and
Recontracting
▪ Same as/different from Performance Planning
▪ Uses insights and information from previous
phases
▪ Cycle begins again
Performance Management Process
Summary: Key Points
▪ Ongoing process
▪ Each component is important
• If one is implemented poorly, whole system suffers
▪ Links between components must be clear
CASE STUDY
Performance Management at the University of Ghana
1. Please identify one component in the performance management process at
the Balme Library that has not been implemented effectively (there are
several; choose only one).
2. Describe how the poor implementation of the specific component you have
chosen has a negative impact on the flow of the performance management
process as a whole.
3. Discuss what should be done to improve the implementation of the
component you have chosen in question 1