PERFORMANCE

MEASUREMENT
DR. MA. THERESA B. VIBAR, JD, MBA, PhD.

Group 2
PRESENTOR:

RECHEL C. FERARIS
 Performance Measurement
as regular measurement of outcomes
and results, which generates reliable
data on the effectiveness and efficiency
of programs. Resources (human
resources, employee time, funding)
used to conduct activities and provide
services.

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 Stages of Performance Management

 Planning -is dedicated to establishing performance expectations with employees. Job

descriptions should clearly outline these goals to attract the right candidates.
 Monitoring -HR and managers must regularly monitor employee performance concerning the
goals set and provide feedback to employees on their progress. Doing this regularly rather than
annually allows issues to be highlighted and corrected sooner rather than later.

 Developing- The data collected during the monitoring stage is analyzed and used to boost
employee performance.Underperformance may be corrected by suggesting refresher courses,
further training, performance coaching, and other L&D methods. Managers and HR could further
facilitate superior performance by assigning an extra project to help improve knowledge and
performance, allowing the employee to excel further.
 Rating & rewarding- Employee performance needs to be rated regularly throughout the year
and during a performance review or appraisal. This helps quantify employee performance,
determine the value added by each employee to the organization, and make any changes as
needed. Both employees and managers should give their evaluations for 360-degree feedback

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 PERFORMANCE COMPONENTS

 Reliability:
 Asset
 Are your  Responsiveness: • Flexibility:  Costs: Management:
products  How fast do your  What is your  What are the  How efficiently do
delivered products/services level of expenses of you manage your
accurately and reach customers ability to managing your assets (inventory
on schedule, via the supply adjust to supply chain stocking levels,
while fulfilling chain process? market (storage, equipment,
all of the changes (a inventory machines, and
quality and shift in management, vehicles, etc.)?
quantity demand)? labor, and
standards you transportation
set? costs)?
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 FINANCIAL PERFORMANCE

It is a thorough analysis of company

financial statements. Analysts examine a
firm’s Income Statement, Cash Flow
Statement, Balance Sheet, and Annual
Report.
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 NON-FINANCIAL PERFORMANCE
Strategic goals are the following:

Customer satisfaction,

Employee engagement,

Innovation,

Quality (Brand strength)

Market Share

 Social responsibility (environmental issues)

Performance Management 12/03/2023 Linked in
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Balanced scoreboard created by Kaplan & Norton in
1992 8
2005 Thompson Business & Professional Publishing
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2005 Thompson Business & Professional Publishing 10
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