Performance
Management
Process
Herman Aguinis, University of Colorado at Denver
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
2–2 Herman Aguinis, University of Colorado at Denver
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
2–3 Herman Aguinis, University of Colorado at Denver
Prerequisites
Knowledge of the organization’s
mission and strategic goals
Knowledge of the job
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Knowledge of mission and strategic goals
• Strategic planning
– Purpose or reason for organization’s
existence
– Where organization is going
– Organizational goals
– Strategies for attaining goals
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Mission and Goals
Cascade effect throughout organization
Organization
Unit
Employee
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B. Knowledge of the job
• Job analysis of key components
– Activities, tasks, products, services,
processes
• KSAs required to do the job
– Knowledge
– Skills
– Abilities
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Job Description
• Job duties
• KSAs
• Working conditions
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Job analysis
• Use a variety of tools
– Interviews
– Observation
– Questionnaires (available on Internet)
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Job analysis follow-up
• All incumbents should
– review information and
– provide feedback
– Task
• Frequency
• Criticality
2–10 Herman Aguinis, University of Colorado at Denver
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
2–11 Herman Aguinis, University of Colorado at Denver
Performance
Planning
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Results
• Broad areas of a job for which the
Key employee is responsible for producing
accountabilities results
• Statements of outcomes
Specific • Important
objectives • Measurable
• Measure” to evaluate how well employees
Performance have achieved each objective
standards • Information on acceptable and
unacceptable performance, such as
“quality, quantity ,cost &time Herman Aguinis, University of Colorado at Denver
Behaviors
• How a job is done
• Behaviour criteria such as : communication skill ,
attitude, customer service etc.
Competencies
• Measurable clusters of KSAs
• Critical in determining how results will be achieved
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Performance Planning:
Development Plan
Areas for improvement
Goals to be achieved in each area
of improvement
2–15 Herman Aguinis, University of Colorado at Denver
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
2–16 Herman Aguinis, University of Colorado at Denver
Performance Execution:
Employee Responsibilities
Commitment to goal achievement
Ongoing requests for feedback and
coaching
Communication with supervisor
Collecting and sharing performance
data
Preparing for performance reviews
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Performance Execution:
Manager Responsibilities
• Observation and documentation
• Updates
• Feedback
• Resources
• Reinforcement
2–18 Herman Aguinis, University of Colorado at Denver
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
2–19 Herman Aguinis, University of Colorado at Denver
Performance Assessment
• Manager assessment
• Self-assessment
• Other sources (e.g., peers,
customers, etc.)
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Multiple Assessments Are
Necessary
Increase employee ownership
Increase commitment
Provide information
Ensure mutual understanding
2–21 Herman Aguinis, University of Colorado at Denver
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
2–22 Herman Aguinis, University of Colorado at Denver
Performance Review
Overview of Appraisal Meeting
• Past
– Behaviors and results
• Present
– Compensation to be received
• Future
– New goals and development plans
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Six Steps for Conducting
Productive Performance Reviews
1. Identify what the employee has done
well and poorly
2. Solicit feedback
3. Discuss the implications of changing
behaviors
2–24 Herman Aguinis, University of Colorado at Denver
Six Steps for Conducting
Productive Performance Reviews
4. Explain how skills used in past
achievements can help overcome
any performance problems
5. Agree on an action plan
6. Set a follow-up meeting and agree
on behaviors, actions, attitudes to be
evaluated
2–25 Herman Aguinis, University of Colorado at Denver
Prerequisites
Performance Planning
Performance Execution
Performance Assessment
Performance Review
Performance Renewal and Recontracting
2–26 Herman Aguinis, University of Colorado at Denver
Performance Renewal and
Recontracting
• Same as/different from Performance
Planning
– Uses insights and information from
previous phases
– Cycle begins again
2–27 Herman Aguinis, University of Colorado at Denver
Performance Management Process
Summary: Key Points
Ongoing process
Each component is important
If one is implemented poorly, whole
system suffers
Links between components must be
clear
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Thank
You
Herman Aguinis, University of Colorado at Denver
