HUMAN RESOURCE MANAGEMENT

PERFORMANCE MANAGEMENT
FOR
ORGANIZATIONAL SUCCESS

GROUP NO. 8
 GROUP MEMBERS
• ALAN FERNANDES - 3516
• VANESSA FERNANDES -3521
• PRERNA PADUBIDRI -3538
• DANITA QUADROS -3545
• MANSI SULE -3555
• SHERRRYANN TANDAY -3556
 INTRODUCTION
• The whole ethos of performance management rests on the
assumption that if you can raise the performance level of
individuals, better organizational performance will follow

• The term ‘performance management’ first came into wide

news in the HR field with the early 1990s although objective
settings, assessments and review and performance related
pay were becoming common prior to that period, it was not
until the late 1980s that organizations started to be
concerned with the management of individual performance
in a holistic way.
 DEFINITION

• Performance management is defined as, “the development of

individuals with competence and commitment, working
towards the achievement of shared meaningful objectives
within an organization which supports and encourages their
achievement.” (Lockett)
• ‘Performance management is managing the business’
(mohrman and mohrman)
• Performance management is defined as “directing and
supporting employees to work as effectively and efficiently as
possible in line with the needs of the organization.”(Walters)
 IMPORTANCE OF PERFORMANCE
MANAGEMENT

• Working towards the Goal, mission, vision, strategy, and values

• Attracts and retains talents in the organization
• A clear understanding of job expectations
• Regular feedback about performance
• Advice and steps for improving performance
• Rewards for good performance
• Makes a shift from industrial relations to individual relations
 WHO SETS THE PERFORMANCE
REQUIREMENTS

• Mainly the senior managers or team leaders are

responsible for specifying the performance
requirements for individuals.

• However there were some notable differences

between sectors wherein the various authorities
such as line managers, individuals and personnel
were much more likely to take responsibility.
PERFORMANCE MANAGEMENT PROCESS
 PERFORMANCE APPRAISAL
V/S
PERFORMANCE MANAGEMENT
Performance appraisal is the formal
assessment and rating of individuals by their
managers, at an annual review meeting.

performance management is a continuous and

much wider, more comprehensive and more
natural process of management
METHODS OF MEASURING PERFORMANCE

Traditional method Modern method

• Essay • Balanced scorecard
• Graphic rating scale • 360degree feedback
• Field review • Bars
• Forced choice rating • Assessment center
• Critical incident • MBO
• Work standard
• Ranking
 OBJECTIVES
• To find the performance system in financial
technology.
• to understand how financial technology
evaluates its employees performance.
• To find out whether performance
management proves to be effective in
financial technology.
 RESEARCH METHODOLOGY

Sources of data:
Primary data: Survey
Secondary data: books and websites

Research type:
Explanatory Research & Descriptive Research

Research Instrument:
Structured Questionnaire

SAMPLING DESIGN

Target audience:
Comprises of various departmental heads that implement performance management in
Their respective departments.

Sampling size:
15 departmental heads.
 
 ANALYSIS
&
INTERPRETATION
1. Do You Implement Performance Management
In Your Department ?

15

12

0
YES NO
2. What Is Your Motive Behind Implementing Performance
Management In Your Department?

14

12

10

0
BETTER RESULTS ORG MANAGING FRAMING PLANNED ALL THE ABOVE
ENHANCEMENT WORKFORCE GOALS
3. Is There Work Commitment With The Awareness Of Performance Management In Your Department?

15

12

0
YES NO
 4. How Often Do You Conduct Performance Appraisal
In Your Department?

0
QUARTERLY HALF-YEARLY YEARLY
 5. Who Sets The Performance Standards?

12

10

0
GENERAL MANAGER/DIRECTOR JUNIOR EXECUTIVE/SUPERVISOR DEPARTMENTAL HEADS EXTERNAL BOARDS
6. Is There Trained Staff/Expertise To Conduct Performance
Appraisal Within The Department?

14

12

10

0
YES NO
 7. What Are The Different Scales Considered
While Rating The Employees?

TRADITIONAL METHODS
12

10

0
S E T S
AY AL EW TIN
G
EN RD NG
S C VI D A KI
ES S E A CI D N
IN
G
LD
R
C ER L IN AN RA
RA
T
FIE HOI ICA K
ST
T
IC D
C
CR
I OR
A PH CE W
R
GR FO
 MODERN METHODS

0
BALANCED SCORECARD 360 DEGREE FEEDBACK BARS ASSESSMENT CENTRE MBO
 8. After Effects Of Performance Appraisal.

0
EMPLOYEE SATISFACTION WORK COMMITMENT EMPLOYEE DISSATISFACTION EMPLOYEE DISAGREEMENT
9. Has Performance Management Increased The Profit Turnover
Of The Company Since The Last 5 Years?

15

12

0
YES NO
 10. Performance Management Is The Only System
To Develop Work Commitment Among Employees And
Management.
10

0
AGREE DISAGREE NEITHER OF THE ABOVE
CONCLUSION