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Performance- Mngmnt- Reviewer
Secondary Education Math (Gen Ed 003)
Eastern Visayas State University
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PERFORMANCE MANAGEMENT
The Roles of any employee can be seen in three parts: Being is concerned with the competencies of the employee that are relevant to his/her performance. It is preparedness of the mind of the employee. Doing focuses on the employee activities that are variably effective at different levels of the organization: that affect performance of other roles dependent on the employee output, and the organizational performance. Relating emphasizes the nature of relationships with members of the role network-vertical, horizontal or otherwise. Task – related activities refer to employee’s or supervisors' involvement to achieve the allocated task or meet expectations in the given task environment. Performance in a role refers to the extent to which the employees achieve the purpose for which the role is created. An employee in her task environment could be subject to some of the influences and factors shown below: FPM – An Integrated Approach According to Armstrong and Baron, FPM is a strategic and integrated approach in delivering sustained success to organizations by improving performance of people by developing the capabilities of teams and individuals.
FPM EFFECTS FOUR TYPES OF
INTEGRATIONS NAMELY:
Vertical integration aligning objectives at organizational, individual and team levels and integrating them for effective performance. Functional integration – deals with focusing several functional energies, plans, policies and strategies onto tasks in different levels and parts of the organization. Human resource integration – this ensures effective integration of different subsystems of HRM to achieve organizational goals with optimum performance. Goal integration – it focuses on arriving at congruence between the needs, aspirations and goals of the employees with that of the goals and objectives of the organization. Three abilities or forces in an individual are said to be essential for achievement: a. Desire or motivation b. Knowledge or know-how c. Action to actualize Performance management is a way of managing people for innovation, goal focus, productivity and satisfaction. BASIC PRINCIPLES OF EFFECTIVE FPM Transparency – decisions relating to performance improvement and measurement such as planning, work allocation, guidance and counseling and monitoring, performance review, etc., should be effectively communicated to the subordinates and other members of the organization. Employee development and empowerment – effective participation of employees/managers
individuals and teams in the decision
- making process and treating them as partners in the enterprise. Values – a fair treatment and ensuring due satisfaction to the stakeholders of the organization, empathy and trust and treating people as human beings rather than as mere employees from the basic foundation, apart from others. Congenial work environment – the management need to create a conducive and congenial work culture and climate that would help people to share their experience knowledge and information to fulfill the managers aspirations and achieve organizational goals. External environment – effective and contextual management of external environment to overcome the obstacles and impediments in the way of effective managerial performance. FEATURES OR CHARACTERISTICS OF EFFECTIVE FPM
- Clarity of organizational goals – the managers need to clearly and precisely lay down the organizational goals, objectives and ensure that these are well informed to the managers and other employees and make them realize what the organization expects from them.
- Evaluation – the individual, team, department/ divisional performance needs to be evaluated on continuous basis.
- Cooperation but not control – the managers should nurture the practice of getting work done through the system of obtaining employee’s consensus rather through control or coercion.
- Self-management teams the management need to encourage the individual and teams for self-management of their performance.
- Leadership development – the managers need to identify such of the employees who have leadership potential and apart from sincerity.
- Honesty to ensure better and effective two-way communication between the managers and employees.
- System of feedback – the organization must have a foolproof feedback system of employees/ individuals/teams/ departments’ performance. Special Features that will make Performance Management more effective in achievement of organizational goals. These include:
- Continuous process. Performance management should be a continuous process and should be carried out throughout the year, in its totality.
- Flexible. The performance management process should be flexible and should ensure the manager and employee acting together.
- Participatory. PM is participatory in character. It provides for regular and frequent dialogue between the manager and the employees to address performance as well as development needs.
- Controlling. PM aims to measuring employee’s actual performance against planned performance i., targets, standards or indicators.
- Behavioral in content. PM is completely development nature and concerns itself with employee’s psychological behavioral aspects and personality traits, which are critical in inputs to the performance process.
- Win-win Philosophy. PM provides the framework in which manager must support their employees to succeed and to win.
d. Self Evaluation. Having employees evaluate their own performance is consistent with values such as self – management and empowerment. They suffer from over inflated assessment and self-serving bias. e. 360-degree evaluation. It provides for performance feedback from the full circle of daily contacts that an employee might have, ranging from mailroom personnel to customers to bosses to peers.
- there is employee involvement and quality management programs
- give everyone a sense of participation in the review process and gain more accurate reading on employee performance. Practices in Performance Management Basic workplace skills or workplace literacy refer to those generic skills that all employees need at work, which are:
- reading
- writing
- speaking
- math
- problem solving Workplace includes performance and productivity, absenteeism and turnover and organizational citizenship.- is the pattern of action by the members of the organization that directly or indirectly influence organizational effectiveness.
ORGANIZATION
- maybe described as an activity or people who are united by a common purpose
- it may be equated with an ongoing business unit engaged in utilizing resources to create a result.
- it may be used either in a static way,
referring to a fixed structure of
responsibilities
- or a dynamic way referring to a process by which the structure is created, maintained and used. Organization as a Structure
- is the established pattern or relationships among the component parts of the organization.
- refers to the network of relationships among individuals and positions in an organization.
- describes the organization’s framework that define their parameters. Organization as a Process
- refers to a certain dynamic aspects like what tasks are to be done, who is to do them, how the tasks are to be grouped, who is to report to whom and where the decisions have to be made. Organization as a Group
- is a collection of interacting and interdependent individuals who work toward common goals whose relationships are determined according top a certain structure. Principles of Organization
- Objectives. Organization serves as a tool to accomplish objectives. It must be stated in clear terms as they play an important role in determining the type of structure.
- Division of work. The entire work in the organization is divided into various parts so that every individual is confined to the performance of single job, according to his ability and aptitudes. Also called the principle of specialization.
- Definition of jobs. The duties and responsibilities assigned to every position and its relationship with other positions
should be clearly defined to avoid overlapping of functions. 4. Line and Staff Functions. Line functions are those which accomplish the main objectives of the company. Ex: manufacturing and marketing departments Staff function ex: personnel, plant maintenance, financing and legal. 5. Chain of Command. There must be a clear line of authority from the top to the bottom of the organization. The organization structure facilitates delegation of authority. 6. Parity of Authority and Responsibility. Each subordinate must have sufficient authority to discharge the responsibility entrusted to him. 7 Unity of command. No one in the organization should report to more than one supervisor. Everyone in the organization should know whom he reports and who reports to him. 8. Span of Supervision. This means the number of persons a manager or supervisor can direct. There is a limit to the number of subordinates that can be efficiently supervised by an executive. 9. Communication. The line of authority provides ready made channels of communication downward and upward. 10. Flexibility. The organization structure should be flexible so that it can be easily and economically adapted to the changes in the nature of business as well as technical innovations. UNIVERSAL FORMS OF ORGANIZATION DESIGN a. Functional (U-Form) Design. This is based on the concept of functional departmentalization, U-form for unity. Organizations are grouped into departments such as human resource, operations and finance. b. Conglomerate (H-Form) Design. This means an organization composed of several unrelated businesses, H-form structure is designed as a holding company. Each business unit is headed by a general manager who is totally responsible for its profit and losses, and each general manager operates independently. c. Divisional (M-Form) Design. This is patterned along product lines. In this structure, several related businesses function under a single and broad organizational framework. Each division is headed by a general manager, who is allowed to operate with autonomy. d. Matrix Design. This is created by superimposing a set of project structures on top of a functional structure. Superimposed over this functional base is a set of temporary project groups with a project manager in charge of each. Advantages of Matrix Design a. It provides enlarged tasks for people b. It develops employee skills c. It permits experts to be assigned to critical areas as needed d. It motivates interdisciplinary cooperation Disadvantages of Matrix Structure a. It demands high level of interpersonal skill b. It has a negative impact on morale when personnel are rearranged c. It fosters confusion and frustration from its multiple command structure d. It creates a sense of anarchy that results when employees are unable to identify appropriate higher authority
Forming. First stage of the life cycle, team members get introduced to each other if they have not interacted earlier. They share personal information, start to accept others, and begin to turn their attention towards the group task. Storming. Members start interaction among themselves in the form of competing for status, jockeying for relative control, and arguing for appropriate strategies to be adopted for achieving team’s goal. Norming. Team members start setting. At this stage, group norms emerge to guide individual behavior which form the basis for cooperative feelings among members. Performing. Team members interact among themselves on the basis of norms that have emerged in the team, they learn to handle complex problems that come before the team. Adjourning. End phase life cycle of the team. Each team has to be adjourned, eve the most successful teams as they have completed their mission. Effective Team. It is one which contributes to the achievement of organizational objectives by performing the task and providing satisfaction to its members. FACTORS IN EFFECTIVE TEAM
- Skills and role clarity. Skills are relevant for job performance, understanding of rules helps members to meet the requirement of one another thereby solving the problems which the team faces.
- Supportive environment. If the
organizational climate is not in tune with
high achievement, team members may not
show high degree of enthusiasm and they
will use only a part of their skills in
performing the jobs.
- Super-ordinate goals. Those which are above the goals of a single team or a single individual. These super-ordinate goals serve to focus attention, unify efforts and stimulate more cohesive team efforts.
- Team rewards. Rewards of both types, financial and non-financial, should be taken between encouraging and rewarding individual initiative and growth and stimulating full contributions to team success. Real Teams can be created and sustained by:
- Selecting members for the complimentary skills and potentials.
- Developing clear rules of conduct and challenging performance goals
- establishing a sense of urgency right after the first meeting
- Providing substantial time together in which new information is constantly shared
- Providing positive feedback, recognition and rewards. STEPS OF TEAM BUILDING PROCESS
- setting and priorities for the team
- analyzing how team’s goals and priorities are linked 3. analyzing how the work is performed
- analyzing how the team is working
- analyzing the relationships among the members performing the job. Various steps of team building process are not one-shot action; rather they are repetitive and cyclical
- Problem-sensing. This problem can better be identified in terms of what is hindering group effectiveness. At this stage, most of the members come forward with
their arguments as to what the real problems are. 2. Examine Differences. The perception of people on an issue differs because of their differing backgrounds, such as, their value systems, personality, and attitudes. 3. Giving and receiving feedback. The feedback should be given to the members about their feelings, about the issue, the way people talk about their side, the staying with the topic, etc, who was trying to resolve the differences. 4. Developing interactive skills. The basic objective of this process is to increase the ability among the people as to how they should interact with others and engage in constructive behavior. EXAMPLES OF CONSTRUCTIVE BEHAVIORS a. Building: Developing and expanding the ideas of others b. Bringing in: Harmonizing, encouraging others to participate c. Clarifying: Resting, ensuring, understanding, seeking relevant information d. Innovating: bringing a new relevant ideas, information, feelings, etc. EXAMPLES OF NEGATIVE BEHAVIOR a. Over talk: interrupting, talking together with speaker b. Attacking: deriding, belittling, criticizing person c. Negative: cooling, cynicism, undermining morale Follow-up Action – involves deciding who will take care of each area of the team’s responsibilities and who will be responsible for team projects in a group that has not developed a satisfactory division of responsibility and authority among member EVALUATION OF TEAM MEMBERS 1. It improves organization’s problem- solving and decision-making ability. 2. It helps in developing effective interpersonal relationships stimulating the group members 3. It helps in developing communication within the group and inter group and overcoming many psychological barrier that block the communication flow. LIMITATIONS OF TEAMBUILDING a. It focuses only on work groups and other major organizational variables such as technology, structure, etc. are not given adequate attention b. It becomes complicated exercise when there is frequent change in team members. New member will find it difficult to adjust with the team because of his confusion over his roles in terms of task performance and building good relationship.
Performance- Mngmnt- Reviewer
Course: Secondary Education Math (Gen Ed 003)
University: Eastern Visayas State University
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