PERFORMANCE MANAGEMENT

1
Prerequisites

2 Performance
Planning

Strategic Planning
Process that involve describing the
organizational destination, assesing
barriers and selecting approaches to
move forward
PROCESS OF
STRATEGIC
PLANNING

IMPORTANT TO KNOW
ABOUT

HOW ORGANIZATION
MAKING MISSION AND
STRATEGIC GOAL?

Knowledge of
Organization
Mission and
Strategic Goals

Performance
Execution

Observation
and
Goal Achievement
Documentation

Ongoing
performance

Feedback and
Coaching

SUPERVISOR AND
EMPLOYEE DISCUSS and
AGREE ABOUT

Updates

Feedback

Job Analysis
How? With observation, off-the
shelf questionnaires, or interview

1. Eksternal: Economic,
Political/Legal, Social,
Technological, Competitors,
Customers, Supplier
2. Internal: Org. Structure, Org.
Culture, Politics,Processes, Size

RESULT

Knowledge

Ability

Skill

Organization's
Strategic Plan

Performance
Assessment

PHASE BOTH OF
EMPLOYEE AND
MANAGER EVALUATE THE
EXTENT TO WHICH
BEHAVIORS AND
WHETHER THE DESIRED
RESULT HAVE BEEN
ACHIEVE

SPV

SPV

Collecting and
Sharing
Performance Data

Resources

Commitment to

Reinforcement

FINAL STAGE, SIMILIAR WITH

PERFORMANVE PLANNING
COMPONENT, BUT THIS STAGE USES
INFORMATION THAT GIVEN IN THE
PHASES BEFORE. THIS PHASES MAKE
FUTURE PERIODS COULD BEMORE
REALISTIC

(ex: Employee
Compensation
Achieved from Past
Result)

(ex: Employee
Result and
Behavior Achieved)

GOALS
(ex: what they
goals for the
future)

well and poorly

2. Socilit Feedback
3. Discuss the Implicationof Changing
Behavior
4. Explain How Skill Used in the Past
Achievement Can Help Overcome Any
Performance Problem
5. Agree on an Action Plan
6. Set a Follow Up Meeting and Agree on
Behavior, Actions, and Attitudes to be
Evaluated

Presented in "Job Description"

Form
LINKED

1. Mission
2. Vision
3. Goals
4. Strategies

PRESENT

PAST

1. Identify what the employee has done

1. Mission
2. Vision
3. Goals
4. Strategies

Unit's Strategic Plan

Renewal &
Recontracting

HOW TO
MAKE
REVIEW?

Goal Achievement

6 Performance

Performance
Review
WHAT MANAGERS
AND EMPLOYEE
MOST ATTENTION
ABOUT

DEFINITION

SPV

SPV

E
with Supervisor

GAP ANALYSIS: After Eksternal &

Internal Issues have been
considered as SWOT, gap
analysis analyze relation
between them

WHAT SHOULD
EMPLOYEE AND
SUPERVISOR DO

Communication

Environtmental Analysis

SPV

Commitment to

Knowledge of the
Job in Question

Be Carefully on SELF
SERVING BIAS &
SOCIAL PROJECTION
AND FALSE
CONSENSUS BIAS

Results

Behaviors
(Competencies, Clusters of KSA)

(Key Accountabilities, Specific objective for

KA, and Performance Standard )

Job Desciption
1. Task
2.Knowledge
3. Skills
4. Abilities

BUILDING SUPPORT

Top management have to realize that performance

management is primary tools that help organization
achive their goal, beside that all participant of
organization must understand of it.

Development Plan
(Identify improvement Area &
Setting goals of Area)

Individual & Team

Performance
1. Result
2. Behavior
3. Development Plan

CHAPTER 3: PERFORMANCE MANAGEMENT AND

STRATEGIC PLANNING

CHAPTER 2: PERFORMANCE MANAGEMENT PROCESS

PERFORMANCE

DEFINITION

Performance is about behavior or what

employee do, not about what employee
produce or outcomes of their work.
Characteristic of behaviors that labeled
performance are evaluative and
multidimensional
Because not all behavior are obserable or
measurable, perfomance management
system often include measures of result/
consequenses that we infer are the direct
result of employee behavior.

DETERMINANT

DIMENSIONS

APPROACHES

How to detemine performance?there are 3 factors combination to answer that, without one of
them there will no good performance

Performance is multidimensional, there

are 2 types:

There are 3 approaches that can be used to

measure performance :

PERFORMANCE = DECLARATIVE KNOWLEDGEx PROCEDURAL KNOWLEDGE x MOTIVATION

1. Task Performance :
activities that transform raw materials
--> goods/services & help the
transformation process by replenishing
supply of raw materials, distributing,
providing planning, coordination,
supervising, or staff function to make
organization effective and efficient

1. Behavior Approach
Appropriate when the link between behavior and
result not clear, outcomes cannot be seen on short
period, and when the result of an employee
performance beyond the employee's control.

DECLARATIVE KNOWLEDGE : Fact, Principle, Goals

PROCEDURAL KNOWLEDGE : Cognitive skill, Psychomotor skill, Physical skill, Interpersonal skill
MOTIVATION: Choice to perform, Level of Effort, Persistance of Effort
Manager must know the problem exactly from 3 factors above, fail to determine the problem
makes ineffetive management. The factor above affected by employee abilities and previous
experience, HR practice, and work environtment.

2. Contextual performance :
behaviors that contribute to the
organization's effectiveness by
providing a good environtment in
which task performance can occur.
Organization must consider
performance include both task and
contextual to be more successful.

2. Result Approach
Emphasizes the outcomes and result by the
employee. basically a bottom-line approach that isnt
concerned about employee behavior and processes
but focus on what is produced. This approach also
seen as more cost effective. More appropriate when
:
a. workers have necessary knowlwdge and skills
b. behaviors and result are related
c. result improve consistently overtime
d. many ways to do job right.
3. Trait Approach
Emphasizes the individual performer and ignore the
spesific situation, behaviors, and result. Can be
include abilities (cognitive or personality) which is
not likely to change over time. When implementing
this approach there will some challenges:
a. traits are not under control of individualls
b. individuals possesses a certain traits does not
mean that this will necessarily lead to desired result
and behaviors.

CHAPTER 4: DEFINING PERFORMANCE and CHOOSING MEASUREMENT APPROACH

MEASURING RESULT
there are 3 focus on adopting result apporach:
1. Key Accountabilties
2. Objectives
3. Performance Standard

MEASURING BEHAVIORS
When adopt behavior approach, to measuring
performance includes the assessment of
competencies

Comparative System

Determining Accountabilities
1. Collect information about the job (from job description)
2. Determine relative degree of importance.
(% time spent to each accountabilities, impact on units mission,
significant consequenses of error)

Help people understand to what extent the objectives has been achieved. Provide raters with
information about what to look for determine the level of performance that has been
achieved. Ex: Quality, Quantity, and Time

Measuring behavior imply that employee are COMPARED to the others.

a. Simple rank: Best to poor performer
b. Alternation rank order
c. Paired comparisons
d. Relative percentile method
e. Forced distribution

Good performance standard must:

a. Related to the position, b. Concetrate, Specific, and Measurable, c. Practical to measure, d.
Meaningful, e. Realistic and achieveable, f. Reviewed regulary

Advantages: easy to explain, fairly straightforward decision, control several biases and errors
Dissadvanteges: emplyee compared only on single category, no information about relative distance between
employees

Performance Standard

Determining Objectives
are statement of an important and measurable outcome that, when accomplished, will help
ensure success for the accountabilities. After objectives are set, employees should received
feedback on their progress towards attaining the objectives

Good Objective must:

a. Specific and clear, b. Challenging, c. Agreed upon, d. Significant, Prioritized, e. Bound by
Time, f. Achievable, g. Fully Communicated, h. Flexible, i. Limited in number.

PERFORMANCE MANAGEMENT MIND MAPING

by:
NIDYA AYU ARINA
NIM. 041314153009

Absolute System,
there are some ways to adopt absolute system:
1. Essay: Supervisors writes an essay describing the employees strenght, weaknesses and improvement suggestion
2. Behavior checklist: Spv indicate "check" statement that employee being rated
3. The critical incident: gathering report that situations in which employees exhibits effective/ineffective behaviors
4. Graphic rating scale: ensure that the response categories are clearly defined, the intrepretation of the rating
by outside party is clear, and the spv and employee understand the rating
5. BARS: improve on the group rating scales by first having a group to identify dimension of the job, 2nd group
generates critical incident for each dimension, 3rd group of employees and spv takes each dimension

DIBUAT UNTUK MELENGKAPI TUGAS MID TERM TEST PERFORMANCE

MANAGEMENT
CHAPTER 5: MEASURING RESULT AND BEHAVIORS