Abhilash Iyyappan

PGDM-HR 2nd Yr
ITM B-School,
Chennai
 In general, P.M is defined as the systematic
process for improving organizational
performance by developing the performance
of individuals and teams.
 According to Armstrong and Baron, P.M is a
strategic and integrated approach to
delivering sustained success to organization
by improving the performance of the people
who work in them and by developing the
capabilities of team and individual contributors
 Improved Performance

Actual Performance

Low Performance
• Coaching, Counseling
 To align individual and organizational
objectives
 To improve organizational performance

 To improve individual performance

 To provide the basis for personal

development
 To develop a performance culture

 To inform contribution/performance
pay decisions
 Harmonised terms and conditions for all staff.
 Use of psychological tests in selecting all staff.
 Formal system of communicating values to staff.
 Deliberate development of a learning organization.
 Design of jobs to make full use of skills and abilities.
 staff being responsible for their own quality
 regular use of survey to know the needs of employees.
 Formal appraisal of all staff at least annually.
 staff being informed about company performance and
prospects.
 Internal promotion if at all possible.
 A policy of job security.
 A merit element in the pay of staff.
Gordon Goal Setting theory:
 Setting goals at work can help a managee
incorporate ways to meet his personal
and professional needs, there by
optimizing goal congruence between a
individual and the organization is highly
required. Research confirms that goal
setting improves managee performance
at all levels in all kinds of organisation.
Goals vary in 3 dimensions
 Specificity

 Difficulty

 Acceptance
Ten Commandments of Successful
Performance Management
1. Successful performance management is no
longer an optional extra
2. Successful performance management means
accepting and embracing change rather than
holding it at arm's length
3. Successful performance management is a
continuous process, rather than a one-off project
4. Performance management is a 'people centered'
activity
5. Successful performance management is done
with people, not TO them
6. Successful performance management measures
are credible and understandable

7. Successful performance management is driven

by the gap between where you are now and where
you want to be

8. Successful performance management measures

are about efficiency, effectiveness and adaptability.

9. Successful performance management uses

techniques that are relevant and effective - and
uses them well

10. The ultimate judge of your performance

management is the customer - and they deserve to
be delighted.
Traditional Feedback vs. 360 Deg. Feedback
 360-degree feedback is defined as “The
systematic collection and feedback of
performance data on an individual or
group derived from a number of
stakeholders in their performance”.

It is an assessment process used

to improve managerial
effectiveness by providing the
manager with a more complete
assessment of their effectiveness
and their performance and
 It is suitable for a non hierarchical,
flexible organization.
 It assists managers with limited
knowledge of performance after
restructuring.
It reflects value that wider groups
should have input into performance
management.
It is seen as best practice.
 Regular discussions of performance
 Identification of strengths for career
development
 Identification of weakness for training

 Salary recommendations

 A well designed performance appraisal

system is associated with increased
profitability
Step 1: The Step 2: Ratings
Questionnaire
 Leadership
1-2 : Least Skilled
 Team Player
 Com.Skills 3-4: Not a Strength
 Org. Skills

 Decision Making 5-6: Appropriate

 Adaptability Skill
 Expertise

 Vision
7-8: A Strength Skill

9-10: An Exceptional
Step 3: Data Step 4:
Processing Feedback

Questionnaires are - Individual

normally processed
with s/w internally. - Manager
Or
given to external - Anonymous ? ?
suppliers who are
specially for analyzing - Culture plays a
and delivering results. role
Step 5: Action

 Action will depend on the

purpose
 Development - Individuals

 Appraisal - Managers

 Pay - H.R
 Define objectives

 Decide on recipients

 Decide who will give the feedback

 Decide the areas of work and behavior on

which feedback will be given

 Decide the method of collecting the data

 Decide data analysis and
presentation

 Plan an initial implementation

programme

 Analyse the outcome of the pilot

scheme

 Plan and implement full programme

 Monitor and evaluate

 Affording a broader perspective than
before

 Increased awareness and relevance

 Reliable feedback to senior managers

 Gaining acceptance

 Encouraging open feedback

 Reinforcing

 Rounded view of Performance

 Identifying key development areas

 Raising Self Awareness

 Continuous Improvement

 Improved Morale

 Acceptance Of Results
 No Openness

 Excessive Stress

 Lack Of Action

 Overdependence

 Too Much Of Bureaucracy

 Incapability and Lack Of Skill Of Managers

 CRITERIA FOR SUCCESS
 Support from Management
 Commitment

 Determination as a tool for development

 Questionnaire reflects all aspects

 Fair Follow up process

 Transparency

 Be trained in how to facilitate a 360° process.

 Don't force it on people
 Explain what it is, what it does, how it's
used, and its' benefits to all concerned,
continually
 Emphasize confidentiality

 Disconnect it from any compensation

decisions (raises, bonuses, etc.) - make it
developmental
 Provide information on its purpose and
process to assessors
 Conduct structured feedback workshops for
feedback recipients
 Spend time with those people having difficulty
with their feedback
 Know the instrument you're using thoroughly

 Provide seamless coordination and support for

distributing and collecting the assessment
instruments.
 Make sure your vendor provides back-up
support in case problems occur with the
instruments or the process.
 Align your 360° process with the organization's
culture, procedures, and practices. Support
and reinforce it.