Performance Management and Appraisal (Presentation Slides) : January 2017

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Performance Management and Appraisal(Presentation slides)
Presentation · January 2017

DOI: 10.13140/RG.2.2.26280.83205
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Executive Education series
Performance Management and

Appraisal
Facilitator: Dr Tom Cockburn AFNZIM
Electronic copy available at: https://ssrn.com/abstract=3239523

Learning objectives
TSWBAT identify the key elements of performance management
role of line managers in how organisations manage and measure

performance
TSWBAT identify and explain key trends that affect the

performance management process in organisations
TSWBAT key determinants of individual and team performance
TSWBAT identify a set of important “do’s and don’ts” to follow

when carrying out appraisals in their organisations
http://www.youtube.com/watch?v=Lu9QWojx8qE
27/08/2018 Tom Cockburn 2

The HR cycle
“Managing performance well ensures integrated HR activities
that are strategically aligned with the needs and objectives of
the organisation. This will ensure sustained success to
organisations through improved performance of staff by
developing their capabilities” (Armstrong,2001).
Williams(2002) suggests that there is often a gap between the

rhetoric and reality of HR in organisations. Particularly in the
prevailing mindsets and lack of skills of many line managers.

Human Resource Cycle
Rewards
Recruitment
Performance
and Selection Appraisal
Training
(adapted from) Fombrun, Tichy & Devanna, 1984

Definitions
Performance management is :
“a process of establishing a shared understanding

about what is to be achieved and how it is to be
achieved” (Hartle,1995)
Performance appraisals are regular assessment

of employees’ performance, contribution and
professional development needs.

What is performance?
• Often seen as Outputs or results of an individual or team’s activities
-- e.g. Key Results areas, KPIs, KPTs, objectives, goals, accountabilities
Or ‘What’ gets done.
• At organisational level outputs can be seen as measures of quantity,

e.g. inventory, production costs, or in terms of Quality-scrap/wastage,
Errors, delivery time/speed across the supply chain
• An alternative is the ‘How’ of performance—individual or

organisational values or competences i.e. Behaviours and processes
•PM and measurement requires attention to both--What and How

Behaviours are often seen in terms of competences
--used extensively in training, selection and recruitment
and promotion as well as appraisals
Terms such as competences and competencies are often

used interchangeably but there is some confusion:
Competences=features of organisation and/or jobs(basic

skill requirements
Whereas competencies=skills of individuals that distinguish

superior performance from sub-standard results.

Aligning HR with Strategic Business Goals
PM is about making sure the people are facing the same direction i.e.
Lined up with the business direction
Moving from disordered activities and relationships (A) to systematic goal directed action (B)
A B

What is the purpose of Performance appraisal?
Performance appraisals have several uses including:
•Professional development of staff (identifying strengths
and weaknesses in performance, implementing strategies
for development)
•Determining organisational training and development
needs
•Making and validating administrative decisions( e.g. Pay,
promotion, placement, termination)
•Identifying systemic factors that are barriers to, or
facilitators of, effective performance.

Get Smart
A structured appraisal system benefits both employer and

employees in the business.
Setting clear goals and SMART objectives (Specific,

Measurable, Achievable, Realistic and Time-based) helps
employees to better understand what is expected of them and
therefore provide them with a better chance to perform well.

Personal
Individual
Individual

Idealised model of employee-manager relations in tight labour markets?
Manager
employee
Adapted from Hauser & Clausing,1988

Do you see any problems here?

Peak performance, Stress and appraisals
Case examples to be given in class

What performance criteria are used in your organisation to determine
performance?
How is it measured and what do the measures indicate?
•Past performance, Current performance, training needs or Future

performance, career planning, assessing promotion, salary increases,
retention/dismissal, Other, e.g. tacit skills?
•Who influences or chooses the measures used?
•What is the role of the line manager of person being measured?
•How are organisational goals translated into individual performance criteria?

•How might this process be improved?

Other factors = capacity, will to do task, self-efficacy
(belief in own ability to do task) and personality also
impacts levels of knowledge, skill and motivation
In essence, this boils down to
Employee Performance= can do x wants to do

Other than the person, the factors listed impact outcomes
❑Task
❑Goal
❑Physical environment
❑Work role
❑social

How well does the model on the previous slide fit with
your perceptions of what affects performance?
How easily could you use this model to consider the

performance of your staff?
Can you apply it to your own performance?
What problems can you identify in the use of the model

in your own experience as a manager?

Self-rating exercise in class

Sample Balanced Scorecard

Discuss with your neighbour the questions listed
1. If your organisation uses the Balanced

scorecard what are the advantages and
disadvantages?
2. How easily can it be applied to

individual's performance?
3. If your organisation doesn’t use the

Balanced scorecard can you identify any
advantages and disadvantages?
Planning
Reviewing Supporting

Critical Incidents
Critical incidents and B.A.R.S. -Activity in class

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See discussions, stats, and author profiles for this publication at: https://www.researchgate.

Performance Management and Appraisal(Presentation slides)

Presentation · January 2017

The user has requested enhancement of the downloaded file.

Performance Management and

Facilitator: Dr Tom Cockburn AFNZIM

Electronic copy available at: https://ssrn.com/abstract=3239523

TSWBAT identify the key elements of performance management

role of line managers in how organisations manage and measure

TSWBAT identify and explain key trends that affect the

TSWBAT key determinants of individual and team performance

TSWBAT identify a set of important “do’s and don’ts” to follow

27/08/2018 Tom Cockburn 2

Williams(2002) suggests that there is often a gap between the

27/08/2018 Tom Cockburn 3

(adapted from) Fombrun, Tichy & Devanna, 1984

“a process of establishing a shared understanding

Performance appraisals are regular assessment

27/08/2018 Tom Cockburn 5

• At organisational level outputs can be seen as measures of quantity,

• An alternative is the ‘How’ of performance—individual or

•PM and measurement requires attention to both--What and How

27/08/2018 Tom Cockburn 6

Terms such as competences and competencies are often

Competences=features of organisation and/or jobs(basic

Whereas competencies=skills of individuals that distinguish

27/08/2018 Tom Cockburn 7

27/08/2018 Tom Cockburn 8

27/08/2018 Tom Cockburn 11

A structured appraisal system benefits both employer and

Setting clear goals and SMART objectives (Specific,

27/08/2018 Tom Cockburn 15

27/08/2018 Tom Cockburn 17

Adapted from Hauser & Clausing,1988

27/08/2018 Tom Cockburn 18

Case examples to be given in class

27/08/2018 Tom Cockburn 19

How is it measured and what do the measures indicate?

•Past performance, Current performance, training needs or Future

•Who influences or chooses the measures used?

•What is the role of the line manager of person being measured?

•How are organisational goals translated into individual performance criteria?

27/08/2018 Tom Cockburn 20

In essence, this boils down to

Employee Performance= can do x wants to do

27/08/2018 Tom Cockburn 22

27/08/2018 Tom Cockburn 23

How easily could you use this model to consider the

Can you apply it to your own performance?

What problems can you identify in the use of the model

27/08/2018 Tom Cockburn 25

27/08/2018 Tom Cockburn 26

27/08/2018 Tom Cockburn 28

1. If your organisation uses the Balanced

2. How easily can it be applied to

3. If your organisation doesn’t use the

27/08/2018 Tom Cockburn 31

Critical incidents and B.A.R.S. -Activity in class

27/08/2018 Tom Cockburn 32