PERFORMANCE

MANAGEMENT
DrSYSTEM
Vasudha Dhingra​
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UNDERSTANDING PERFORMANCE ?
“to perform” is to do something
-upto a standard – to succed, to excel

P = f(A x E x M x OS)

Ability
Effort Org. Support
Motivation

“Performance refers to all activity of an individual which occurs

during a period marked by his continuous presence before a
particular set of observers and which has some influence on the
observers.”(Goffman)
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UNDERSTANDING PERFORMANCE
• Multifaceted use of the term:
• Different levels of measurement: from individual
performance to group performance, personal to impersonal
performance, or specific to vague performance
• Different realization : like good performance, bad
performance, improved performance
• Different context : that can transform performance to non
performance or contemporary to future
• Different Outcome : Economic as well behavioural
outcomes
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DEFINING PERFORMANCE
Performance may be defined as:
 the out put delivered by an individual, group, dept. of
organization in relation to a given role
 During a particular time under the set of circumstance
 And measured using a set standard
 To achieve organization goal
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WHY MANAGE PERFORMANCE

• To reach organizational mission
& goals

• Encourage and reward

behaviours aligned with
organizational mission & goals

• Curb or reduce productive

activities
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IMPORTANT DATA FROM

WATSON WYATT

 Only 30% of workers felt their company’s PMS

helps them improve their performance

 Less than 40% said – system provide clear

performance goals, generate honest feedback or
use technology effectively
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Performance Management is known as “Achille’s Heel”

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DEFINING PERFORMANCE
MANAGEMENT

‘“ A continuousprocess of identifying, measuring, and

developing the performance of individuals and teams and
aligning performance with the strategic goals of the
organization ”(Aguinis, 2009 , p. 3).

‘An assessment of an employee, process, equipment or other

factor to gauge progress toward predetermined goal’
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TWO COMPONENTS OF THE

PERFORMANCE MANAGEMENT PROCESS

Continuous Process – ongoing, involves a never ending process

of setting goals & objectives, observing performance, coaching
and giving and receiving feedback
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Alignment with strategic goals

Managers need to ensure that employees activities
and outputs are congruent with organizational goals
 Module I: Overview of Performance Management 12
Employee Motivation & Needs (Vroom’s & Adam’s
Theory of Motivation), Performance Appraisal: The past
& the future, Human Resource Development &
Performance Appraisal, Planning Performance & Role
Clarity, Accountability and Effectiveness.

Module II: Performance Appraisal

Module III: 360 Degree
Measuring Performance Appraisal –
Objectives & Indicators, Methods of Feedback
Appraisal Performance feedback &
counseling, PMS.

Module IV: Potential Appraisal

Module V: Performance Management Module VI: Emerging Concerns

in Application
& Performance Management
Performance Management and
development, Performance Appraisal for future – Going
Management and Pay, Creating High beyond tangible performance,
Performance organization. HR Scorecard.
THANK YOU