EMPLOYEE

PERFORMANCE
 GROUP MEMBERS

SHUJA-UL-HASSAN
3488-MBA-S08
MUSHOOD IQBAL AHMED
3463-MBA-S08
FARHAT ULLAH
3854-MBA-F08
SHAKEEL ABBAS
3833-MBA-F08
 EMPLOYEE PERFORMANCE
ANY ORGANIZATION SUCCESS IS CLOSELY RELATED WITH EMPLOYEE
PERFORMANCE
THE PERFORMANCE IS ANY THING WHICH WE DO ACURATELY EFFECTIVELY AND
IN TIME
EMPLOYEE PERFORMANCE MEANS HOW WELL THE EMPLOYEE PERFORM
COMPARED TO THE TASK THAT HE HAD BEEN ASSIGNED AND PERFORMANCE IS
THEN EVALUATED

PERFORMANCE

Knowledge Skill Motivation Enviroment

 PERFORMANCE GAPS

 The difference between what

people are doing now and what
we actually want them to do.
 Most of the problem which we are
facing today are yesterdays
problem that come back to hunt
us.
 This can be very satisfying to
solve the fundamental problem
rather than the quick fix.
TWO APPROACHES
 PERFORMANCE ANALYSIS
 In performance analysis we analyze the
causes for a performance gap before
implementing solutions.
 Some time also known as Diagnostic problem
solving
 Only 30% is applied that the people have
learned.
 PERFORMANCE ANALYSIS
problem

Quick
Diagnose
Fix
causes

Re Fix

Re Fix

Solutions
 Two Different Approaches
 THE DIAGNOSTIC APPROACH
• Strengths
Solutions based on causes are mostly to work first time

• Weaknesses
Can take time, paralyze by analyze

 THE QUICK FIX

• Strengths
Allows instant action and the impression of progress
• Weaknesses
You can waste time by fixing the wrong thing
 THE CHANGE CYCLE
 Many people don’t realize that individual and
teams can move forward and backward
through this change cycle

Complacency Resistance

`
Positive anxiety Chaos/
/Performance Change
IN COMPLACENCY
• You may need to disturb people
• Identify the problem.
• Identify the cost of performance gap.
• Make them see that they cannot stay here.

IN RESISTANCE
• Make it clear it is our problem.
• We are the part of problem.
• We/you are on diagram.
o IN CHAOS AND CHANGE
• Provide a vision of where we want to be.
• Involve people in the solution
• Agree goals.
• Set action plans.

o IN POSITIVE ANXIETY/PERFORMANCE
• Set stretching new goals.
• Give regular feed back
• Celebrate success.
• Encourage and stimulate greater efforts
The Seven steps process
 THE SEVEN STEP PROCESS
 What is the problem ?
 Who is involved?
 What is happening now?
 What do we want to happen?
 What is the cost of gap?
 What are the causes and
potential solutions?
 Action plan?
 What is the problem?
• Not the assumed solution.
• What is the real problem?

In this step we focus on the initial idea of

problem and to avoid the solutioneering start.
We may have unwrittingly thought of the
solution before we have understood the
problem.
• Define the apparent problem.
• The presenting problem.
• Be careful about the specification of problem.
 Who is involved?
Performance problems are about people.
People often talk about problem as if it is
some thing to do with a thing like a computer
application or a procedure but these systems
do not have any problem, It is always the
people who face problem and become a part
of solution.
• Draw a diagram of all the people involved in the
problem.
• Put the key people in the centre.
• Make links between the key people.
• Label what is happening between them.
 System diagram – a bank
Area
Salesperson
Area
Manager

Branch
Manager Back Office

Supervisor Enquiries

Financial
Customer Advisor
What is happening now?

• Any problem will actually be made up of

several performance gaps.
• The people who are involved in problem are
doing what at now.

Manager

Supervisor

No 1 Other
cashier cashier

Customer
 What do we want to happen?
• Creating a vision of the future.
• Visualizing the desired performance.
• Using high performance.
• Motivating goals.
• Writing effective goals.
Future
Goal

Now
Power
 What is cost of the gap?
• Quantifying the gap.
What are the causes and potential
solutions?
• Focusing on the key people.
• Causes of low performance.
• Creativity Techniques.
• Motivation.
• Introduce incentives and Rewards.
• Environment.
• Improve management.
 Action Plan
• Group solutions together.
• Agreeing dates for review.
• Measuring success and keeping it going.