The Basics of Performance Management

Performance
Management
Instructor;
Visiting Lecturer (Finance & Management)
Institute of Management Studies
University of Peshawar

Chapter No. 01
The Basics of
Performance Management

1. Definition of Performance management
2. Aims of performance management
3. Characteristics of performance management
4. Concerns of performance management
5. Understanding performance management
6. Guiding principles of performance
management
7. Performance appraisal and performance
management
Lecture Outline
3

A systematic process for improving
organizational performance by developing the
performance of individuals and teams.
Performance management is: ‘The development
of individuals with competence and
commitment, working towards the achievement
of shared meaningful objectives within an
organization which supports and encourages their
1.1 Definition of Performance
Management
4

3. Performance management is Managing The
Business’
4. Performance management is: the process of
‘Directing and supporting employees to work as
effectively and efficiently as possible in line with
the needs of the organization’ .
4. ‘Performance management is a strategic and
integrated approach to delivering sustained
5
1.1 Definition of Performance
Management

The overall aim of performance management is to
establish a high-performance culture in which
individuals and teams take responsibility for the
continuous improvement of business processes
and for their own skills and contributions within a
framework provided by effective leadership.
1.2 Aims of Performance Management
6

Performance Management key purpose is to focus
people on doing the right things by achieving
goal clarity.
1. Empowering, motivating and rewarding employees
to do their best (Armstrong World Industries).
2. Focusing employees’ tasks on the right things and
doing them right. Aligning everyone’s individual goals
to the goals of the organization (Eli Lilly & Co).
3. Proactively managing and resourcing performance
against agreed accountabilities and objectives (ICI
Paints).
4. Linking job performance to the achievement of the
council’s medium-term corporate strategy and7

5.The alignment of personal/individual objectives
with team, department/divisional and corporate
plans.
a. The presentation of objectives with clearly
defined goals/targets using measures, both
soft and numeric.
b. The monitoring of performance and tasking of
continuous action as required (Macmillan
Cancer Relief).
8

6. All individuals being clear about what they need
to achieve and expected standards, and how
that contributes to the overall success of the
organization; receiving regular, fair, accurate
feedback and coaching to stretch and motivate
them to achieve their best (Marks & Spencer
Financial Services).
9

7. Systematic approach to organizational
performance aligning individual accountabilities to
organizational targets and activity (Royal Berkshire and Battle
Hospitals NHS Trust).
8. The process and behaviours by which managers
manage the performance of their people to deliver a
high-achieving organization (Standard Chartered Bank).
9. Maximizing the potential of individuals and teams
to benefit themselves and the organization,
focusing on achievement of their objectives (West
10

1) Performance Management is a planned process
2) Its concerned with inputs and values
3) Its a continuous and flexible process that
involves managers and those whom they manage
acting as partners within a framework that sets out
how they can best work together to achieve the
required results.
4) Performance management focuses on future
performance planning and improvement rather
1.3 Characteristics of Performance
Management
11

The following are the main concerns of performance
management:
i. Concern with outputs, outcomes, process and
inputs.
ii. Concern with planning.
iii. Concern with measurement and review.
iv. Concern with continuous improvement.
v. Concern with continuous development.
vi. Concern for communication.
vii. Concern for stakeholders.
viii. Concern for fairness and transparency.
a. Respect for the individual;
b. Mutual respect;
c. Procedural fairness;
1.4 Concerns of Performance
Management
12

There are five issues that need to be considered
to obtain a full understanding of performance
management:
1. The meaning of performance;
2. The significance of values;
3. The meaning of alignment;
4. Managing expectations;
5. The significance of discretionary behaviour.
1.5 Understanding Performance
Management
13

(1) The Meaning of Performance
Performance is often defined simply in output
terms –
The achievement of quantified objectives.
But performance is a matter not only of what people
achieve but how they achieve it.
The Oxford English Dictionary confirms this by
including the phrase ‘carrying out’ in its definition of
performance:
 ‘The accomplishment, execution, carrying out,
working out of anything ordered or undertaken.’
 High performance results from appropriate behaviour,14
Management

 Performance Management must examine how results
are attained because this provides the information
necessary to consider what needs to be done to
improve those results.
 The concept of performance has been expressed by
Brumbach as follows:
 ‘Performance means both behaviours and results.
 Behaviours originate from the performer and
transform performance from idea to action.
 When managing performance both inputs (behaviour)
and outputs (results) need to be considered.
 It is not a question of simply considering the
achievement of targets as used to happen in15
Management

(2) Performance Management and Values
Performance is about upholding the values of the
organization – ‘living the values’
(An approach to which much importance is attached at standard chartered
bank).
This is an aspect of behaviour but it focuses on what
people do
to realize core values such as
 concern for quality,
 concern for people,16
Management

(3) The Meaning of Alignment
One of the most fundamental purposes of
performance management is to make parallel
individual and organizational objectives.
This means that every-thing people do at work leads
to outcomes that further the achievement of
organizational goals.
Alignment can be attained by a flow process so that
objectives flow down from the top and at each level
team or individual objectives are defined in the light
of higher-level goals.17
Management

(4) Managing Expectations
Performance management is essentially about the
management of expectations.
It creates a shared understanding of what is required
to improve performance and how this will be achieved
by clarifying and agreeing what people are expected to
do and how they are expected to behave and uses
these agreements as the basis for measurement, review
and the preparation of plans for performance
18
Management

(5) Performance Management and Discretionary
Behaviour
Performance management is concerned with the
encouragement of productive discretionary behaviour.
‘Discretionary behaviour refers to the choices that
people make about how they carry out their work and
the amount of effort, care, innovation and productive
behaviour they display.
It is the difference between people just doing a job
and people doing a great job.’
‘The experience of success seen in performance
outcomes help reinforce positive attitudes’19
Management

Most employees want
i. Direction,
ii. Freedom to get their work done, and
iii. Encouragement not control.
 The performance management system should be a
control system only by exception.
 The solution is to make it a collaborative development
system in two ways.
1. First, the entire performance management process –
coaching, counselling, feedback, tracking, recognition,
and so forth – should encourage development. Ideally,
team members grow and develop through these
interactions.
2. Second, when managers and team members ask what
they need to be able to do to do bigger and better
1.6 Guiding Principles of Performance Management
20

1.7 Performance Appraisal And Performance
Management

Performance management should be regarded as a
flexible process, not as a ‘system’.
The use of the term ‘system’ implies a rigid,
standardized and bureaucratic approach, which is
inconsistent with the concept of performance
management;
as a flexible and evolutionary, consistent, process that
is applied by managers working with their teams in
accordance with the circumstances in which they
operate.
As such, it involves managers and those whom they
manage acting as partners, but within a framework that
sets out how they can best work together.
1.8 The Process Of Performance
Management
22

The processes of performance management consist
of:
1) Planning: agreeing objectives and competence
requirements and producing performance
agreements and performance improvement and
personal development plans.
2) Acting: carrying out the activities required to
achieve objectives and plans.
3) Monitoring: checking on progress in achieving
objectives.
4) Reviewing: assessing progress and
achievements so that action plans can be
23
1.8 The Process Of Performance
Management

The Basics of Performance Management

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