Performance Management by Jamshed

2. The Islamia University of Bahawalpur, Pakistan
(Department of Educational Leadership & Management E.L.M)
Semester: Spring, 2023
Submitted To: DR. MEHLA JABEEN
Submitted By: JAMSHD HAYAT
Reg. #: S23BELMG3M01023
Dated: 28-04-2023

3. Instructor
Dr. Mehla Jabeen

4. ⚫“Performance management is the processof creating a
work environment or setting in which people are
enabled toperform to the bestof theirabilities.”
⚫“Performance management is a continuousprocessof
identifying, measuring and developing the
performance of individuals and teams and aligning
performance with the strategic goals of the
organisation”

5. ⚫In thewordsof Hetcher,
“ Perf Mgt is an approach tocreating a shared vision of
the purposeand aims of theorganisation, helping each
individual employee understanding and recognise
his/her perf of both the individual and the
organisation”
• Performance Management is an ongoing process involving
feedback, coaching and recognition.
• Effectively manage performance by acting with purpose to
enhance competence, confidence and capability.
• Three key phases throughout the year help maintain a focus on
building talent and driving results through employee contributions.

6. o Performance management is a shared understanding
about how individuals contribute to an organization's
goals.
o Performance management can also be defined as a
broad system that is linked with the processes of
planning, implementing, reviewing and evaluating, for
augmenting growth and productivity at both the individual
and organizational level

7. “P.M is an ongoing communication process undertaken in
partnership, between an employee and his/her immediate
supervisor that involves establishing clearexpectationsand
understanding about:
1. The essential job functions the employee is expected to do.
2. How the employee’s job contributes to the goals of the
organisation.
3. What doing the work will mean in concrete terms.
4. How employee and supervisor will work together to
sustain, improve or build on existing employees perf.
5. How performance mgt will be measured
6. Identifying barriers to performance and removing them.”

8. ⚫It is integrated, because it effects
four types of integration
⚫Vertical
⚫Functional
⚫Human Resource
⚫Goals
Goal Setting
&
Development
Planning
Mid-Year
Calibration
Year-End
Review

9. ⚫Concern with output,outcomes,processand input.
⚫Concern with planning.
⚫Concern with measurementand review.
⚫Concern with continuousdevelopmentand
improvement.
⚫Concern forcommunication.
⚫Concern forstakeholder.
⚫Ethical concerns.

10. ⚫Identifying the parameters of performance and
stating them very clearly;
⚫Setting performance standards;
⚫Planning in participative ways where
appropriate, performance of all constituents;
⚫Identifying competencies and competency gaps
that contribute/hinder to performance;
⚫Planning performance development activities;
⚫Creating ownership;
⚫Recognizing and promoting performance
culture;

11. OBJECTIVES OF PERFORMANCE MANAGEMENT
Toenable theemployees towards achievementof superior
standards of work performance.
To help theemployees in identifying the knowledge and
skills required for performing the jobefficientlyas this
would drive their focus towards performing the right task
in the rightway.
Performance Management, done well, is a supportive
and developmental process. They are designed to ensure
that all teachers can demonstrate how they contribute to
pupils' learning and the broader school performance
targets and evidence how they meet the teacher standards
as professionals.

12. Promoting a two way system of communication
between the supervisors and the employees for
providing a regularand a transparent feedback for
improving employee performance and continuous
coaching.
Identifying the barriers toeffective performance
and resolving those barriers through constant
monitoring, coaching and development
interventions.
Creating a basis forseveral administrativedecisions
strategic planning, succession planning, promotions
and performance based payment.

13. ⚫Improveemployee performance
⚫Developpeople forpromotional opportunities
⚫Meetemployee need for feedback
⚫Ensure thatemployeesareworking toward
organizational goals
⚫Provide thedata needed to makeand defend
important human resourcesdecisions.

14. ⚫ Obtain better results from the organization, teams and
individuals by understanding and managing performance
within an agreed framework of planned goals, standards
and competency requirements
⚫ Establish shared understanding on what is to be achieved,
and manage and develop people in a way which ensures that
it will be achieved
⚫ Align individual objectives to organizational
objectives and ensure that individuals uphold
corporate core values
⚫ Act as a lever for change

15. Setting
performance
standards
Taking corrective
action
Discussing
results
Comparing
standards
Measuring
The actual
performance
Communicating
standards

16. Setting Performance Standard / Establish Performance
Standards
Performance standards serve as benchmarks against
which performance is measured.
Standards should relate to the desired results of each job

17. ⚫Performance appraisal involvesat least two
parties, the appraiserwhodoes the appraisal and
the appraisee whose performance is being
evaluated.

18. Theappraiser should prepare jobdescriptions clearly;
helpappraisee set his goals and targets; analyse results
objectively; offercoaching and guidance to appraisee
wheneverrequired and reward good results
Theappraisee should bevery clearabout what he is
doing and why

19. Performance measures, to be helpful must be easy
to use, reliable and must report on the critical
behaviors that determine performance.
 Performance measures may beobjectiveor subjective.
 Objective performance measures are indications of job
performance thatcan beverified byothers and are usually
quantitative.

20. Subjective performance measures are ratings that
are based on the personal standards or opinions of
those doing the evaluation and are notverifiable by
others

21. Actual performance may be better than
 expected and sometimes it may go off the track
Whatever be the consequences, there is a way
to communicate and discuss the final outcome

22. Correctiveaction is of two types.
One puts out the fires immediately.
Otherstrikes at the root of the problem
permanently.

24. 1. Setting SMART Goals is sometimes difficult with long term employees that have been in front line positions for many years. Any tips?
A: SMART goals (specific, measurable, achievable, realistic, and time-bound) are a common practice in many organizations and can take a lot
of time and energy to create. However, for many roles, changes in the work over the course of a year will render SMART goals obsolete.
Instead, once you have set annual goals, use ongoing check-ins to update and revise goals as well as to create more specific, shorter-term
flexible goals.
2. How might you modify the goal setting process for a team?
A: It helps to start with goals that are important for the team to achieve and then move into how the individual's goals help the team move
forward.
3. What is performance management?
Performance management is a strategic approach to creating and sustaining improved performance in employees, leading to an increase in the
effectiveness of companies.
4. Why is performance management important?
In any organization, no matter the size, it is important to understand what your employees are doing, how they are doing it, and why they are doing it.
Talent management is an important part of every organization. Three of the main problems that organizations face are:
•keeping employees engaged
•retaining talent
•developing leaders from within
5. Write the five step of The Performance Management Cycle
The performance management process or cycle is a series of five key steps. These steps are imperative, regardless of how often you review
employee performance.
•Planning
•Monitoring
•Developing
•Rating
•Rewarding
6. Who is in the best position to observe and evaluate an employee's performance for the purposes of a performance appraisal?
Answer: immediate supervisor

25. 1. The Performance Management Cycle model presented in class includes all but which item?
A. Goal Setting B. Review C. Coaching & Feedback D. New employee orientation
2. Managing employee performance includes:
A. Monitoring and measuring performance B. Setting organizational goals. C. Developing marketing
strategy D. None of the above
3. The employee evaluation, performance evaluation, performance review and employee rating are all
terms used to define
A. criterion appraisal B. Employee development appraisal C, performance appraisal D.
subjective appraisal
4. The third step in process of management by objectives is to
A. review job and agreement B. develop performance standards C. guided setting of objective D.
ongoing performance discussion
5. The benchmarks of job performances are considered as
A. subjective standards B. criterion standards C. performance standards D. profitability
standards
6. The performance appraisal measurement method by which the behavior of employees are assessed
instead of all other characteristics is classified as
A. behavioral rating approach B. management by objectives C. combination method D.
critical incident method

26. ANSWER KEY
1. D 2: A 3: C 4: C 5: C
6: A