Performance

Management and
Feedback

B y F a r d i a n E l v i s t i a r a n d I z z a t y M a w a d d a h R

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 Learning 01 Understand the process of performance management and
the role performance feedback play in performance
management

Objectives 02 Examine the strategic choices an organization faces in

establishing a performance management system

Evaluate the assosiated pros and cos of decisions related to

03 the use of the performance management system as well as

who evaluate, what is evaluate, how performance is
evaluated and the methods of evaluation

04 Gain an awareness of why performance management system

may fail

05 Understand the strategies by which performance

management systems may be improved
Performance Management and Feedback
Organizations need broader
performance measures to
insure

Performance deficiencies addressed

in timely manner through employee
development programs

Employee behaviors channeled in

appropriate direction toward
performance of specific objectives

Employees provided with appropriate

& specific feedback to assist with
career development
Exhibit 10-2
Strategic Choices in
Performance Management

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 Purposes of Performance Management Systems
Facilitate employee development
 Determine specific training & development Facilitate legal compliance
needs Documentation is strong defense
 Assess individual & team strengths & against charges of unlawful bias
weaknesses

Determine appropriate rewards &

compensation
Facilitate HR planning process
 Salary, promotion, retention, & bonus Alert organization to deficiencies in
decisions overall level & focus of employee skills
 Employees must understand & accept
performance feedback system
.

Enhance employee motivation

Employee acknowledgment & praise reinforces
desirable behaviors & outcomes
Exhibit 10-3 Reciprocal Relationship Between T&D & Performance Management
 Who Evaluates?
Problems with immediate supervisors conducting performance evaluations

Lacking appropriate information to provide informed

feedback on employee performance

Insufficient observation of employee’s day-to-day work to

validly assess performance

Lack of knowledge about technical dimensions of

subordinate’s work

Lack of training or appreciation for evaluation process

Perceptual errors by supervisors that create bias or lack of

subjectivity in evaluations
 Perceptual Errors of Raters
Halo effect Contrast Error
Rater allows single trait, 1 4 in which the employee’s assessment is
outcome or consideration to based on those being given to other
influence other measures of employees
performance

central tendency
Stereotyping error
Rater makes performance 2 5 Evaluator avoids higher & lower
judgments based on ends of rating in favor of
employee’s personal placing all employees at or near
characteristics rather than middle of scales
employee’s actual performance
.
Personal biases &
Regency error organizational politics
Recent events & behaviors of 3 6 Have significant impact on ratings
employee bias rater’s employees receive from supervisors
evaluation of employee’s overall
performance
 Other Performance Feedback Systems
1. Peers
Only effective when political considerations & consequences
are minimized, & employees have sense of trust

2. Subordinates
 Insights into interpersonal & managerial styles
 Excellent measures of individual leadership capabilities
 Same political problems as peer evaluations

3. Customers
Feedback most free from bias

4. Self-evaluations
 Allow employees to participate in critical employment
decisions
 More holistic assessment of performance
5. Multi-rater systems or 360-degree feedback systems
 Can be very time-consuming
 More performance data collected, greater overall facilitation of assessment &
development of employee
 Costly to collect & process
 Consistent view of effective performance relative to strategy
 What To Evaluate?
Traits measures
Assessment of how employee fits with organization’s
culture, not what s/he actually does.

Behavior-based measures
Focus on what employee does correctly & what employee
should do differently

Results-based measures
 Focus on accomplishments or outcomes that can be
measured objectively
 Problems occur when results measures are difficult to obtain,
outside employee control, or ignore means by which results
were obtained

We Create
Professional Presentation
 How To Evaluate
Relative
Absolute
assessment
Measurement

 Measured against other employees &

ranked on distance from next higher to
next lower performing employee
Measured strictly by absolute  Ranking allows for comparison of
performance requirements or employees but does not shed light on
standards of jobs distribution of performance
.

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 Measures of Evaluation
Grafic Rating Behavioral
Scales Observation Scales
(BOS)

Weighted Critical
Checlist Incident
Measures

Behaviorlly Objectives Based

Anchored Rating Measures
Scales (BARS)
 Graphic Rating Scales Method
 It is the simplest and
most popular method
 It lists traits (e.g. quality
of work, quantity of work,
efficiency, teamwork,
communication,
leadership) and a range
of performance values
(from “unsatisfactory” to
“outstanding” or “below
expectations” to “role
model”) for each trait.
AWESOME Behaviorally
anchored rating
scale (BARS)
An appraisal method that anchors a
numerical rating scale with specific
narrative examples of good and poor
performance.
.
 Management by Objectives (MBO)
Involves setting Set the organization’s goals.
specific measurable
goals with each
employee and then Set departmental goals.
periodically reviewing
the progress made.
Discuss departmental goals.

Define expected results (set

individual goals).

Performance reviews.

Provide feedback.
Objectives-Based Performance Measurement
 Enhanced employee Three common oversights
motivation
Setting vague objectives
 Employees can far more
committed to reaching
performance objectives they
have agreed to Setting unrealistically difficult
 When employee participates, objectives
his/her trust & dependability
placed on line
Not clarifying how performance
will be measured

Objectives selected
must be valid
Reasons Managers Resist or Ignore Performance Management
Process is too Complicated
No Impact on Job performance
Possible Legal Challenges
Lack of control over process
No connection with rewards
Complexity and length of forms
 Strategies for
Improving
 Involve managers in design of system
Performance
 Hold managers accountable for Management
performance & development of System
subordinates
 Set clear expectations for performance
 Set specific objectives for system
 Tie performance measures to rewards
 Gain commitment from senior managers

LOREM IPSUM
DOLOR SIT AMET
LOREM IPSUM DOLOR SIT AMET,
CU USU AGAM INTEGRE IMPEDIT.
“There are only three measurements that tell you nearly everything you need to
know about your organization’s overall performance: employee engagement,
customer satisfaction, and cash flow. It goes without saying that no company, small
or large, can win over the long run without energized employees who believe in the
mission and understand how to achieve it.”– Jack Welch

THANK YOU