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Chapter 8 - Performance Management

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Kim Michelle Tan
Kim Michelle Tan
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PERFORMANCE MANAGEMENT Group 5 Bulut, Kyle Cano, Jeffrey Gregorio, Gabby Manguba, Mike Tan, Kim
OBJECTIVES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WHAT IS PERFORMANCE MANAGEMENT? ,[object Object]
DEFINING PERFORMANCE ,[object Object],[object Object]
MEASURING PERFORMANCE ,[object Object],[object Object]
FEEDING BACK PERFORMANCE INFORMATION ,[object Object],[object Object]
PRACTICE OF PERFORMANCE MANAGEMENT ,[object Object],[object Object],[object Object]
MODEL OF PERFORMANCE MANAGEMENT
PURPOSES OF PERFORMANCE MANAGEMENT Strategic Administrative Developmental
STRATEGIC ,[object Object]
ADMINISTRATIVE ,[object Object]
DEVELOPMENTAL ,[object Object]
RECOMMENDATIONS FOR DEVELOPING AN EFFECTIVE PERFORMANCE MANAGEMENT SYSTEM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PERFORMANCE MEASURES CRITERIA
STRATEGIC CONGRUENCE ,[object Object]
VALIDITY ,[object Object]
RELIABILITY ,[object Object]
ACCEPTABILITY ,[object Object]
SPECIFICITY ,[object Object]
APPROACHES TO MEASURING PERFORMANCE
COMPARATIVE APPROACH ,[object Object]
THERE ARE THREE (3) KINDS: ,[object Object],[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
EVALUATING THE COMPARATIVE APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
ATTRIBUTE APPROACH ,[object Object]
EVALUATING THE ATTRIBUTE APPROACH ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
BEHAVIORAL APPROACH
CRITICAL INCIDENTS ,[object Object]
BEHAVIORALLY ANCHORED RATING SCALES
BEHAVIORAL OBSERVATION SCALES
ORGANIZATIONAL BEHAVIOR MODIFICATION ,[object Object]
ASSESSMENT CENTERS ,[object Object]
RESULT APPROACH
MANAGEMENT BY OBJECTIVES
QUALITY APPROACH
[object Object],[object Object],[object Object],[object Object]
DIFFERENCES FROM TRADITIONAL APPROACH ,[object Object],[object Object],[object Object],[object Object]
STATISTICAL PROCESS CONTROL TECHNIQUES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
PARETO CHART
CONTROL CHART
HISTOGRAM
SCATTERGRAM
PERFORMANCE INFORMATION SOURCES Customers Peers Self Subordinates Managers 8-
HEURISTICS ,[object Object],[object Object],[object Object],[object Object]
PERFORMANCE MEASUREMENT RATER ERRORS ,[object Object],[object Object],[object Object],[object Object],[object Object],8-
REDUCING RATER ERRORS AND POLITICS ,[object Object],[object Object],[object Object],[object Object],8-
PERFORMANCE FEEDBACK ,[object Object],[object Object]
PERFORMANCE FEEDBACK (CONT.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WHAT MANAGERS CAN DO ,[object Object],Employee Characteristics Performance Standards/ Goals Feedback Consequences Input 5 Factors to Consider When Analyzing Poor Performance
WHAT MANAGERS CAN DO (CONT.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
DEVELOPING SYSTEMS ,[object Object],[object Object],[object Object],[object Object],[object Object]
CHARACTERISTICS OF A SYSTEM THAT WILL WITHSTAND LEGAL SCRUNITY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
USE OF TECHNOLOGY ,[object Object],[object Object]
SUMMARY ,[object Object],[object Object],[object Object],[object Object]
MINI-QUIZ ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object]
VIDEOS TO WATCH: ,[object Object],[object Object]
[object Object]

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Chapter 8 - Performance Management

Hinweis der Redaktion

  1. Per
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