INDIVIDUAL PERFORMANCE: OUTPUTS AND RESULTS

Introduction

An organization is comprised of very complex and dynamic processes, coordinated by various
structures and other controls. In addition, the organization is continually exchanging various resources
and information with its external environment. Consequently, organizational performance management
can be very complex. There are numerous results, measurements and standards to consider among the
numerous levels and related areas (or domains) in the organization.

Organizations large and small, private and public, in all endeavors, face increasing pressures to improve
their effectiveness. Organizations that succeed will be those that anticipate change and develop
strategies in advance. This puts a premium on certain performance capabilities such as adaptability,
flexibility, responsiveness, decisiveness, speed, quality, value, and customer satisfaction.

When thinking about results, measurements and standards in the organization, it helps a great deal to
think of the organization as a system. This system has various aspects, including inputs, processes,
outputs and outcomes. Ongoing feedback occurs among these aspects of the system. The overall system
has various subsystems, e.g., financial management processes, departments, teams, employees, etc.
Ongoing feedback occurs among aspects of these systems, as well as with the overall organization and
its external environment.
As noted above, when looking for what results to measure, consider outputs from the system. Measure
results in terms of units of performance, considering timeliness, cost, quantity or quality.

Performance Management for Employees

Performance management applies to individuals and includes recurring activities to establish
organizational goals, monitor progress toward the goals, and make adjustments to achieve those goals
more effectively and efficiently by setting goals, monitoring the employees achievement of those goals,
sharing feedback with the employee, evaluating the employees performance, rewarding performance
or firing the employee. Those recurring activities are much of what leaders and managers inherently do
in their organizations some do them far better than others.

Means of Expressing Performance Requirements

The move towards results shows that there are means of expressing performance requirements,
to wit:

Clear and Measurable Accountabilities Reflecting approaches to setting unambiguous targets linked to
measurable outcomes for which the jobholder is explicitly answerable.

Broad Responsibilities and Roles Including descriptions of the key elements of jobs expressed as areas
of obligation and functional responsibility in general terms

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Objectives/Targets Reflecting the aims of the job and the main outputs expected of a component performer

Main Job Activities and Tasks Describing the important components of jobs in terms of activity areas and
duties

Written Job Descriptions Explaining core responsibilities and lines of accountability

Lists of Competences - Statements of performance outcomes, often expressed in behavioral or output terms

Functions of Goals

The identified functions of goals are the following:

a. Provide a standard of performance
b. Provide a basis for planning and management control related to the activities of the organizations
c. Provide guidelines for decision-making and justification for actions taken
d. Influence the structure of the organization and help determine the nature of technology employed
e. Help to develop commitment of individuals and groups to the activities of the organization
f. Give an indication of what the organization is really like
g. Serve as the basis for the evaluation of change and organization development
h. The basis for objectives and policies of the organization

Types of Objectives

The five types of objectives as viewed by some authors of performance management are the following:

Routine Objectives which represent regular duties and responsibilities that are part of a job
Problem-solving Objectives which are related to specific problems
Innovative Objectives which pertain to new ideas, services or ways of doing things
Personal Development Objectives which are related to an individuals personal and professional
development and growth
Organizational Development Objectives which are objectives for the development of the entire organization
or a specific department

Characteristics of Work Goals

a. Goals and objectives should be specific
b. They should be defined in terms of measurable results
c. Individual and organizational goals should be linked one to another
d. Objectives should be reviewed periodically
e. The time period for goal accomplishment should be specified
f. Wherever possible, the indicator of the results should be quantifiable, otherwise, it should be at least
verifiable
g. Objectives should be flexible; changed as conditions warrant
h. Objectives should have an accompanying plan of action for accomplishing the results
i. Objectives should be assigned priority weightings


Odette Leh Chan Valdehueza-Caragos



















Todays Conventional Wisdom About Goals

The so-called SMART Goals are commonly applied by numerous establishments nowadays, it stands for:

Specific or stretching
Measurable
Attainable or Achievable or Agreed or Acceptable or Assignable
Result-oriented or Realistic or Relevant
Time-bound

Activities:
Activity 1. Square Wheels One

How would you relate the picture to the result and output of the individual performance?

Activity 2.
Suppose you are a manager of a government agency and discovered that one of your employee is not
working very hard. He acts as if he is busy but actually he is only staring blankly at his computer and at the
end of the day, he could not produce any output.
How would you relate the individual output and result to this case?

References:
Books
Williams, R. S. (1998) Performance Management: Perspectives on Employee Performance, International Business
Press
Zenger, John H. (1997) Making 2 + 2 = 5: Give Time to People to Perform, Irwin Professional Publishing

Websites
Odette Leh Chan Valdehueza-Caragos