Human Resource Management (HRM) Performance Management PDF

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GoodlyCarnelian5950

Uploaded by GoodlyCarnelian5950

School of Business

Dr Brigid Milner

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human resource management performance management performance appraisal

Summary

This document provides an overview of human resource management (HRM) and performance management, focusing on the process of performance appraisal/review/evaluation. The document includes definitions, a typical process, and various techniques for performance appraisal. The lecturer appears to be Dr. Brigid Milner from a school of business.

Full Transcript

Human Resource Management (HRM) Performance Management – Part 2 Lecturer: Dr Brigid Milner, Chartered FCIPD Lecturer in Strategic & International HRM School of Business 1...

Human Resource Management (HRM) Performance Management – Part 2 Lecturer: Dr Brigid Milner, Chartered FCIPD Lecturer in Strategic & International HRM School of Business 1 1 Overview DEFINING PERFORMANCE APPRAISAL/REVIEW/EVALUATION THE PERFORMANCE APPRAISAL/REVIEW/EVALUATION PROCESS PERSPECTIVES ON MANAGING PERFORMANCE PERFORMANCE APPRAISAL/REVIEW/EVALUATION TECHNIQUES PERSPECTIVES ON MANAGING PERFORMANCE 2 2 Key HRM Activities Corporate/Organisational and Objectives and Strategy HRM objectives and strategy Attract and select competent people who will also fit the culture Improve, Induct, train, redeploy or move appraise and Part of the out those who do develop to achieve not achieve employee performance targets or fit the standards and fit experience culture the culture Individual & Organisational Performance Provide an Sustain the internal career culture relating to system and the standards of ensure performance , management quality and succession commitment Offer relevant incentives and rewards for those who perform well and fit the culture 3 3 Defining Performance Appraisal/Review/Evaluation – the formal system/process ‘facet’ of Performance Management 4 4 PERFORMANCE APPRAISAL - DEFINITION “Performance appraisal can be described as a systematic approach to evaluating employee performance with a view to assisting decisions in a wide range of areas such as pay, promotion, employee development and motivation” Gunnigle, Heraty and Morley (2017, p.198) 5 5 PERFORMANCE APPRAISAL - DEFINITION “Performance appraisal usually consists of an interview that takes place between employees and their managers to review the employees’ performance, and set future goals which can be used to make reward, promotion and development decisions” Carbery & Cross (2019, p.122) 6 6 Performance Appraisal/Review/Evaluation Process 7 7 PERFORMANCE APPRAISAL/REVIEW/EVALUATION Appraisal, review, and evaluation are terms that are used interchangeably in the literature and in practice in organisations Some organisations will use their own terminology e.g. ‘My Goals, My Development’ Refers to the formal, process-driven part of wider performance management It is the most contentious of all HR activities/processes 8 8 FEATURES OF PERFORMANCE APPRAISAL/REVIEW/EVALUATION Objective-setting -> ‘SMART OBJECTIVES’ S = Specific/stretching – clear, unambiguous, straightforward, understandable and challenging M = Measurable – quantity, quality, time, money A = Achievable – challenging but within the reach of a competent and committed person R = Relevant – relevant to the objectives of the organisation so that the goal of the individual is aligned to corporate goals T = Time framed – to be completed within an agreed time scale 9 9 FEATURES OF PERFORMANCE APPRAISAL/REVIEW/EVALUATION Evaluation of the employee and provision of feedback - on-going and end of review period Assessment of overall performance/competence Identification of learning/training and development needs and planning how these might be met – PDP/ITDP Performance-related pay & bonuses, promotion, PIP, exit etc 10 10 PERFORMANCE APPRAISAL/REVIEW/EVALUATION – A TYPICAL PROCESS E.g. using a calendar year Planning Planning performance Performance – meeting in January - setting direct report with their individual line manager objectives Decisions around learning & Learning/Training/ development , reward, Actioning Development that was On-going Development promotion, and conversations(Jan-Dec) agreed in final review dealing with Plan in previous year is and feedback on underperformance performance to direct arranged and report from their line implemented manager -> Performance Management Final review meeting Review of performance against between direct report and their line manager agreed objectives is reviewed in e.g. June/July: continue Final Review Interim Review November/December unchanged; reset objectives; - assessment of of of take corrective action e.g. overall performance Performance Performance further training and/or PIP 11 11 OBJECTIVES OF PERFORMANCE APPRAISAL/REVIEW/EVALUATION Supporting the Helping individuals implementation of develop their organisational strategies Knowledge, Skills and by cascading objectives Attitudes Motivating performance Determining who – motivation theory e.g. should be promoted expectancy theory, equity theory, goal- Linking performance to setting theory pay Building a performance Managing individuals culture who are poor performers 12 12 Perspectives on Managing Performance 13 13 PERFORMANCE APPRAISAL/REVIEW/EVALUATION - PERSPECTIVES https://youtu.be/dbICd77q-EM https://youtu.be/PfXEceZzND0 14 14 Performance Appraisal/Review/Evaluation Techniques 15 15 PERFORMANCE APPRAISAL/REVIEW/EVALUATION TECHNIQUES Self-assessment Rating Free-form Ranking 360 degree review/feedback 16 16 PERFORMANCE APPRAISAL/REVIEW/EVALUATION TECHNIQUES 17 17 PERFORMANCE APPRAISAL/REVIEW/EVALUATION TECHNIQUES 18 18 PERFORMANCE APPRAISAL/REVIEW/EVALUATION TECHNIQUES 19 19 PERFORMANCE APPRAISAL/REVIEW/EVALUATION TECHNIQUES 20 20 PERFORMANCE APPRAISAL/REVIEW/EVALUATION TECHNIQUES 21 21 PERFORMANCE APPRAISAL/REVIEW/EVALUATION TECHNIQUES 22 22 PERFORMANCE APPRAISAL/REVIEW/EVALUATION TECHNIQUES 360-degree feedback Also known as multi-rater assessment and multi-sourced assessment Relatively new technique designed to provide complete feedback on employee’s performance Involves sources such as subordinates/direct reports, peers/colleagues, and line managers 23 23 PERFORMANCE APPRAISAL/REVIEW/EVALUATION TECHNIQUES 24 24 Perspectives on Managing Performance 25 25 PERFORMANCE APPRAISAL/REVIEW/EVALUATION PODCAST 26 26 27 27

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