ACC 148 PERFORMANCE MANAGEMENT SYSTEM REVIEWER (days 1-8)

Day 1 INTRODUCTION TO PERFORMANCE MANAGEMENT

I. Benefits of performance management

 Motivation to performed is inccreased
 Self- esteem is increased
 Managers gain insight about subordinates
 Self-insight and development are enhanced
 Administrative actions are fairer ad more accurate
 Organizational goals are made clear
 Employees become more competent
 Employee misconduct is minimized
 Better and timely differentiation between poor and good performance
 Organizational goals are being met

True or false

True False
Performance management aims to increase employee PM is a function done solely by HR- not only by HR
productivity.

Performance mangemet helps to increase employee
‘s self confidence through feedback
Implementing PM helps managers identify poor
performance
PM aims to improve employee performance through
feedback
Competency level becomes lower when implementing
PM
The use of PM detaches the employee from the
scrutiny of HR
PM is a part of performance appraisal- it is not part
Employees do not necessarily learn new skills through
PM -it does
Organizational goals are met at lower probability
because of PM

Day 2 purposes and characteristics of and ideal PMS

Purposes of strategic management

s- trategic- help achieve business objectives
A- dministrative-for making administrative decision
D- evelopmental – allow managers to help employees improve
I- nformational-to inform employees of their performance
D- ocumentational – to collect information for different purposes
O-rganizational M- aintenance – to provide useful information for organizational planning
CCHARACTERISTICS OF AN IDEAL PMS
1. Strategic congruence – PMS should align with organizational strategy.
2. Context congruence – system should align with organizational culture.
3. Thoroughness- good system should be thorough. It should evaluate all relevant employees, all
major responsibilities, performances of the whole period, and should give feedback for
improvement
4. Practicality- system should be affordable and easy to use.
5. Meaningful- evaluations to be conducted should be relevant and important.
6. Specificity- PMS should provide guidance that is both concreate and specific.
7. Identification of effective and ineffective performance- the system should provide a clear cut
differnce between an effective and ineffective performance. Should help managers and
employees differentiate between a poor and good performance.
8. Reliability – good systems should be consistent and has minimal or no errors
9. Acceptability and fairness- good system are acceptable and is seen to be fair by all participants.
10. Openness- it must to be open, the information should disclosed everything the evaluation must
be done frequently and regularly
11. Standardization -good system apply performance management among necessary
12. Ethical- should comply with ethical standards. Privacy of employees should be respected and
evaluators should only evaluate performance dimension.

Day3 Disadvantages of poorly implemented PMS

1. Increased turnover
2. Use of misleading information
3. Lowered self- esteem
4. Waste of time and money
5. Damaged relationship
6. Decreased motivation to perform
7. Employee burnout and job dissatisfaction
8. Unjustified demands on managers and employees resources
9. Emerging biases
10. Unclear ratings system
TRUE OF FALSE
Biases might replace organizational standards PMS that is properly communicated can avoid clarity

Poorly implemented PMS becomes a waste of time for
mangers and employees
When PMS does not do anything with poor
performance, good performers will not be affected.
They will be affected
Employees do not become dissatisfied when PMS has
no clear way of evaluating. they will be
Day 4 PERFORMANCE MANAGEMENT PROCESS

Performance Management Process is an ongoing process. It does not take place just once, or once a
year. It is a continuous process.
There are 5 step process

PERFORMANCE PLANNING

-I is where results, behaviors and

development plans are to be
given consideration and
discussed. PERFORMANCE EXECUTION
PREREQUESITES
-help develop criteria for Can be simultaneous process
-Are the requirements
needed in order to start evaluating performance wherein the employee
execute PM. executing the performance is
It isa detailed plan of the
also being evaluated by an
-Strategic goals organizations goals and how it
assessor such as a mnager or
plans to achieve those goals
-Job analysis a supervisor

PERFORMANCE REVIEW

-formal meeting bet. The employee

and manager toreview their
PERFORMANCE ASSESSMENT
assessment
Same as third steps
-during this stage the employee
also receives feedback according to
his performance.

ESTABLISHING PRE REQUISITES

2 prerequisites required:
1). Knowledge of the organization’s mission and strategic goals- allows employees to male contributions
that willhave an impact to the organization as a whole in short or long run.
- it is also known ass vision and mission and specific goals/ objectives
Job analysis – process that determines the key components of particular job or position activities,
task, knowledge ,skills and abilities (KSA)
Knowledge- having the information neede to perform the work but not necessarily having it performed
before.
Skills- required attributes that are usually acquired by performing it in the past
Abilities- having physical, emotional, intellectual, and psychological aptitude to perform specific work,
even the prsn did not do the job or been trained for the job before.
 - Refers to the aptitude needed to perform a specific job
Job description- summary of th job’s tasks and responsibilities, required KDSs, and working conditions

2.) knowledge of the position /job in question-

Job analysis can be done in several ways.
- Doing interview
- Observation
- Use of questionnaire
FREQUENCY how frequent a tasks is done in a work day
CRICICALITY how important the taks is to the job

TRUE OR FALSE
Organizational goals can be set and known through
strategic planning
Knowledge about the job is very important order to
start performance management
Performance planning requires to learn the results
and behaviors of a job.
Job analysis provides you with KPI
You must have an idea of the job only to start the
cycle for performance management
Job analysis summarizes the specific tasks of the
job – job descrition
Criticality refers to how many times the job is done
within a day - frequently

Day 5 PERFORMANCE MANAGEMENT PROCESS 2

Performance planning plan out how the performance will be measured

RESULTS- outcome of the employee’s actions it is what the employees produce
KEY ACCOUNTABILITIES are broad areas for w/c the employee sresponsible for producing results.
NOTE; information regaardin resultsand key accountabilities can be taken from the job description
BEHAVIORS how a job is done
PERFORMANCE EXECUTIONthe employee has a priimary responsibility and ownership of the process
since he is the one to perform and deliver results according to the objectives set for his key
accountabilities
1.) COMMITMNT TO GOAL ACHIEVEMENT – employee must be committed to achieve goals tha
were set.
2.) COLLECTING AND SHARING PERFORMANCE DATA- employee should regularly update supervisor
or manager on progress towards goals.
3.) PREPARING FOR PERFORMANCE REVIEW- employee should not wait until the end of the
evaluation cycle to prepare for the review. They should engaged in a realistic self- assessment so
that corrective action can e done immediately
PERFORMANCE ASSESSMENT
- Is primarily the responsibility of a supervisor or manager. It is important that they are able to
explain how they will evaluate the employee.
- Assessment is best processed by an employee if he or she is involved in the process
PERFORMANCE REVIEW
- STEPS INVOLVES A FORMAL MEETING BETWEEN THE EMPLOYEE BEING EVALUATED AND THE
SUPERVISOR/MANAGER that did the evaluation to review their assessment
 - Difficulties of performance review is the reluctance of supervisor or managers to give negative
feedback
- This is how they can perform better in the future
- Should include discussing developmental plans , future goals and objectives for the future.

TRUE
1. Giving feedbacks are mostly done in performance review stage
2. Behavior refers to how a job is done
3. Results refer to the outcomes of a specific job
FALSE
1. Performance assessment is primarily the responsibility of the employee.
2. Performance execution always happen first before assessment

Day6 develping employee prformance

DEVELOPMENT PLANS- are plns that follow up on the assessment of an employee.

- It aims to improve the employees upgrade themselves in response to the changes I their
respective field of work.
OBJECTIVES OF A DEVELOPMENT PLAN
1. IMPROVE PERFORMANCE IN CURRENT JOB
2. SUSTAIN PERFORMANCE IN CURRENT JOB
3. PREPARE EMPLOYEES FOR ADVANCEMENT
4. ENRICH THE EMPLOYEE’S WORK EXPERIENCE

CREATING DEVELOPMENT PLANS

1. HOW CAN I CONTINUALLY LEARN AND GROW IN THE NEXT YEAR?
2. HOW CAN I DO BETTER IN THE FUTURE?
3. HOW CAN I AVOID PERFRMANCE PROBLEMS IN THE PAST ?
4. WHERE AM I NOW AND WHERE WOULD I LIKE TO BE IN TERMS OF MY CAREER PATH?
CONTENT OF A DEVELOPMENT PLAN
In summary, the following are needed
1. Professional develpment needs- specifies the competencies needed to be learned
2. Resources/support needs- specifies the strategy and resource neede to achieve development
goal
3. Time frame-

DEVELOPMENT ACTIVITIES
1. On the job training- learning activity by pairing you up with a co-worker who can teach you the
job and let you do it.
2. Courses- school based acitivity enrolling in specific subjects
3. Mentoring – one on one interaction between a junior and senior employee
4. Attending seminars/conference- sponsoring the employee so they could attend conferences
5. Getting degree- take a degree so they could advance in their careers, such as masters degree.
6. Job rotation- activity that assigns you to different jobs temporarily
7. Temporary assignments- this is a temporary job with specific assignment
DAY7 LEADERSHIP SKILLS COACHING

Managers can help the employee improve by becoming direcly involved with theemployee and his
performances. Managers needs first to become an effective coach and need to learn how to give both
positive and negative feedback

COACHING- aguinis defined it as a collaborative, on going process in w/c the manager interacts with
directly with employees and takes an active role and interest in their performance.
- Is an activity that needs a high level of commitment w/c involves observing performance,
complimentin good work and helping to improve performance inorder to meet standards.
- It is also concerned with long term performance and making sure that the employee’s
development plan is achieved
In general good coaches do three things : DIRECT, MOTIVATE, and REWARD EMPLOYEE BEHAVIOR.

PRINCIPLES OF EFFECTIVE COACH

1. GOOD COACHING RELATIONSHIP
-coaches need to see from employee’s perspective
-coaching needs to have empathy
2. EMPLOYEE IS THE SOURCE AND DIRECTOR OF CHANGE
-changes and growth do not come fom the coach
-coaches leads the employee to bette performance in the future.
-employee is the one in charge
3. EMPLOYEE IS WHOLE AND UNIQUE
-employee has multiple identities to perform
- coaches needs to understand employee in a hollistic manner
4. FACILITATE EMPLOYEE GROWTH
-the coaches directs the process
-Coaches needs to help employees to be aware of their own strengthand weaknesses

To sum it up, the coach needs to fulfill these functions:

1. Giving advice to help employees improve performance
2. Providing guidance so employees can develop their skills and knowledg
3. Providing support by being present when the coachis needed, not taking control but guiding the
employee
4. Motivating employees giving them confidence that enables them to improve their performance
5. Helpim employees gain a higher level of competency by guiding them in acquiring and
sharpening knowledge and skills one must understsnd that coaching is not doneto the
employee, but rather done with the employee

DAY 8 LEADERSHIP SKILLS- GIVING FEEDBACK

FEEDBACK-is information provided by a managers about past behavior and performance with the
intention of improving future performance

1. Positive feedback should be sincere or genuine, and only given when it is deserved
2. Positive feedback should be about specific behaviors or results
3. Take your time in providing positive feedback, and act pleased
4. Don’t give feedback by referring to the absence of negative
NEGATIVE FEEDBACK (constructive feedback)
 any information that tells about where the employee lacked in his performance
 the goal of providing is to help employees improve performance, it should not be use to
embarrassed rather to constitute a basis for employee on how they can be better

WEAKNESS-BASED APPROACH
1. Identify employee weaknesses- deficiencies in their job performance, knowledge, and skills
2. Give feedback- tell employees what they were doing wrong or what they did not accomplish
3. Asking for improvement- ask employees to improve on their behavior or results by overcoming
their weaknesses.
STRENGTHS-BASED APPROACH
1. Identify employee strengths in their terms of their exceptional job performance
2. Asking employees to improve their behaviors or results by asking use of their strengths
Note; the strengths-based approach is more effective manner of providing constructive feedback.
- It is used to acknoledge weaknesses and help the employee find a way to overcome it, not to
highlight the weakness itself.