PERFOMANCE MANAGEMENT

(Spencer & Spencer)

MARIA K.D. SAMBANG
PRASATIA DESSY SAFRINA
Program MM-WM71

DEFINITION
Coach/Mana
ge
Plan
perfomance

Appraise
perfomance

PERFOMANC
E
MANAGEMEN
T

Perfomance Appraisal:
provides information for other
personnel function
Compensasti
Compensasti
on
on

Career
Career
pathing
pathing

Succesion
Succesion
planning
planning
PERFOMANC
PERFOMANC
E APPRAISAL
APPRAISAL
E

Development
Development

Dicipline
Dicipline

A generic Perfomance
Management System (PMS)
Prerequisi
te step

Start of
period

During
period

End of
period

Perfomance Management
Prerequisite Step
Organisation
strategy
definition
Organisation
objectives
definition
Manager/work
unit objective
definition

Start of
period

Perfomanc
e Planning

During
period

Perfomanc
e
Manageme
nt

End of
period

Perfomanc
e Appraisal

Personal Function
Application

Perfomance
Result vs. Job
Expectation

Judging

Coachin

Observe and
document perfomance
Coaching feedback
Revise work
expectations as
necessary
Provide development
experiences
Reinforce effective
behavior and progress
toward goals

compensation
compensation

Perfomance vs.
merit pay guidelines

Salary; bonus
Succesion
Succesion
planning
planning
Competencies vs.
future job competency
requirements

Career track,
promotion
Dicipline
Dicipline

compensation

compensation

Formal & informal

development
activities: training,
mentoring, career
pathing
disscusions

Job person match

discussion,
development
assignments

Competency Based Perfomance

Management Systems
Perfomance (pay
for results)

Competence (pay
for skill)

PM

Content

What of behavior How of

perfomance

Mixed model/
total PM

Spesificatio
n

The specific
quantitative
monetary,
productivity, or
quality results,
achived in the
resent past.

Seeking more
qualitative
assesment

Combines planning,
management, and
appraisal of both
perfomance results
and competency
behaviors.

Orientation

Rewards

Future and
development

Both

Duration

Short time frame:

Longer time frame:

Organizational Issues
Job

perfomance standarda and appraisal

criteria are seen as unequal or unfair.
Perfomance appraisal is seen by managers
and employees as a bureaucratic
paperwork exercise that they dont
seriously.
Employee see nothing in the PMS for them.

Organizational Issues
(cont.)
The

perfomance management
system has little impact on actual
management.
The perfomance management
system doesnt reflect or reinforce
the organizations strategy,
Perfomance ratings are inflated.

Mixed Model perfomance plus

competency PMS are particularly
appropriate for
Uncertain

Enviroments,
Qualitative/Process Service Jobs,
Self Managing Teams,
Jobs intended for development of
Future Perfomance
Changing organizational strategy,
Focus, or Markets

Steps In Developing Competency

Based Perfomance Management
System
Identify
competencies
required for
superior
perfomance in the
future jobs.

Develop a mix
model PMS

Train managers
and employee in
perfomance
management

THANK YOU