•IMPORTANT NOTE:

•THE INFORMATION SHARED IS FOR EDUCATIONAL PURPOSES ONLY.

• ANY FURTHER SHARE/FORWARD/COPY/EDIT IS STRICTLY
PROHIBITED.
MOTIVATION II
Performance Management

Performance Management – a process of

defining, measuring, appraising, providing
feedback on, and improving performance
Performance Management Process

Improved Performance

Define performance
in behavioral terms

Measure and assess

performance

Feedback for goal

setting and planning
 Performance Appraisal Purposes

Performance
appraisal – the
evaluation of a
person’s
performance

Develops information
Identifies employees’ about the
Provides feedback to Decides promotions Decides demotions
developmental organization’s
employees and rewards and terminations
needs selection and
placement decisions
Actual & Measured Performance

True
Assessment
 Actual & Measured Performance

Performance Evaluator’s
overlooked situational
by evaluator factors
True Unreliability Disagreement
Assessment
Deficiency
Employee’s
Invalidity temporary
personal
factors

Actual Measured
Performance Poorly defined Performance
task performance
 Begin with something positive

Refer to specific verbatim statements

Communicating and observable behaviors

Performance
Feedback
Focus on changeable behaviors

Both supervisor and employee should

plan and organize before the session
 360-Degree Feedback

Self
Evaluation

360-Degree Feedback
Manager Customer
A process of self- Evaluation Evaluation
evaluation and Feed
evaluations by Back
a manager, peers,
direct reports, and
possibly customers Peer
Reports
Evaluation
 Develop People & Enhance Careers

Supervisor should: Employee should:

 Coach and develop
employees
 Be vulnerable and open to
challenge
 Maintain a position of
responsibility
 Listen empathetically
 Encourage employee to
talk about hope and
aspirations
 Take responsibility for
growth & development
 Challenge supervisor about
future development
 Express individual
preferences and goals
  Key Characteristics
Effective  Validity

Appraisal  Reliability

Systems  Responsiveness
 Flexibility
 Equitableness
 Individual or Team Rewards?

Individual rewards Team rewards

•Foster independent •Emphasize
behavior cooperation and
•May lead to joint efforts
creative thinking •Emphasize sharing
and novel solutions information,
•Encourage knowledge, and
competitive striving expertise
within a work team
Performance and Rewards

Performance
Reward

Organizations get
the performance they reward,
NOT
the performance they say they want
Correcting Poor Performance

Identify primary cause or responsibility

Determine if personal or organizational

Determine problem’s source

Develop corrective plan of action

 Attribution in Organizations

Attribution Theory – Managers make

inferences concerning employees’
behaviors and performance.
•Use 3 informational cues
•Consensus – the extent to which peers in the
same situation behave in a similar fashion
•Distinctiveness – degree to which an individual
behaves the same way in other situations
•Consistency – the frequency of behavior over
time
Information Cues & Attributions

Customer has
complained
about John

There are no John has received Complaints about John

complaints about similar complaints have been coming
other employees in the past in steady
(low consensus) (low distinctiveness) (high consistency)

Internal attribution
(John's behavior stems
mainly from internal
causes)

Copyright ©2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible w eb site, in w hole or in part.
Information Cues & Attributions

Mary has
performed poorly
on collections

Other employees are Most of the time

Mary only performs
performing poorly Mary handles
poorly on this task
on collections collections well
(high distinctiveness)
(high consensus) (low consistency)

External attribution
(Mary's behavior stems
mainly from
external causes)

Copyright ©2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible w eb site, in w hole or in part.
 Attribution Model

Information cues
• Consensus Perceived
• Consistency source of
• Distinctiveness responsibility

Observation Attribution of poor

Behavior in
of poor performance
response
performance • Internal causes
to attribution
• External causes

Copyright ©2011 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible w eb site, in w hole or in part.
 Mentoring

Mentoring – a work relationship that encourages development

and career enhancement for people moving through the career
cycle

Four phases
1. Initiation
2. Cultivation
3. Separation
4. Redefinition

Photos courtesy of Clips Online, © 2008 Microsoft Corporation