HUMAN

RESOURCE MANAGEMENT
Performance Management
Anisa Sultana
Dr. Hilary Duckett

Performance Management:
Definition
a systematic process for improving
organizational performance by developing
the performance of individuals and teams
a means of getting better results by
understanding and managing performance
within an agreed framework of planned
goals,
standards
and
competency
requirements.
Armstrong, M. (2006)

PERFORMANCE MANAGEMENT
CYCLE
2. PLAN TO
FACILITATE
PERFORMANCE
1. CLARIFY
EXPECTATIONS
(Setting goals and
measures)

6. RECOGNISE
GOOD
PERFORMANCE

3. MONITOR
PERFORMANCE

4. PROVIDE
FEEDBACK

5. COACH,
COUNSEL AND
SUPPORT

PERFORMANCE MANAGEMENT
CYCLE
1. CLARIFY EXPECTATIONS
(Setting goals and measures)
Ensure that the employee understands what
is expected of him/her.
Set performance objectives and measures.
Ensure a two-way dialogue during this
phase.

PERFORMANCE MANAGEMENT
CYCLE
2. PLAN TO FACILITATE PERFORMANCE
Identify any interventions necessary to
improve the subordinates performance.
This can include resources, delegation of
authority, additional human resources,
training and development, etc.

PERFORMANCE MANAGEMENT
CYCLE
3. MONITOR PERFORMANCE
Management by wandering around
Ongoing performance meetings
Telephone calls
Written reports.

PERFORMANCE MANAGEMENT
CYCLE
4. PROVIDE FEEDBACK
Provide consequences for performance
(praise/recognition or reprimanding)
Redirect efforts of the subordinate if necessary
FEEDBACK IS THE BREAKFAST OF
CHAMPIONS

PERFORMANCE MANAGEMENT
CYCLE
5. COACH, COUNSEL AND SUPPORT
Coach the subordinate where a serious
performance deficit is revealed.
Counsel the subordinate and offer solutions to
overcome personal/interpersonal problems.
Support subordinates and ensure that they
know that you have confidence in them.

PERFORMANCE MANAGEMENT
CYCLE
6. RECOGNISE GOOD PERFORMANCE
Good performance should be followed by
positive consequences.
There should be a clear link between good
performance and reward in the organization.
BEHAVIOUR IS A FUNCTION OF ITS
CONSEQUENCES - Prof BF Skinner

Aims of Performance Management

To help to achieve sustainable improvements
in organisational performance
To increase the motivation and commitment
of employees
To enable individuals to develop their
abilities, increase their job satisfaction and
achieve their full potential
To enhance team cohesion and performance

Aims of Performance Management

To develop constructive and open
relationships between individuals and their
managers in a process of continuing
dialogue
To provide opportunities for individuals to
express their aspirations and expectations
about their work

Why Performance Management

Systems Fail!
Individual goals are not linked to strategy.
There are no consequences for non-performance by
employees.
Employees do not understand what is expected of
them.
Necessary job competencies have not been developed.
Managers do not use individual goals to drive
performance.
There are too many goals per employee.
Complex forms and procedures are used.

Dealing With Individual Poor

Performance
Supervisors Should Not Ignore
Poor Performance e.g.:
Excessive absenteeism,
A person taking all of their sick leave
consistently when you dont think they are
sick
Continual minor insubordination.

Dealing With Individual Poor

Performance
If good performance/ behavioral
standards are not maintained on a consistent
basis, the poor performance becomes the
new standard.
You will lose
respect and the department will suffer.

References
Armstrong, M (1999) HRM Practice, Kogan Page
Armstrong, M. (2006) A Handbook of HRM Practice, Kogan Page
Armstrong, M and Baron A 2003 Managing Performance:
Performance in Action, CIPD
CIPD (2005) Performance Management, Survey report September
2005. CIPD
CIPD (2011) Performance Appraisal Factsheet
http://www.cipd.co.uk/hr-resources/factsheets/performanceappraisal.aspx Accessed 27/7/11
Cornelius, N (1999) HRM A Managerial Perspective, International
Thomson Business Press, London
Parker, C and Stone, B (2003) Developing Management Skills for
Leadership, FT Prentice-Hall: Harlow

END
OF
THE
CHAPTER