MGMT 471: Ch' 8: Managing Performance

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MGMT 471 Ch. 8 Managing Performance

• I. Paradigm Shift
• II. Performance Management Process
• III. Measuring Performance
• A. Methods
• B. Sources of Perf. Information
• C. Perf. Measurement Errors
• D. Legal and Ethical Issues

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I. Paradigm Shift

• A. Performance Appraisal
• Traditional
• B. Performance Management
• Holistic
• Broader

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II. Performance Mgmt. Process

• Inputs Process Outputs

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II. Performance Mgmt. Process

• A. Stages (text)
• 1. Specify relevant aspects of
  performance
• 2. Appraise performance
• 3. Provide performance feedback
• a. Problem solve/develop
• b. or Reward

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II. Performance Mgmt. Process

• A. Holistic Model
• 1. PLANNING work and setting expectations
• 2. Continually MONITORING perf.
• 3. DEVELOPING capacity to perform
• 4. Regularly EVALUATING perf.
• 5. Providing FEEDBACK
• 6. REWARDING or reworking perf.

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A More Holistic Approach to Performance Management

• Performance is a function of
• Skills
• Knowledge
• Abilities
• Motivation
• Supervision
• ?
• Performance Mgmt. orchestrates all these

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III. Measuring Performance

• A. Methods
• 1. Comparisons
• 2. Rating attributes/traits
• 3. Rating Behaviors
• 4. Measuring Results

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III. Measuring Performance

• B. Sources of Perf. Information
• 1. Managers
• 2. Peers/coworkers
• 3. Subordinates
• 4. Self
• 5. Customers

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III. Measuring Performance

• C. Performance Measurement Errors
• 1. Similar to me
• 2. Leniency error
• 3. Strictness error
• 4. Central tendency
• 5. Halo error
• 6. Horns error
• D. Legal and ethical issues