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 MONEY
á A MEANS OF
PAYING FOR
THINGS IN THE
FORM OF COINS
AND BANKNOTES.
á WEALTH
á PAYMENT OR
FINANCIAL GAIN
 MOTIVATION

Motivation can be defined as

the inner propelling force or
impetus prompted by an inner
persuasion, incentive or reason
giving the person the
prompting to be energized to
way.
act in a certain way.
 PERFORAMANCE
is process in which employees' WORK is ev lu ted
g inst st nd rds.

re the me suring sticks for qu ntit tive nd qu lit tive

ev lu tion
identifies, specifies, org nizes, nd displ ys the duties,
t sks, nd responsibilities ctu lly performed by the
incumbent in given job.

is contr ct th t includes the jobd s functions nd

oblig tions nd specifies the person to whom the
employee is responsible
 Why

We check

PERFORMANCE
 Performance CHECK
á Controlling tool for human resources
and productivity
á For merit pay increases
Looks backward at past performance
Looks at total performance
Compare individuals doing same jobs
Is subjective
Done in emotional climate
á Feedback
 Performance CHECK
á Promotion
á Career planning
á Strategic planning
á Identify strengths and weaknesses
á Salary increases
á Terminations
á To facilitate performance
Looks ahead
 Performance
—  CHECK


Concerned
  with detailed
 


 performance

 
  
Compared
  with expected
 


standards, goals, and




 


objectives.

 

Done

 


  in calm climate
á Legal
 
requirements
   

á Motivation



á Assignments
  

á Selection
 for training and education




  

 

— !"

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 Performance Standards
á Every objective must have an associated standard
á They are the criteria against which the results
of an employeed s work are assessed
á Can evaluate two areas:
Results the outcome of the employeed s actions
Behavior actions the employee performs
á There are two types of standards:
Numeric or quantifiable
Descriptive or qualitative
Numeric Performance Standards
á Provide a quantifiable objective measure
about which no (or very little)
interpretation is required
á Examples:
Reduce expenses by 10%
No more than one complaint per month about
services
 Performance Standards
á Õob analysis details duties, tasks, responsibilities,
actually performed on job
á Õob descriptions
Contract
Describe a job
á Õob title
á Basic functions
á Scope
á Duties
 Performance Standards
Performance Standards
á Responsibilities
á Organizational responsibilities
á Limits of authority
á Criteria for performance evaluation
Uses
á Salary structure
á Õob relationships
á Analyze duties
á Evaluate job performance
á Orientation
á Hiring and placement
 —Performance Standards



á Identify
$ training needs



  
 
á Continuity of operations




 

á Improve

$ work
 
flow
á Communication
 

á Õob specifications
%
  

á Planning staffing levels
—  

 
 
Õob evaluation
á %
 

Rates

 
jobs
Base
elements
 & include
 

 
Know how
á 

Problem
á — solving

  
Accountability
á  


#
—  '  



 Per ormance Plans
á Executives do not prosper unless the
company does
á Executives have some e skin in the
game
á Value is contingent on inancial
per ormance
 SMART Quotas
Specific
Measurable
Achievable
Results-focused
Time-bound
Setting Sales 
(




 Quotas

áá Setting
Setting
 effective


effective quotas is
quotas is an
an art
art








áá Make


Make
) sure
  



sure commissions match
commissions match expenses
expenses
  
áá Ask these
Ask
)

these questions:
questions:

 
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It doesnd t have to be this waya
 Why do performance
evaluations?
á They benefit everyone
á Document performance issues
á Communicate positive feedback
á Recognize accomplishments and reward outstanding
performance
á Correct deficiencies and improve performance
á Satisfy legal requirements
á Clearly communicate expectations
á Help achieve UWd s goals and mission
á Develop and motivate employees
 — 
 

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 Relative and Absolute
Õudgment
Relative Õudgment

An appraisal format that asks supervisors to compare

an employee's performance to the performance of
other employees doing the same job.

Absolute Õu gment

An appraisal format that asks supervisors to make

judgments about an employeed s performance based
solely on performance standards.
Trait Appraisal, Behavioral Appraisal &
Outcome Appraisal Instruments
Trait Appraisal
An appraisal tool that asks a supervisor to make judgments about
worker characteristics that tend to be consistent and enduring.

Behavioral Appraisal
An appraisal tool that asks managers to assess a workerd s
behaviors.

u

  
An appraisal tool that asks managers to assess the results
achieved by workers.
 Performance Ratings
á Use the Staff Performance Evaluation and
Planning Record (different form for
probationary employees)
á The criteria are:
Citizenship
Objectives
á Each criteria is evaluated on a 0-4 scale,
weighted based on importance (not on amount
of time spent), and results added together to get
a total score.
Performance Ratings (cont.)

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 INCENTIVE
á SOMETHING THAT
INFLUENCE
OR
ENCOURAGES
YOU TO DO SOMETHING
MORE
THAN WANTED.
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