human resources - week 3

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  • Created by: jmf00632
  • Created on: 24-10-19 14:29
what is performance in an organisation?
“how well employees performed the tasks listed on a job description”
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different definitions of performance based on goals (4)
• Productivity – how much you ca do in a certain amount of time • Financial performance – quantatiive • Increase in quality • Innovation
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todays organisations recognise the 3 main types of behaviours (1)that constitute performance at work: (robins and judge 2015)
1. Task performance – The combination of effectiveness and efficiency at fulfilling core job tasks a. Job-specific: Performing duties and responsibilities in a job description b. Non-job-specific: Skills/competencies that are transferable to other ta
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(2)
2. Citizenship – Behaviours that contribute to the psychosocial environment of the organization a. Help others, Support organisational objectives, Treat others with respect, Constructive suggestions
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(3)
3. Counter-productivity???? – Actions that actively damage the organization a. Stealing, Damaging property, Aggressive behaviours, Taking avoidance absences
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most managers believe that good performance is.....
well in points 1 and 2, and avoid the 3.
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perfirmance appraisal vs performance maagment
is as follows
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performance appraisal is....
a formal process to review and measure employee perofrmance - usually one a year
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performance management is.......
• A continuous process to identify, measure, develop the performance of individuals and teams- on gonig throughout the year before annual review
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performance management continued...
• Top-down link between organisational and individual objectives: Align performance with strategic goals of the organisation
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Why organisations need to performance management?? (4)
1. Scientific management 2. Goal setting 3.Expectancy theory 4. Organizational justice
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stages in a performance man system (4) (also look at poster on slide 9 of week 3)
1. organisations missions, values and competneciees. 2.derived from team objectives and an agreed job descirition 3. informal reviews- confirm that the employee is on the right track and agree rewards. 4. formal assesment (linked to pay)
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characteristics of scientific management frederick windsow taylor)
Clear division of tasks & responsibilities Managers = Planners Workers = Executors
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characteristics of scientific management Frederick windsow taylor)
2. Determine the best way to do the job Observe techniques from two best workers Set time, optimum technique, targets per day A bonus if workers meet the target (piece rates)
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characteristics of scientific managment (frederick windsow taylor)
3. Scientific selection of the person to the newly designed job
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characteristics of scientific managment (frederick windsow taylor)
4. Training of the selected worker to perform the job in the specified way
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characteristics of scientific managment (frederick windsow taylor)
5. Surveillance of workers through the use of hierarchies of authority
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Downsides of scientific management
Led to greater management control over workers Directed attention away from the collective workforce to the individual Led to a drop in productivity as workers restricted output due to issues with union members
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Characteristics of goal setting (Locke and Latham 2006)
Key idea: Goals provide motivation Clarity of goals enables employees to understand what is expected and the order of priorities
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goal setting (smart)
SMART Specific – specific, mesurable, achievable, revelvant, time bound
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specific
stating exactly what it is that you want to acompalish (what where, why)
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measurable
how will you demonstrate ad evaluate the extent to which the goal has been met?
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acheivable
what action are you going to take?
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relevant
how does the goal tie into your key responsibilities? how is it aligned to objectives?
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time bound
setting target dates - deadlines
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characteristics of the expectancy theory (victor vroom)
Key idea: Individuals make choices informed by the beliefs about three motivational elements
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expectancy theory - first motivational element (victor vroom)
Valence – How desirable is the goal? How much do I want it?
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expectancy theory - second motivational element (victor vroom)
Instrumentality – How likely is it that I will achieve the reward?
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expectancy theory - third motivational element (victor vroom)
Expectancy – Am I capable? Can I work hard enough to get the reward?
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characteristics of Organisational Justice- there are 3 areas of Organisational Justice. what are they?
procedural, distributive and international
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define procedural
Perceived fairness of PM procedures to be transparent and robust
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define distributive
Perceived fairness of the allocation of outcomes where PM is linked to pay, training, promotion, and others
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define interactional
Perceived quality of interpersonal treatment in performance appraisal, but also in coaching and feedback
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what are the objectives of a performance appraisal (7)
1,Review current performance 2.Set performance objectives 3.Identify skill gaps: training needs 4.Identify reward 5.Communicate goals and feedback 6.Motivate through feedback 7.Place individual performance in perspective/context
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what are the steps taken to assure that these objectives are met?
1.Define performance 2.Observe performance 3.Give feedback and set goals (this is step number 4 of the management system)
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performance appraisal is... (3)
1. define performance 3. observe performance 3. give feedback and set goals
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define performance is..
establishing behaviours that indicate perofrmance- Objectives/goals and measureable indicators: Sales figures, Results, Production, Quality Competencies: Leadership, Decision-making, Conceptualising, Teamwork Proxy measures: Absence, Safety record,
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define performacne - appraisal instruments (Establishing formal and standardised measurements)
1.Reliability 2.Validity 3.Fairness 4.Practicability
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appraisal tools (number 21 slide for example)
rating sales, 360 feedback, Result-based appraisal (also known as Management by objectives) A more systematic way to utilize the goal-setting theory,Competency-based appraisal The focus on ‘how’ results are achieved allows employees to ach goals
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observe performance
who's respossible for apprasial (man, super, customers. approaches - Dialog: self-assessment, focus on development Judgemental: evaluative assessment, focus on reward or discipline
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what are the potential problems of observe performance?
Appraiser discomfort, Subjectivity, Halo/horn effect, Leniency/strictness, Recent behaviour bias, Stereotyping, Manipulating the evaluation, Employee Anxiety
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what are the solutions to these problems?
Trained appraisers, Job-related criteria, Agreed performance expectations, Standardisation, Continuous open communication
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give feedback and set goals - how is this done (3) performance evaluation (1)
Absolute standard - Comparison with the best performance in a particular role Comparative standard - Comparison with another employee Individual standard - Comparison with the same person’s performance in the past
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give feedback ans set goals - how is this done (2) goal setting and development plan
SMART
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give feedback and set goals - how is this done - POTENTIAL for promtion
Performance in one job not an indicator for suitability for another ‘Halo’ effect can result in promotion to level of incompetence ‘Horns’ effect mean good people overlooked
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Card 2

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different definitions of performance based on goals (4)

Back

• Productivity – how much you ca do in a certain amount of time • Financial performance – quantatiive • Increase in quality • Innovation

Card 3

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todays organisations recognise the 3 main types of behaviours (1)that constitute performance at work: (robins and judge 2015)

Back

Preview of the front of card 3

Card 4

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(2)

Back

Preview of the front of card 4

Card 5

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(3)

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