Performance Management
CHAPTER 1
WHAT IS PERFORMANCE?
Performance is often defined simply in output terms – the achievement of quantified objectives. But performance is a matter not only of what people achieve but how they achieve it. * The accomplishment, execution, carrying out, working out of anything ordered or undertaken.’ High performance results from appropriate behaviour, especially discretionary behaviour, and the effective use of the required knowledge, skills and competencies. * Performance management must examine how results are attained because this provides the information necessary to consider what needs to be done to improve those results.
* Actual Results Vs Desired Results.
WHY MANGE PERFORMANCE?
* Encourage and reward behaviors that are aligned with organizational mission and goals * People want to feel what they do adds value and understand their contribution to the team * Curb or redirect non-productive activities * Strategic Focus
PERFORMANCE MANAGEMENT
Performance management can be defined as a systematic process for improving organizational performance by developing the performance of individuals and teams. It is a means of getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements. Processes exist for establishing shared understanding about what is to be achieved, and for managing and developing people in a way that increases the probability that it will be achieved in the short and longer term. It is owned and driven by line management.
“Performance Management is one of the key processes that, when effectively carried out, helps employees know that their contributions are recognized and acknowledged. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives
WHAT IS PERFORMANCE?
Performance is often defined simply in output terms – the achievement of quantified objectives. But performance is a matter not only of what people achieve but how they achieve it. * The accomplishment, execution, carrying out, working out of anything ordered or undertaken.’ High performance results from appropriate behaviour, especially discretionary behaviour, and the effective use of the required knowledge, skills and competencies. * Performance management must examine how results are attained because this provides the information necessary to consider what needs to be done to improve those results.
* Actual Results Vs Desired Results.
WHY MANGE PERFORMANCE?
* Encourage and reward behaviors that are aligned with organizational mission and goals * People want to feel what they do adds value and understand their contribution to the team * Curb or redirect non-productive activities * Strategic Focus
PERFORMANCE MANAGEMENT
Performance management can be defined as a systematic process for improving organizational performance by developing the performance of individuals and teams. It is a means of getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements. Processes exist for establishing shared understanding about what is to be achieved, and for managing and developing people in a way that increases the probability that it will be achieved in the short and longer term. It is owned and driven by line management.
“Performance Management is one of the key processes that, when effectively carried out, helps employees know that their contributions are recognized and acknowledged. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives