Professional Documents
Culture Documents
Performance Manajemen and Feedback
Performance Manajemen and Feedback
Performance Manajemen and Feedback
Management and
Feedback
B y F a r d i a n E l v i s t i a r a n d I z z a t y M a w a d d a h R
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Learning 01 Understand the process of performance management and
the role performance feedback play in performance
management
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Purposes of Performance Management Systems
Facilitate employee development
Determine specific training & development Facilitate legal compliance
needs Documentation is strong defense
Assess individual & team strengths & against charges of unlawful bias
weaknesses
central tendency
Stereotyping error
Rater makes performance 2 5 Evaluator avoids higher & lower
judgments based on ends of rating in favor of
employee’s personal placing all employees at or near
characteristics rather than middle of scales
employee’s actual performance
.
Personal biases &
Regency error organizational politics
Recent events & behaviors of 3 6 Have significant impact on ratings
employee bias rater’s employees receive from supervisors
evaluation of employee’s overall
performance
Other Performance Feedback Systems
1. Peers
Only effective when political considerations & consequences
are minimized, & employees have sense of trust
2. Subordinates
Insights into interpersonal & managerial styles
Excellent measures of individual leadership capabilities
Same political problems as peer evaluations
3. Customers
Feedback most free from bias
4. Self-evaluations
Allow employees to participate in critical employment
decisions
More holistic assessment of performance
5. Multi-rater systems or 360-degree feedback systems
Can be very time-consuming
More performance data collected, greater overall facilitation of assessment &
development of employee
Costly to collect & process
Consistent view of effective performance relative to strategy
What To Evaluate?
Traits measures
Assessment of how employee fits with organization’s
culture, not what s/he actually does.
Behavior-based measures
Focus on what employee does correctly & what employee
should do differently
Results-based measures
Focus on accomplishments or outcomes that can be
measured objectively
Problems occur when results measures are difficult to obtain,
outside employee control, or ignore means by which results
were obtained
We Create
Professional Presentation
How To Evaluate
Relative
Absolute
assessment
Measurement
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Measures of Evaluation
Grafic Rating Behavioral
Scales Observation Scales
(BOS)
Weighted Critical
Checlist Incident
Measures
Performance reviews.
Provide feedback.
Objectives-Based Performance Measurement
Enhanced employee Three common oversights
motivation
Setting vague objectives
Employees can far more
committed to reaching
performance objectives they
have agreed to Setting unrealistically difficult
When employee participates, objectives
his/her trust & dependability
placed on line
Not clarifying how performance
will be measured
Objectives selected
must be valid
Reasons Managers Resist or Ignore Performance Management
Process is too Complicated
No Impact on Job performance
Possible Legal Challenges
Lack of control over process
No connection with rewards
Complexity and length of forms
Strategies for
Improving
Involve managers in design of system
Performance
Hold managers accountable for Management
performance & development of System
subordinates
Set clear expectations for performance
Set specific objectives for system
Tie performance measures to rewards
Gain commitment from senior managers
LOREM IPSUM
DOLOR SIT AMET
LOREM IPSUM DOLOR SIT AMET,
CU USU AGAM INTEGRE IMPEDIT.
“There are only three measurements that tell you nearly everything you need to
know about your organization’s overall performance: employee engagement,
customer satisfaction, and cash flow. It goes without saying that no company, small
or large, can win over the long run without energized employees who believe in the
mission and understand how to achieve it.”– Jack Welch
THANK YOU