Chapter 02

Performance Management Process

Abdul Waheed
Learning Objectives
By the end of this chapter, you will be able to do the following:
• Understand that performance management is an ongoing process that includes the interrelated
components of prerequisites, performance planning, performance execution, performance assessment,
performance review, and performance renewal and recontracting.
• Conduct a job analysis to determine the job duties, knowledge, skills, and abilities (KSAs), and working
conditions of a particular job.
• Write a job description that incorporates the KSAs of the job and information on the organization and unit
mission and strategic goals.
• Understand that the poor implementation of any of the performance management process components has
a negative impact on the system as a whole.
• Understand that a dysfunctional or disrupted link between any two of the performance management
process components has a negative impact on the system as a whole.
• Understand important prerequisites needed before a performance management system is implemented,
including knowledge of the organization’s mission and strategic goals and knowledge of the job in question.
Chapter Outline
• Performance management
Process
• Prerequisites
• Knowledge of Mission and
Strategic Goals
• Knowledge of Organization
• Knowledge of job
• Performance Planning;
• Results
• Behaviors
• Development Plan
• Performance Execution
• Employee Responsibilities
• Managers Responsibilities
• Performance Assessment
• Performance review
• Overview of Appraisal
Meeting
• Six Steps for Conducting
Productive Performance
Reviews
• Performance renewal and Re-
contracting
3
Performance management process
• Performance management is an ongoing process.
• PM does not take place just once a year, it is a continuous
process including several components.
• These components are closely related to each other, and
poor implementation of any of the component has a negative
impact on the performance management system as a whole.

4
Performance management process
Performance
Prerequisites
Planning

Performance
Execution

Performance
Performance
Renewal and
Assessment
Recontracting Performance
Review
1. Prerequisites
• There are two main prerequisites that are required before a
performance management system is implemented
A. Knowledge of the organization’s mission and strategic goals
B. Knowledge of the job
Knowledge of mission and strategic goals
• Knowledge of organizations mission and strategic goals is a
result of strategic planning
• Strategic planning allows an organization to clearly define;
• Purpose or reason for organization’s existence
• Where organization is going
• Organizational goals
• Strategies for attaining goals
Mission and Goals
• Once the goals for the entire organization has been established,
similar goals cascade downward, with departments setting objectives
to support the organizations overall mission and objectives.
• The cascading continues downward until each employee has a set of
goals compatible with those of the organization.

Cascade effect throughout organization

Organization Unit Employee

B. Knowledge of the job
• This is done through job analysis.
• A job analysis is a fundamental pre-requisite of any performance
management system.
• Job analysis is a process of determining the key components of a
particular job, including:
• Individuals personality etc
• Job responsibilities/tasks
• Job analysis of key components
• Activities, tasks, products, services, processes
B. Knowledge of the job
• As a result of the job analysis, we obtain information regarding the
tasks carried out and the knowledge, skills and abilities (KSAs)
required of a particular job.
KSA refers to;
• K- (knowledge)
• Information needed to perform the work
• S- (skills)
• Required attributes that are usually acquired by having done the work in
the past
• A- (ability)
• The physical, emotional, intellectual and psychological aptitude to perform
work.
Job Description
• Job duties
• KSAs
• Working conditions

2–11
Job Analysis
• Job analysis can be conducted using
• Interviews
• Observation
• Questionnaires (available on Internet)
• Alternatively if the job is yet to be created, data can be gathered
from individuals responsible for creating the job or those who
will supervise the individuals in the new position.

12
2. Performance planning
• Employees should have thorough knowledge of the performance management
system.
• In fact, at 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.
• The performance planning includes a consideration of both
• results (Results refer to what need to be done or the outcomes an employee must produce)
• and behaviors (Results from a survey indicated that, in addition to sales figure, salespeople
would like to be appraised on such behavioral criteria as communications skills and product
knowledge)
• as well as a developmental plan.

13
3. 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

• Managers Responsibilities:
• Observation and documentation
• Updates
• Feedback
• Resources (tangible & intangible)
• Reinforcement
Performance Execution:
Employee Responsibilities
• Commitment to goal achievement:
• the employee must be committed to the goals that were set.
• Ongoing performance feedback and coaching:
• the employee should not wait until the review cycle is over to solicit
performance feedback.(proactive role)
• Communication with supervisor:
• supervisors are busy with multiple obligations.
• The burden is on the employee to communicate openly and regularly
with the supervisor.

15
Performance Execution:
Employee Responsibilities
• Collecting and sharing performance data:
• the employ should provide the supervisor with regular updates on
progress toward goal achievement, in terms of both behavior and results.
• Preparing for performance reviews:
• the employee should not wait until the end of review cycle approaches to
prepare for the review.
• On the contrary, the employee should engage in an ongoing and realistic
self-appraisal, so immediate correction action can be taken if necessary.
• The usefulness of the self appraisal system can be enhanced by
gathering informal performance information from peers and customers.

16
Performance Execution:
Manager Responsibilities
• Observation and documentation:
• supervisors must observe and document performance on daily basis.
• It is important to keep track of examples of both good and poor performance.
• Updates:
• as the organizations goals may change, it is important to update and revise
initial objectives, standards, and key accountabilities and competency areas.
• Feedback:
• feedback on progress towards goals and coaching to improve performance
should be provided on a regular basis, and certainly before the review cycle is
over.

17
Performance Execution:
Manager Responsibilities
• Resources:
• supervisor should provide employees with resources and opportunities to participate in
developmental activities.
• Thus they should encourage and sponsor participation in training, classes and special assignments.
• Overall supervisors have a responsibility to ensure that the employee has the necessary supplies and
funding to perform the job properly.
• Reinforcement:
• supervisor must let employees know that their outstanding performance is noticed by reinforcing
effective behaviors and progress towards goals.
• Also supervisors should provide feedback regarding negative performance and how to remedy the
observed problem.
• Observation and communication are not sufficient.
• Performance problems must be diagnosed early and appropriate steps must be taken as soon as the
problem is discovered.

18
Performance Execution(cont.)
• As an example of this shared responsibility in an actual organization,
consider the case of Lockheed Martin Corporation.
• Lockheed Martin Corporation, an advanced technology company, was
formed in March 1995 with the merger of two of the world's premier
technology companies: Lockheed Corporation and Martin Marietta
Corporation.
• Lockheed Martin has approximately 140,000 employees worldwide.
• They are engaged in the research, design, development, manufacture,
and integration of advanced technology systems, products, and
services (www.lockheedmartin.com).
19
Performance Execution(cont.)
• Lockheed Martin's performance management system includes the active
participation of both employees and their supervisors.
• Specifically, employees write their own performance management objectives
based on organization and unit objectives.
• Then, managers approve the objectives and are encouraged to give ongoing
feedback about the progress toward meeting the objectives.
• The actual performance appraisal form is an electronic, one-page computer
screen.
• The program was designed to "involve employees in setting their own goals, to
make those goals clear and to provide regular feedback on their progress toward
achieving those goals."

20
4. Performance Assessment
• Although many sources can be used to collect performance
information
• Manager assessment
• Self-assessment
• Other sources (e.g., peers, customers, etc.)
• In most cases the direct supervisor provides the
information.
Performance Assessment
• In the assessment phase, both the employee and manager are responsible for
evaluating the extent to which behaviors have been displayed, and whether the desired
results have been achieved.
• The manager fills out her appraisal form, and the employee should also fill out his form.
• When both the employee and the supervisor are active participants in the evaluation
process, there is a greatest likely hood that the information will be used productively in
the future.
• Specifically, the inclusion of self-ratings help emphasize possible discrepancies between
self views and the views that important others (i.e., supervisor) have of our behavior.
• It is discrepancy between these two views that is most likely to trigger development
efforts, particularly when feedback from the supervisor is more negative than are
employee self evaluations.

22
Performance Assessment (Contd.)
• The inclusion of self appraisals is also beneficial regarding important additional
factors.
• It can reduce and employee’s defensiveness during an appraisal meeting
• Increase employee’s satisfaction with the performance management system,
• Enhance perceptions of accuracy and fairness and therefore acceptance of the system.
• Increase employee ownership
• Employee involvement in the process increases employee ownership and commitment to
the system.
• It provides important information to be discussed during the performance review.
• Increase commitment
• Provide more information
• Ensure mutual understanding

23
5. Performance review
• The performance review stage involves meeting between the employee
and the manager to review their assessments.
• This meeting is usually called the appraisal meeting or discussions.
• The appraisal meeting is important because it provides a formal setting
in which the employee receives feedback on his or her performance.
• The appraisal meeting is often regarded as the “Achilles” heel of the
entire process.
• This is because many, managers are uncomfortable providing
performance feedback, particularly when performance is deficient.

24
Performance review (Contd.)
• This high level of discomfort, which often translates into anxiety and the avoidance of the
appraisal interview, can be mitigated through training those responsible for providing feedback.

• The appraisal meeting also include a discussion of the employees developmental progress as
well as plans for the future.
• The conversation should include a discussion of goals and developmental plans that the
employee will be expected to achieve over the period before the next review session.

• In addition a good appraisal meeting includes information on what new compensation, if any,
the employee may be receiving as a result of his performance.

• Burger technique

25
Performance Review
Overview of Appraisal Meeting
• In short;-
• The appraisal discussion focuses;
• Past
• What has been done and how - Behaviors and results
• Present
• What compensation is received or denied as a result
• Future
• Goals to be attained before the upcoming review session - New goals and
development plans

26
Six Steps for Conducting Productive Performance
Reviews
1. Identify what the employee has done well and poorly by citing specific positive and
negative behavior
2. Ask feedback from your employee about these behaviors. Listen for reactions and
explanations
3. Discuss the implications of changing behaviors or not changing the behavior.
Positive feedback is best, but an employee should be made aware of what will
happen if any poor performance continues
4. Explain how skills used in past achievements can help overcome any performance
problems
5. Agree on an action plan. Encourage the employees to invest in improving his
performance, for example: what ideas do you have for…? What suggestions do you
have for….?
6. Set a follow-up meeting and agree on behaviors, actions, attitudes to be evaluated
6. Performance renewal and Re-contracting
• Essentially it is identical to the performance planning component.
• The main difference is that the renewal and re-contracting stage uses the
insights and the information gained from the other phases.
• For Example;-
• Some of the goals may have been set unrealistically high given an unexpected
economic downturn.
• This would lead to setting less ambitious goals for the upcoming review period.

• Complete results of each employees’ Performance results available leading to.

• Employee’s contract renewal (or)
• Re-contracting (Hiring new employees etc)
• PM Cycle begins again
28
Performance Management process at “Chelsea, Inc. –
Case Study
Chelsea, Inc.. is a small manufacturing company whose sales success or failure rests in
the hands of sales representatives employed by franchised dealers operating
independently. Chelsea faces a challenging situation because it does not have control at
the people working for the independent dealerships. It is the performance of these
individuals indicates Chelsea's sales success. To make things more complicated, until
recently there was no clear understanding of the role of the sales representatives and
there were no formal sales processes in place. Sales representatives varied greatly in
terms of their level of skills and knowledge, most put out their effort beyond taking
orders, and they did not feel motivated to make additional sales. Finally, franchises
varied greatly regarding their management strategies and follow up with Chelsea.
Recently, understanding the need to improve a performance of sales representatives,
Chelsea agreed to partially fund and support a training for them.
29
Performance Management process (Contd.)
The network of franchise owners in turn agreed to work together to
implement a performance management system. As a first step in
creating the performance management intern. The franchise owners
conducted a job analysis of the role of the sale representatives, wrote a
job description, and distributed it to all sales representatives. The
franchise owners also adopted a franchise wide mission statement
based primarily on the need to provide high quality customer service.
This mission statement was posted in all franchise offices, and each
franchise owner spoke with his employees about the contribution made
by individual sales on achieving their mission.
30
Performance Management process (Contd.)
As a second step, the managers set performance goals (i.e., sales quotas) for each employee.
Then, all sales representatives attended extensive training sessions. The employees received
feedback based on their performance in the training course and then were reminded once again of
their sales quotas. Back on the job, managers gave feedback to their employees regarding their
standing in relation to their sales quotas. Since the employees had no way of monitoring their own
progress toward their quotas, the performance feedback consisted of little more than a reiteration
of monthly sales goals. There was no performance appraisal form in place, so discussions were not
documented. This lack of feedback continued and, although sales quotas were being met for the
first few months, franchise owners received complaints from customers about the low quality of
customer service they were receiving. Subsequently, sales began to decline. Furthermore, many
orders were often incorrect, forcing customers to return items to Chelsea. While the new
performance management process was an improvement over no performance management (at
least initially), the franchise owners were still far from having a system that included a smooth
transition between each of the components of the performance management
31