Manager Performance

9 Key excerpts on "Manager Performance"

• 

  eBook - ePub

  People Practice

  A Complete Guide

  • Karen Waite, Kathy Beevers, Nicky Small, Keith Tomlinson, Shazad Hussain(Authors)
  • 2021(Publication Date)
  • CIPD - Kogan Page

    (Publisher)

  Performance management could be said to be about doing the right things as well as doing things right. It is about ensuring that employee efforts are focused on activities that will fulfil organisational goals, and that those activities are carried out to the required standard.

  This, and all the benefits listed above, would be considered desirable by most organisations and their employees, and so it is not difficult to understand why almost all organisations attempt to implement some form of performance management system.

  Meanings and definitions

  Performance management

  The term ‘performance management’ is used in a number of different ways, often depending on people’s experience of it. Consequently, for some, ‘performance management’ is an overarching term which covers the full spectrum of people management, from induction through to allocating work, agreeing performance objectives, monitoring work, informing reward decisions, managing poor performance and recognising high performance. However, for those at the other end of the scale, ‘performance management’ can simply refer to an annual appraisal event.

  In many ways, performance management has evolved from an earlier management approach known as ‘management by objectives’ (MBO). MBO, popularised by a number of management gurus, most notably Peter Drucker (1954) and John Humble (1972) has an emphasis on goal setting and ensuring that goals are firmly aligned across the whole organisation. Organisation goals are cascaded downwards into team objectives, which in turn cascade into individual performance objectives. Performance is then closely monitored and measured, with individual performance outcomes feeding back up into team outcomes and ultimately into the achievement of organisational goals.

  While MBO promoted worker agreement and some ownership of objectives, the tight management controls involved conflicted with the gradual shift towards greater worker autonomy and self-regulation. The approach was also sometimes criticised for taking insufficient account of the different factors, other than worker performance, that can affect the extent to which organisational goals are achieved.

  Sign up to read

  Learn more about book
• 

  eBook - ePub

  Effective People Management

  Your Guide to Boosting Performance, Managing Conflict and Becoming a Great Leader in Your Start Up

  • Pat Wellington(Author)
  • 2017(Publication Date)
  • Kogan Page

    (Publisher)

  07

  Performance management

  Introduction

  Performance management is helping a member of your staff understand their role and responsibilities, and their individual contribution to realizing business objectives through achieving planned and agreed results. Many organizations also use performance management in career planning and personal development.

  What does a member of staff expect from their manager?

  • Where the team and individuals are headed. This is the business vision.
  • Why they are headed there (and not somewhere else). This is the business mission or why the organization exists.
  • What it looks like when they get there. How our objectives and efforts help us to deliver the organization’s mission and business plans.
  • How we should behave and work together as a team. This is all about the organization’s culture.

  So if you are recruiting someone into your team, jointly agree with them what you expect (and do not expect from them) in terms of performance and behaviours. This is where key results areas (KRA) and targets are required.

  Key results areas flow from individual or team job descriptions. KRAs contribute towards clarifying how we should (as a team) be spending our time . For the team’s strategy to succeed all team members must achieve specific results, which when accumulated, ensure that all strategy elements are delivered. KRAs are a summary of those key factors of an individual’s job or the team’s job that are vital for the team’s success. They must be monitored, at a minimum, each month to ensure keeping on track with your strategy.

  If you have difficulty identifying your KRAs ask yourself the following question: ‘What are the major aspects of the team’s work that could go wrong?’ You might say ‘We don’t realize our sales target’, ‘We use up our resources’, ‘Too many customers complain’ or ‘We don’t complete our reports on time’. These can be translated into the following KRAs – sales, finance, customer service and monthly reports.

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Optimizing Human Capital with a Strategic Project Office

  Select, Train, Measure,and Reward People for Organization Success

  • J. Kent Crawford, Jeannette Cabanis-Brewin(Authors)
  • 2005(Publication Date)
  • Auerbach Publications

    (Publisher)

  Involving employees in this process develops their understanding of the organization’s objectives and of their responsibilities in achieving those objectives. At the end of the performance planning process, 198 Optimizing Human Capital both the manager and employee should be able to answer the following questions in the same way: What are the employee’s key responsibilities for the following period (or duration of the project)? How is successful performance defined and measured? How do these responsibilities contribute to the success of team, project, and company? How will the manager support the employee or team in the accomplishment of these responsibilities? 2. Monitoring. As the “day-to-day” aspect of performance manage-ment, this step includes collecting and analyzing performance metrics but, more importantly, the feedback and coaching that should be initiated by these metrics. Ideally, manager and employee work together, sharing information about work progress, potential barriers or problems, and how the manager can help the employee. If performance problems are identified, solutions are also devel-oped to resolve the problem. 3. Rating. Generally, an annual process where manager and employee review and summarize performance, agree how this should be rated, and discuss development issues or career aspirations. The FIGURE 7.1 Five elements of performance measurement. (Adapted from Graeme Dobson, Better Practice in Performance Management, http://www.users.bigpond.com/dobsong/My%20Work/Better%20Practice%20in% 20PM.doc.) Monitoring : Collecting metrics, measuring performance, providing feedback and coaching Rating : Summarizing performance, assigning a rating. Developing: Addressing performance gaps and planning to improve capability Rewarding: Recognizing and rewarding good performance. Planning: Identify competencies, describe roles , agree on measures

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Business Dynamics in the 21st Century

  • Joao Heitor De Avila Santos(Author)
  • 2020(Publication Date)
  • Society Publishing

    (Publisher)

  The performance management process begins with the addition of a new person to the team and ends when the employee leaves the company. Quality management can be seen as a systemic mechanism by which the overall performance of a company can be increased by improving the performance of individuals within a team structure. It is a way of encouraging superior performance through the communication of objectives, the identification of roles within the necessary skill framework, and the development of attainable benchmarks. The word performance management gained popularity in the early 1980s when overall quality control systems were given the utmost importance for the pursuit of superior expectations and quality performance. Tools such as job design, leadership development, and training and reward systems have received equal momentum, along with the traditional performance assessment process, in a new, comprehensive, and much broader framework. Performance management is a continuous process of contact between managers and workers throughout the year. The mechanism is very cyclical and constant. The performance management program shall include the following actions. • Create specific job descriptions and employee performance plans, including key performance areas (KRA’s) and perfor-mance indicators. • Select the right set of people by implementing an appropriate Organizational Performance Measures and Management in Organizations 211 selection process. • Negotiate criteria and performance standards for calculating production and allocative efficiency against predefined bench -marks. • Supply continuous coaching and feedback during the success delivery cycle. • Identify preparation and development needs by assessing the outcomes obtained against the established standards and imple-menting appropriate performance implementation programs. • Hold quarterly performance development conversations and as-sessing employee performance based on performance plans.

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Human Resource Strategies for the High Growth Entrepreneurial Firm

  • Robert L. Heneman, Judith Tansky(Authors)
  • 2013(Publication Date)
  • Information Age Publishing

    (Publisher)

  In other words, just what is performance? Fundamentally, perfor-mance consists of either behaviors or outcomes. Performance is commonly viewed as either what people do (behaviors) or what they accomplish (outcomes). We will discuss the behavioral and outcome approaches in more detail when we consider effective performance man-agement in S & HG settings. Performance Management in Small and High Growth Companies 117 As depicted in Figure 6.1, performance management includes diagno-sis. That is, performance needs to be observed and diagnosed as to the causes for performance and changes that need to be made. Diagnosis is critical if performance is to be improved. Just as with a medical setting in which an accurate diagnosis is needed if the patient is to get well, accurate diagnosis of performance is needed if performance is to be improved. In addition to diagnosing the causes of performance, effective performance management includes evaluation of performance. That is, judgments must be made as to the worth of observed performance. Given the causal factors at play, how should the behaviors or outcomes be assessed? Of course these assessments are of no use to improving performance unless they are conveyed to workers. Thus, feedback is identified in the model as the next critical step. Finally, effective performance management includes taking deliberate and focused actions to improve performance. Depend-ing on the causes identified in the diagnosis stage, performance improve-ment actions may include training, motivation, or a variety of other possibilities. In everyday organizational life, the actions identified as separate steps in the model meld into a seamless flow. However, breaking the process into separate steps offers the advantage of clarifying what needs to be done and what skills are needed for effective performance management. Problems in the process can also best be addressed by considering each of the steps and how each is being conducted.

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  HRD for Developing States & Companies

  • Abdul Ghani, Ooi Kee Beng(Authors)
  • 2005(Publication Date)
  • ISEAS Publishing

    (Publisher)

  In one organization that I worked with, the company had identified cultural issues of teamwork and initiative that needed addressing, which their present performance system was unable to cope with. Senior executives realized that a performance management approach could be a main thrust to support this issue. This worked, and twelve months later, not only were the issues resolved but the head office also voted them the best operated company in the region. They told me that they put the increased results and cultural transformation down to the new performance management system. 118 CHRISTOPHER MILLS AGREEING ON CHANGE AND IDENTIFYING THE WAY FORWARD Talented employees often drive the success of progressive companies and therefore can have a significant impact on shareholder return on investment (ROI). Exceptional staff members, like any other employee, need to determine objectives, tracking sources and attainment levels in line with KPIs and critical success factors. All these can be achieved through an effectively implemented performance management system. Designing the System Designing the system is like preparing a rocket for launch. You have a mission but you must first ensure the components are in place. The rocket cone is your objective section and may comprise key accountabilities, objectives, timeframes and performance indicators. A column on the form showing where employee objectives support the business plan or balanced scorecard indices helps the employee understand the importance of his/her job. This also ensures transparency of communication that scorecard goals have been cascaded down. The booster section is the area that supports and “boosts” performance. This is your competency plan comprising behavioural and functional competencies. It should have a tracking section indicating how competencies will be demonstrated. Mid-year Performance Review A mid-year performance review should be compulsory.

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Managing Employee Performance and Reward

  Concepts, Practices, Strategies

  • John Shields(Author)
  • 2007(Publication Date)
  • Cambridge University Press

    (Publisher)

  Once you have framed your responses to the case in question, you may wish to compare these with the model responses provided in the book’s appendix. 119 Chapter Five MANAGING FOR RESULTS Since results are the most tangible and readily measurable of the horizon- tal dimensions of performance, we shall begin our discussion at the end, as it were, by examining in this chapter those approaches to performance management that are results-focused, including both those that focus on individual results and those that are associated with group and organisation- wide results. The chapter begins with an overview of those facets of work performance that are commonly characterised as ‘results’. Next we consider some of the key concepts associated with defining and measuring results, the promise and perils of results measurement, and the requirements for measurement reliability. The remainder of the chapter is then devoted to a discussion of two of the most widely applied results-based performance measurement and management methods, namely goal-setting and the balanced scorecard. What are ‘results’? In terms of the (prescriptive or descriptive) conception of work as a linear value-adding process, ‘results’ can be defined as those tangible and intangible outcomes from work behaviour or activity that management deems desir- able and valuable in achieving organisational objectives. Conceived thus, the results domain may be seen as covering six main outcome categories: 1 product or service quantity 2 product or service quality 121 122 Performance management in action 3 financial outcomes 4 timeliness 5 innovation 6 stakeholder reactions. Here, we have adapted the taxonomy of key human performance outcomes identified by Fitz-enz (2000: 91–128), which lists generic human resources ‘value adding’ factors: ‘cost’, ‘time’, ‘quantity’, ‘error’ and ‘reaction’.

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Managing Employee Performance and Reward

  Concepts, Practices, Strategies

  • John Shields, Michelle Brown, Sarah Kaine, Catherine Dolle-Samuel, Andrea North-Samardzic, Peter McLean, Robyn Johns, Patrick O'Leary, Geoff Plimmer, Jack Robinson(Authors)
  • 2015(Publication Date)
  • Cambridge University Press

    (Publisher)

  It also sees human resource managers as vital ‘strategic partners’ and human resources as the key ingredient for business success. Being results-focused, it subscribes to the assumption that ‘what you measure is what you get’, and it entails setting and communicating strategically aligned goals and measuring and rewarding goal achievement. As a multi-measure, multi-stake- holder approach to organisation-wide performance management, it recognises three key stakeholders – shareholders, customers and employees – and for this reason the approach is frequently confused with the so-called ‘triple bottom-line’ approach to defining and evaluating organisational performance. Both approaches certainly ac- knowledge that shareholder value creation is not the only legitimate organisational objective and, as such, both challenge the defining corporate mantra of the 1980s and 1990s that promoted the doctrine of ‘shareholder value creation’. However, rather PART 2: PERFORMANCE MANAGEMENT IN ACTION 90 than seeing shareholder, customer and employee interests as distinct and unrelated, the balanced scorecard sees all three as being bound together in the organisational ‘value creation’ process, or ‘value chain’ (Kaplan & Norton 1992, 1996a & b; Mooraj, Oyon & Hostettler 1999). Figure 4.3 summarises the four facets or phases of value creation identified in the balanced scorecard model, along with the associated stakeholder interests and func- tional responsibility areas for each. The first is internal learning and growth, which covers employee commitment, capability, learning, creativity and well-being. This is primarily a human resource management responsibility and, as the developmental accent suggests, the balanced scorecard is very much in line with the resource-based view of the firm and the Harvard School model of ‘best practice’.

  Sign up to read

  Learn more about book
• 

  eBook - PDF

  Performance Management

  Multidisciplinary Perspectives

  • R. Thorpe, J. Holloway, R. Thorpe, J. Holloway(Authors)
  • 2008(Publication Date)
  • Palgrave Macmillan

    (Publisher)

  More recently, it has been important to start to consider customer expecta- tions more centrally, influenced to a large degree by the field of quality management. Value-based performance measurement and psycho-social measures have also become more important in the recognition that multiple perspectives of performance are increasingly required. Where organizations are trying to deliver their strategy through programmes of multiple projects, a programme-level view is also required, which may be an aggregation of project measures but is likely to require new meas- ures to monitor progress towards an organization’s strategic objectives. The authors have developed an integrative framework of performance for managing projects to bring together these numerous and evolving strands. Despite the recent developments and increasing research and practitioner interest within the project performance field, several chal- lenges remain – to establish unified terminology; to develop value-based performance measurement methods and evaluate their benefits; and to understand more fully the fluid polygon (as opposed to the iron triangle) paradigm that is emerging and requires a constantly changing shape to respond to complex and interacting variables such as type of stakeholder and stage of the project lifecycle. 9 Performance Management and Operational Research: A Marriage Made in Heaven? Peter C Smith and Maria Goddard Introduction The practice, teaching and research of management is peculiarly vulner- able to fads. A cynic might suggest that this is the result of a lively market in management gurus, in which the latest management concept is pro- moted as an indispensable tool for the modern manager. However, it might also be the case that some apparent fads do indicate a real change in the preoccupations and needs of managers. The explosion in interest in performance management (PM) since the mid-1990s may indeed be one such case.

  Sign up to read

  Learn more about book