1. HRM751
Perfor mance Execution
Nasiha Sakina binti Ramlan
2012211672
Prepared for: Assoc.Prof.Dr. Roshidi
Hassan

2. Outline
1.
Performance Execution:
Definition
Important factors of performance execution
Employer and employee roles
2.
Components of Performance Executions:
Training and Coaching
- Definition
- Functions
- Process
Motivation and counseling
- Definition
- What is the need
- Guidelines
Feedback and alignment:
- Definition
- Purposes
- Example

3. Performance Management
Process

4. Other terms of the second stage
1) Performing Monitoring:
Routine or continuous measurement of progress while the project
is ongoing.
1.Checking and measuring progress
2.Analyzing the situation
3.Reacting to new events, opportunities, and issues
2) Performance Management:
Continuous process of identifying, measuring and developing the
performance of individuals and teams and aligning performance
with the strategic goals of the organization.
3) Performance Execution

5. Performance Execution

6. Performance Execution:
Definition

7. Explanation of performance execution

8. In the performance execution stage, the following factors
must be present.
Aguinis (2013)

9. Responsibilities of
(Stanley, 2007)

10. Example Procter & Gamble
management model
Link to the career advancement and motivation to work.

11. Performance Management
Cycle
(University of Missouri guideline, 2008)

12. Components of Performance
Management
1. Performance Planning:
A dialogue between a supervisor and an employee to establish clear,
specific performance expectations at the beginning of the
performance cycle.
2. Coaching:
Two-way discussions which focus on recognizing employee excellence
and areas for improvement and learning, as well as identifying
barriers to performance.
3. Multiple Sources of Feedback:
A process which provides employees with performance information to
supplement supervisory feedback; may include feedback sources such
as self-evaluation, peers, constituents or direct reports.
4. Performance Review:
A summative two-way discussion and written documentation focusing
on employee performance: areas of excellence, goals for
improvement and development needs.
(Alston, 2008)

13. Components of Performance
Execution:
1. Training and Coaching

14. Training: Definition

15. Purposes of training
Most of managers give training to their
employees for three main purposes which
are:
(1) To increase productivity or the performance
of employees.
(2) To achieve organizational goals.
(3) To invest in employees to succeed in the
unpredictable and turbulent business
environment.
(Belcourt, Wright and Saks, 2000)

16. The organizational benefits of training
(Raymond, 2010)

17. Effective training
 Training
requires an objective assessment of
training needs, a clearly defined policy, the
support of top management, the cooperation of
line managers, adequate finance and resources,
time, skilled staff and a
supporting appraisal system.
 It
has to be a genuine commitment — from top
management and throughout all levels of the
organizations.
 Effective
training or development depend on
knowing what is required- for the individual, the
department and the organization as a whole.
Cames, 2007

18. Evidence
Study done by Ubeda-Garcı´a, Marco-Lajara, SabaterSempere and Garcı´a-Lillo (2013)
Finding of research:
in hotel sector in Spain shows
evidence that the resources allocated by hotel firms to staff
training contribute to improving their profit levels.
Training provides employees with full understanding of
performance management system that needed skills and
tools to do a good job implementing the system and in the
same time increase satisfaction

19. Coaching: Definition

20. Coaching Process

21. Coaching Functions
(Hotek,2002; Humphrey and Stokes, 2000).

22. Why Coaching is needed?

Coaching has traditionally been perceived as a remedy for
poor performance and as an approach that links individual
effectiveness with organizational performance (HR Focus,
2001).

Other scholars have incorporated the importance of
providing relevant learning opportunities so that improved
performance (Mink et al., 1993; Redshaw,2000).

Aguinis (2013) states that “A system that involves
employee evaluations once a year without an ongoing effort
to provide feedback and coaching so that performance can
be improved is not a true performance management
system”.

23. Key Coaching Behaviors
(Aguinis, 2013)

24. Coaching Styles
Sometimes providing direction
Sometimes persuading
Sometimes showing empathy
Sometimes paying close attention to rules and established procedures
Aguinis (2013), Schermerhorn (2010)

25. Four guiding principles that provide a good framework for
understanding successful coaching
Aguinis (2013)

26. Components of Performance
Execution:
2.Motivation and counseling

27. Motivation: Definition

28. Mujtaba (2008) highlights that a true performance management
system makes the following contributions with regard to employee
performance, morale and organization:

29. Guidelines for supervisor accordingly to Grote (2002),
there are six techniques that can have a “predictable
effect on increasing an individuals motivation”:

30. How motivation impact on performance?
Employee motivation impacts
performance by turning work
normal expectations.
organizational
beyond their
They are always on the lookout for opportunities
that will bring them to the attainment of
whatever goal they have set for themselves.
They unleash their energy and look at their work
as a key to realization of their desired
aspirations.
(Crane, 2002)

31. How to keep them motivated?

Make sure employees are familiar with the goals of the
organization. Do not allow room for misunderstandings. Take the time to sit with
them and share the goals. Allow the employees to ask questions.

Lead by example. Be involved in working with employees to execute the goals

Hold employees accountable. Once an employee understands his or her part

Reward employees for success. If well-motivated employees' efforts have
of the organization. In addition, be willing to listen to the recommendations of
employees. Allowing them to be involved in the goal-making process will spark
enthusiasm.
in meeting organizational goals, he must be held accountable for meeting
measurable targets. The best way to do this is to set deadlines and specific targets,
and make employees aware of their importance.
contributed to the success of the business, they should be rewarded. Rewards will
vary depending on the size and financial means of a business. However, make sure
that they are given something that shows genuine recognition.

32. Counseling: Definition

33. Counseling Functions
 To
create job satisfaction
 Improve
performance in the organization
 Help
employees avoid the fall in personal
problems, family, colleagues and interpersonal
relationships
 Help
employees in improving their personal
development to achieve productivity and quality
of productive work.
(Spector, 2003)

34. Guidelines of key elements in one on one to
ensure a great session:

35. Effective counseling

Establish a one-on-one counseling and feedback system. Each manager should meet
with employees on an individual basis and devise a personal plan for goal
achievement. Provide praise for good performance and seek feedback about how the
employee can achieve her individualized goals.

Develop ideas for employee awards and recognition. Employees who receive
recognition get a sense that the company appreciates their hard work. Of course,
company promotions and raises can motivate workers. However, inexpensive
alternatives like an "Employee of the Month" award can promote higher employee
morale and motivation. Award dinners and small gifts can also foster a feeling of
appreciation.

Run prize contests for employees. Announce the prize and rules before the contest
begins. An employee performance contest is ideal for sales teams. Publicize the
contest standings throughout the contest. This will motivate employees near the top
to work even harder to take over the lead.

Have upper management meet face to face with employees to praise and encourage
their hard work. Establishing face-to-face communications gives employees a sense
that the management appreciates them. This fosters stronger employee morale and
an environment of team building.

36. “one on ones” Meeting
This type of manager or employee meeting helps foster communication as well as
aid in the development and strengthening of relationships within the organization.
Regularly scheduled one on ones promote
1) Opportunities to uncover methods for improvement
2) Reinforce good behaviors
3) Remove obstacles that may hinder performance
4) Support and strengthen accomplishments.
And it is with advanced planning that one on ones will be more effective.

37. Components of Performance
Execution:
3. Feedback and Alignment

38. Feedback: Definition

39. Feedback should promote reflection and self
review and be developmental. To be effective
the process should:
•
•
•
•
•
Be a dialogue which invites the views of the practitioner recognize
achievement
Provide constructive comments
Be based upon sufficient evidence
Identify areas for development
Give clear, unambiguous, even uncomfortable messages if required
(Lee, 2006)

40. 
Peter McLaughlin (2007) declared “...feedback
conversations are essential. They force you to face reality,
confront the problems that are causing your team to underperform, and rise out of the swampland to a higher level of
productivity – and a more enjoyable work environment.”

McLaughlin gives seven tips on how to make feedback
effective:
Ask permission to give feedback,
 Set a tone of energy and optimism,
 Focus on specifics
 Show appreciation and say thank you
 Confront non-performance
 Remember it’s a dialogue, not a monologue, and
 Encourage and energize


41. Feedback and performance

Regular dialogue between a supervisor and an employee about work performance
can have a positive impact toward improving both work performance as well as
employee morale (Ritter et al.,2002)

Immediate feedback provides the employee informal performance information while
directing future performance behavior. These informal sessions allow a continuous
channel of communication which is used to manage, regulate and improve employee
performance.

Feedback can become a more effective part of the reviewing process by simply
moving forward, embracing change and looking into the future. Supervisors should
talk specifically about how employees need to improve rather than blaming, thus
giving goals of continuous improvement for the employee to work towards.

When giving feedback it is the manager’s responsibility to set up the meeting in such
away that sets the employee at ease. Also, managers should remain free from
distractions and able to listen.

Listening promotes calmness in the other person allowing the employee to be more
receptive and open to the feedback that is being offered. Open ended questions are
helpful in maintaining the right structure for the conversation. “The true benefit of
feedback comes from creating opportunities for continuous growth, learning and
improvement…on both sides” (Gunnet al., 2005)

42. Alignment: Definition

43. Challenge in alignment:
The understanding of an agreement with vision, values and
strategy. Competent, creative and determined people often
do not buy into what they have not invented themselves.
They have to be convinced of the value of what was
invented elsewhere, and that is the first challenge in
establishing total alignment.
Solution: executives should take as much time as
necessary to involve people in formulating vision, values,
and strategy. Involvement produces ownership and
understanding, the key to uniting divergent corporate
cultures.
(Khadem, 2008)

44. Company Example of Goal Alignment Best Practices: Seagate
Seagate was facing three major challenges. First, function and geographic silos created duplicated and
conflicting goals which eventually led to inefficient resource utilization. Second, disconnect between
employees and the organizational objective was causing major misalignment. Third, the current process
created static goals that were insensitive to external changes. To combat those challenges Seagate crated a
new approach to goal alignment.
“Collective Assessment of Executive Goals” – during March, the CEO and EVPs discuss the organization
mission and vision and set annual goals. In April, the SVPs construct an understanding of the organizational
direction and create personal goals based on annual goals. In May, SVPs attend a Goal Alignment Workshop
where individual goals are revisited and evaluated. The model followed by the workshop includes Goals
Posting and Voting, Goals Evaluation, Goals Refinement and Evaluation and Goals Presentation. By early May
SVPs’ goals should be available online.
“Phased Rollout” – between late June and early July, VP-level employees and above attend a Goal Alignment
Workshop to analyze corporate and executive level goals. Then VP-level individual goals, measures and
targets are created and entered online. In July, directors create individual goals based on VPs direction.
During August, the remainder of the hierarchy should have their goals and measures created and recorded
in the online system.
“Transparency” – the system enables upwards and downwards goal visibility to improve and maintain
alignment.
“Preventing Goal Dilution” – the company provides accessible support such as Suggested Goal- Setting
Team Meeting Agenda, Goal-Setting Process E-Learning and Customized Calendar for Key HR Dates to
mitigate the risks of diluting goals as they cascade down the hierarchy.
“Others” – the system provides adjustment mechanism to increase external changes sensitivity.
Those adjustments are visible to the employee manager, peer and direct report to prevent misuse. The
system also provides on-demand reports that can be utilized in periodic review meetings and performance
evaluations.

45. Conclusion
Performance execution is an important stage in
the
performance
management.
Execution
process converts the strategic objectives into
the results. Bringing the oganization to achieve
competitive advantage.