The Collaborative Mindset: Performance Management and Feedback

1
The Collaborative MindsetPerformance Management
and Feedback

• OS608
• November 20, 2006
• Fisher

2
Agenda

• Discuss key performance management issues
• Return and discuss leadership papers, guidelines
  for future papers

3
Opening questions

• What are the goals of performance management?
• How can we balance those goals with relationship
  management?

4
Purpose of PA?

• The outcome of many performance appraisals is
  frequently a decrease rather than an increase in
  performance. Among the reasons for this decrease
  is the belief by employees that they are being
  evaluated on the wrong things, by the wrong
  person that is, the person who is evaluating
  them lacks objectivity and hence is not fair.
  (Latham, et al, 2004, p. 1).

5
Best practices in performance management

• Employee involvement
• Make it a process, not an event
• Considering multiple opinions (360 degree
  feedback)
• Giving managers tools to use
• Improve performance measurement
• Provide training
• Minimize rating errors
• How to provide feedback

6
Providing Feedback

• Focus on things that can be changed
• Behaviors and skills, not traits
• Connect with future performance, goal setting
• Deliver feedback early and often
• More effective when close to the event
• No surprises at the annual review
• But be selective on the number of topics

7
Receiving Feedback

• We avoid feedback because we hate being
  criticized, plain and simple. (JS, p. 4)
• So we
• Procrastinate
• Refuse to face reality (denial)
• Withdraw
• Reframing feedback
• Actively seeking external feedback

8
Performance measurement example

• How would you evaluate performance for
• A pizza delivery person
• The manager of a pizza place
• What would you measure? How would you measure
  it?
• Discuss in small groups and report out

9
Conclusions

• What are some best practices in performance
  measurement?
• How are performance measurement and performance
  management different?

10
Leadership Essays

• Generally showed good understanding of leadership
  models
• Several excellent examples of comparing and
  contrasting across models
• Deeper analysis need to explain how certain
  concepts are relevant to a situation
• More thorough citations this helps support your
  assertions
• In text
• Reference list

11
Lab 3

• Role play of performance feedback meeting
• You have been assigned
• Role (supervisor or subordinate)
• Role play partner
• Role play time (1/2 hour between 230 and 530)
• Roles will be handed out on Monday the 27th
• Paper evaluating the experience due on Monday,
  Dec. 4

12
Next class

• No class Wednesday Happy Thanksgiving!
• For Monday November 27, Managing Context The
  Worldly Mindset
• Review section of Gosling and Mintzberg
• Read Holmes, Berner articles
• What is organizational culture?
• How does it effect the processes we have been
  discussing (leadership, decision making,
  performance management, etc.)?