EXECUTIVE CIVIL AVIATION MANAGEMENT

COURSE

ECAM

PPT 3.1
 MODULE 4

PERFORMANCE MANAGEMENT

ECAM PPT 3.2

 Module Objective

At the end of this module the participants will be able to appreciate importance
of performance management in an organization as per Strategic Management
Principles

ECAM PPT 3.3

 Intermediate Objective
At the end of this Module, the participants will be able to :
 Explain the models of performance
 Discuss the Balanced scorecard
 Discuss the integrated strategic model
 Discuss the 360 degree performance model
 Discuss the principles of governance

ECAM PPT 4.4

 Introduction

 The success of any organization depends on how well the organization’s goals
are achieved.
 The achievement of the goals will highly depend on the objectives
 The setting of the objectives is key to the development of plans to achieve them
 When the set objectives are SMART, the implementation becomes easy
 SMART stands for:
 Specific
 Measureable
 Achievable
 Realistic
 Time bound
ECAM PPT 4.5
 Performance Management Definition
 Managers are then given:
 Targets to achieve
 Standards of achievement
 Time within which they are to be achieved
 Most organizations currently employ performance management in their
operations
 Performance management
 The process of having between managers and the employees :
 Continuous feedback
 Continuous communication
 This is aimed at ensuring the achievement of the strategic objectives of the
organization.
ECAM PPT 4.6
 Performance Management Definition
 The definition of performance management has evolved since it
first appeared as a concept.
 Performance management was view as an annual process
 It has however transitioned to continuous performance
management.
 The goal of performance management is to ensure that
employees:
 Are performing efficiently throughout the year,
 Are addressing any issues that may arise along the way that
affect their performance.
ECAM PPT 4.7
 Performance Management Definition
 Most workers perceive their organization’s performance
management approach as:
 Confusing
 Subjective
 Infrequent,
 Automation now plays a significant role in performance
management,
 Many of the processes involved can be streamlined so that
employee performance can be strategically managed.

ECAM PPT 4.8

 Performance Management Models
 Performance management differs from talent management
 Talent management aims at having a set of initiatives taken to engage
employees with an aim of retaining them.
 Performance management is an initiative that guides employees towards :
 Establishing their goals
 Achieving their goals
 This is done in alignment with the organization’s goals.
 There are several performance models to be considered when designing :
 Performance management assessments
 Performance management improvement plan (PIP)

ECAM PPT 4.9

 Performance Management Models

 Performance Management models include:

 Traditional model
 Bi- Annual model
 Project Based model
 Stack Ranking model
 High Growth model
 The models could have different names in different applications
but fall under these categories.

ECAM PPT 4.10

 Performance Management Models
 Traditional Performance Management Model
 It is the annual performance management model
 It is still considered the best one for several organizations.
 It uses yearly reviews
 The model works well for teams that work with:
 Long term goals
 Yearly goals
 Fixed plans
 The model is ideal for organizations that have exceptionally high
employee retention rates.
ECAM PPT 4.11
 Performance Management Models

 The challenge to the model is that:

 The employee would have to stick with an organization for at least a
year to receive one year for the annual reviews
 Might not experience feedback for improvement over the year
 Might not experience suggestions for improvement over the year
 The Bi- Annual performance management model
 It is similar to the traditional model
 It is essentially the traditional/yearly model broken into two sections.
 The employee will be evaluated for their work twice over the course
of a year.
ECAM PPT 4.12
 Performance Management Models

 The model is perfect for teams that:

 Work with long-term goals
 There is possibility for change
 The model gives teams a chance to :
 Bring all operations back on track in case of deviations
 Calibrate the processes that are in motion.
 The model could also work for an organization that:
 Works with flexible/multiple goals
 Is not flexible with the execution process.
ECAM PPT 4.13
 Performance Management Models

 Project Based Performance Model

 In this model, an employee is evaluated on a project-by-project
basis.
 An employee needs to decide:
 On every outcome they want from a project
 Have the exact evaluation metrics mapped out in advance.
 After each project is completed, the team members
 Review every step taken,
 Review every setback,
 Assess every goal achieved,
ECAM PPT 4.14
 Performance Management Models
 Management can analyze an employee’s performance on that particular project.
 The model works well for teams that:
 Work with different clients
 Receive different requirements from each project they take up.
 In the case of long-term projects, the frequency of these reviews can be
increased.
 The regular, continuous feedback sessions that this performance management
model promotes help employees with significant professional development and
fast-paced growth.
 The challenge to this model include:
 The review might not be the perfect measurement for the evaluation of an
employee’s overall performance,
 They are based on performance in one particular project only
ECAM PPT 4.15
 Performance Management Models

 Stack ranking Performance Management Model

 It is a relatively old model of performance management
 It works on the foundation of:
 Improving performance
 Driving competition amongst employees.
 Management :
 Gives ratings to employees,
 Ranks the employees

ECAM PPT 4.16

 Performance Management Models

 The stack ranking:

 Fosters a competitive atmosphere in the workplace
 Motivates people to perform better.
 It has set numbers and defined metrics in place,
 This make evaluations easier to:
 Understand
 Document
 Analyze.

ECAM PPT 4.17

 Performance Management Models
 The challenges to this model include:
 The performance measuring practices become more quantitative rather
than qualitative.
 The practice could promote a negative work culture
 People might feel pitted against one another.
 The model could :
 Lower morale
 Result in dissatisfaction among employees.
 When not done right, and without the right tools of positive reinforcement,
this performance management model can result in:
 Decreasing productivity.
ECAM PPT 4.18
 Performance Management Models
 High- Growth Performance Model
 The model is highly recommended by several organizations
 It is holistic
 It is built on the pillars of:
 Planning
 Monitoring,
 Reviewing
 Rewarding.

ECAM PPT 4.19

 Performance Management Models

 It is a relatively new model

 It is suited for agile teams across industries.
 The model supports:
 Annual and bi-annual review sessions
 Smaller periodic check-ins
 The smaller checks evaluate employees more
 Extensively
 Frequently.

ECAM PPT 4.20

 Performance Management Models
 Feedback is easier in this model because it:
 Involves shorter assessment periods
 Frequent evaluations,
 Incorporates performance improvement feedback
 The model goals are typically set based on a lot of factors and
are SMART
 Organizations choose models that suite their needs for implementation
 They are implemented under different names, these include:
 Scorecard
 Integrated Strategic Model
 360 Degree model
ECAM PPT 4.21
ECAM PPT. 3.22