Description
Human Performance : in an organisation is the set of task which is assigned to the employees and how the employees can achieve these tasks properly., Performance Management : is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities.
HUMAN RESOURCES
PERFORMANCE MANAGEMENT
MBA Expertise Project Presentation
KORAY KIR!N"!
INDEX
1. Performance Management
2. Performance Appraisal
3. Performance Management In Kuveyt
ur!
H#$an Per%or$ance & in an organisation is t"e set of tas! #"ic" is
assigne$ to t"e employees an$ "o# t"e employees can ac"ieve t"ese
tas!s properly.
Per%or$ance Mana'e$ent & is t"e process of creating a #or!
environment or setting in #"ic" people are ena%le$ to perform to t"e %est
of t"eir a%ilities.
Per%or$ance Mana'e$ent s(ste$ inc)#*es &
& Develop clear 'o% $escriptions.
& (elect appropriate people #it" an appropriate selection process.
& Negotiate re)uirements an$ accomplis"ment*%ase$ performance
stan$ar$s+ outcomes+ an$ measures.
& Provi$e effective orientation+ e$ucation+ an$ training.
& Provi$e on*going coac"ing an$ fee$%ac!.
& ,on$uct )uarterly performance $evelopment $iscussions.
& Design effective compensation an$ recognition systems t"at re#ar$
people for t"eir contri%utions.
& Provi$e promotional-career $evelopment opportunities for staff.
& Assist #it" e.it intervie#s to un$erstan$ #"y value$ employees leave
t"e organi/ation.
+, PERFORMANCE MANAGEMENT
+- Per%or$ance Stan*ar*s 0 Esta%lis"ment of organi/ational or system
performance stan$ar$s+ targets an$ goals an$ relevant in$icators to
improve pu%lic "ealt" practice.
.- Per%or$ance Meas#res 0Application an$ use of performance in$icators
an$ measures.
/- Reportin' o% Pro'ress 0 Documentation an$ reporting of progress in
meeting stan$ar$s an$ targets an$ s"aring of suc" information t"roug"
fee$%ac!
1* 0#a)it( I$pro1e$ent 0 Esta%lis"ment of a program or process to
manage c"ange an$ ac"ieve )uality improvement in pu%lic "ealt" policies+
programs or infrastructure %ase$ on performance stan$ar$s+
measurements an$ reports.
Per%o$ance Mana'e$ent Co$ponents
Per%or$ance appraisa) is very important to ac"ieve t"e organisation2s
goals %ecause employee performance $irectly affects t"e organisation2s
performance in a %a$ or goo$ #ay. Moreover+ in fair an$ #ell*$esigne$
performance appraisal system "elp employees to motivate an$ #or! %etter
for t"e company. It also "elps to increase t"e personal improvement of t"e
employees.
Identification; means $etermining #"at areas of #or! t"e manager s"oul$
%e e.amining #"en measuring performance.
Measurement3 is t"e center part of t"e appraisal system+ entails ma!ing
managerial 'u$gements of "o# goo$ or %a$ employee performance #as.
Management 3 is t"e overri$ing goal of any appraisal system. Appraisal
s"oul$ %e more t"an a past*oriente$ activity t"at critici/es or praises
#or!ers for t"eir performance in t"e prece$ing year.
., PERFORMANCE APPRAISA"
"e purpose of t"e performance appraisal s"oul$ not %e to arrange
employees %est to #orst. "e main purpose s"oul$ %e to un$erstan$ t"e
#"at company e.pect from employees e.actly. 4it" a clear un$erstan$ing+
it s"oul$ provi$e to accomplis" t"e o%'ectives %y all t"e employees an$
incrase t"e employee motivation.
5enerally+ performance appraisal gives supervisors clues to $eci$e
promotions+ %onuses+ salary increases etc. 6y t"e "elp of performance
appraisal system+ employee motivation increases.
(pecifically+ t"e process is inten$e$ to provi$e a systematic frame#or! for
$ocumenting performance %y serving to0
?
Assess #or! performance an$ service to patrons
?
Esta%lis" levels of performance for any merit pay t"at may %e availa%le
?
,larify e.pectations
?
Esta%lis" an$ evaluate goals an$ integrate t"em #it" t"e mission of t"e
li%rary
?
Encourage in$ivi$ual initiative an$ creativity
?
Assist in continuing professional $evelopment an$
?
7oster communication
THE PURPOSE OF PERFORMANCE
APPRAISA"
In companies+ if t"ere is a performance management system+ supervisers
or managers evaluate t"e employee performances. 4e call supervisors or
managers raters+ %ecause t"ey score t"e employee performance %y using
some tecni)ues. "ey give employees some targets to reac" an$ at t"e
en$ of t"e performance perio$+ t"ey o%serve if t"e employee can reac" t"e
target. "e employees #"o are rate$ %y t"e rater calle$ ratee.
RATERS 2 RATEES
Common Rater Errors
Leniency Error
A rater consistently rates employees at the high
end of the scale.
Severity Error
A rater consistently rates all employees at the low
end of the scale.
Central Tendency
Error
A rater consistently rates employees at the scale
midpoint.
Halo Error
A rater's evaluation of an employee on one
performance
dimension creates an overall positive or negative
?mpression that drives ratings on other
dimensions.
Recency Error
A rater's evaluation is heavily infuenced by the
employee's most recent performance.
Contrast Error
A rater's evaluation of an average employee is
boosted
after rating a poor employee or lowered after
rating an
excellent employee.
Similar-to-me
Error
A rater's evaluation of an employee is infated
because
of a personal connection.
Kuveyt ur! 89 $epartment "as a strategic role in %an!. 8uman
9esources e.ecute original 8uman 9esources Programs #"ic" prioriti/e
Employee (atisfaction+ "ave an approac" to 2:11 vision+ contri%ute to t"e
pro$uction of effective results in t"e strategic $ecisions of t"e %an!+ are in
coor$ination #it" t"e %ranc"es an$ units in line #it" t"e o%'ectives of
%an!2s institution an$ groun$ on communication an$ s"aring.
;n t"e %asis of a #age policy accor$ing to not in$ivi$ual %ut performance+
#age management system motivates employees an$ aims at ena%ling
employees to perform a%ove t"eir goals+ i$entify t"e employees at $ifferent
performance levels an$ ensure a performance %ase$ #age calculation.
"e structure of #age calculation is consi$ere$ as A?@EMA+
?
Private 8ealt" Insurance #"ic" covers spouse an$ c"il$ren+
?
7oreign language %enefit+
?
(ocial %enefits in case of marriage+ %irt"+ $eat"+ etc.
?
(ervice or transportation %enefit+
?
,lot"ing %enefit+
?
;pportunity to $o a master2s $egree at contracte$ universities #it"
$iscounts special for Kuveyt ur! employees
?
;pportunity to go a%roa$ for e$ucation
/, THE PERFORMANCE MANAGEMENT
IN KU8EYTTURK
"ere are t"ree main part of performance $evelopment process in Kuveyt
ur!0
I. Planning Perio$
II. ,ontinuous Monitoring an$ 7ee$%ac!
III. Development 9evie#
PERFORMANCE E8E"OPMENT
PROCESS
In planning perio$+ performance plan is generate$ for all employees.
(upervisors an$ employees generate a performance plan for t"e ne#
perio$ in a coor$ination. "ey $etermine t"e personal o%'ectives an$
competencies.
Development plan $efines competencies an$ $evelopments a%out t"e
current position or ne# position. (upervisors an$ employees #or! on past
an$ future perio$ o%'ectives an$ competencies an$ t"ey create a ne#
$evelopment plan toget"er. During t"e perio$+ t"ey follo# t"e $efine$
activities regularly.
After o%'ectives+ competencies an$ t"e $evelopment plan are $efine$+ t"ey
come toget"er to clarify t"e e.pectations an$ future perio$ negotiations.
"is meeting also calle$
Human Performance : in an organisation is the set of task which is assigned to the employees and how the employees can achieve these tasks properly., Performance Management : is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities.
HUMAN RESOURCES
PERFORMANCE MANAGEMENT
MBA Expertise Project Presentation
KORAY KIR!N"!
INDEX
1. Performance Management
2. Performance Appraisal
3. Performance Management In Kuveyt
ur!
H#$an Per%or$ance & in an organisation is t"e set of tas! #"ic" is
assigne$ to t"e employees an$ "o# t"e employees can ac"ieve t"ese
tas!s properly.
Per%or$ance Mana'e$ent & is t"e process of creating a #or!
environment or setting in #"ic" people are ena%le$ to perform to t"e %est
of t"eir a%ilities.
Per%or$ance Mana'e$ent s(ste$ inc)#*es &
& Develop clear 'o% $escriptions.
& (elect appropriate people #it" an appropriate selection process.
& Negotiate re)uirements an$ accomplis"ment*%ase$ performance
stan$ar$s+ outcomes+ an$ measures.
& Provi$e effective orientation+ e$ucation+ an$ training.
& Provi$e on*going coac"ing an$ fee$%ac!.
& ,on$uct )uarterly performance $evelopment $iscussions.
& Design effective compensation an$ recognition systems t"at re#ar$
people for t"eir contri%utions.
& Provi$e promotional-career $evelopment opportunities for staff.
& Assist #it" e.it intervie#s to un$erstan$ #"y value$ employees leave
t"e organi/ation.
+, PERFORMANCE MANAGEMENT
+- Per%or$ance Stan*ar*s 0 Esta%lis"ment of organi/ational or system
performance stan$ar$s+ targets an$ goals an$ relevant in$icators to
improve pu%lic "ealt" practice.
.- Per%or$ance Meas#res 0Application an$ use of performance in$icators
an$ measures.
/- Reportin' o% Pro'ress 0 Documentation an$ reporting of progress in
meeting stan$ar$s an$ targets an$ s"aring of suc" information t"roug"
fee$%ac!
1* 0#a)it( I$pro1e$ent 0 Esta%lis"ment of a program or process to
manage c"ange an$ ac"ieve )uality improvement in pu%lic "ealt" policies+
programs or infrastructure %ase$ on performance stan$ar$s+
measurements an$ reports.
Per%o$ance Mana'e$ent Co$ponents
Per%or$ance appraisa) is very important to ac"ieve t"e organisation2s
goals %ecause employee performance $irectly affects t"e organisation2s
performance in a %a$ or goo$ #ay. Moreover+ in fair an$ #ell*$esigne$
performance appraisal system "elp employees to motivate an$ #or! %etter
for t"e company. It also "elps to increase t"e personal improvement of t"e
employees.
Identification; means $etermining #"at areas of #or! t"e manager s"oul$
%e e.amining #"en measuring performance.
Measurement3 is t"e center part of t"e appraisal system+ entails ma!ing
managerial 'u$gements of "o# goo$ or %a$ employee performance #as.
Management 3 is t"e overri$ing goal of any appraisal system. Appraisal
s"oul$ %e more t"an a past*oriente$ activity t"at critici/es or praises
#or!ers for t"eir performance in t"e prece$ing year.
., PERFORMANCE APPRAISA"
"e purpose of t"e performance appraisal s"oul$ not %e to arrange
employees %est to #orst. "e main purpose s"oul$ %e to un$erstan$ t"e
#"at company e.pect from employees e.actly. 4it" a clear un$erstan$ing+
it s"oul$ provi$e to accomplis" t"e o%'ectives %y all t"e employees an$
incrase t"e employee motivation.
5enerally+ performance appraisal gives supervisors clues to $eci$e
promotions+ %onuses+ salary increases etc. 6y t"e "elp of performance
appraisal system+ employee motivation increases.
(pecifically+ t"e process is inten$e$ to provi$e a systematic frame#or! for
$ocumenting performance %y serving to0
?
Assess #or! performance an$ service to patrons
?
Esta%lis" levels of performance for any merit pay t"at may %e availa%le
?
,larify e.pectations
?
Esta%lis" an$ evaluate goals an$ integrate t"em #it" t"e mission of t"e
li%rary
?
Encourage in$ivi$ual initiative an$ creativity
?
Assist in continuing professional $evelopment an$
?
7oster communication
THE PURPOSE OF PERFORMANCE
APPRAISA"
In companies+ if t"ere is a performance management system+ supervisers
or managers evaluate t"e employee performances. 4e call supervisors or
managers raters+ %ecause t"ey score t"e employee performance %y using
some tecni)ues. "ey give employees some targets to reac" an$ at t"e
en$ of t"e performance perio$+ t"ey o%serve if t"e employee can reac" t"e
target. "e employees #"o are rate$ %y t"e rater calle$ ratee.
RATERS 2 RATEES
Common Rater Errors
Leniency Error
A rater consistently rates employees at the high
end of the scale.
Severity Error
A rater consistently rates all employees at the low
end of the scale.
Central Tendency
Error
A rater consistently rates employees at the scale
midpoint.
Halo Error
A rater's evaluation of an employee on one
performance
dimension creates an overall positive or negative
?mpression that drives ratings on other
dimensions.
Recency Error
A rater's evaluation is heavily infuenced by the
employee's most recent performance.
Contrast Error
A rater's evaluation of an average employee is
boosted
after rating a poor employee or lowered after
rating an
excellent employee.
Similar-to-me
Error
A rater's evaluation of an employee is infated
because
of a personal connection.
Kuveyt ur! 89 $epartment "as a strategic role in %an!. 8uman
9esources e.ecute original 8uman 9esources Programs #"ic" prioriti/e
Employee (atisfaction+ "ave an approac" to 2:11 vision+ contri%ute to t"e
pro$uction of effective results in t"e strategic $ecisions of t"e %an!+ are in
coor$ination #it" t"e %ranc"es an$ units in line #it" t"e o%'ectives of
%an!2s institution an$ groun$ on communication an$ s"aring.
;n t"e %asis of a #age policy accor$ing to not in$ivi$ual %ut performance+
#age management system motivates employees an$ aims at ena%ling
employees to perform a%ove t"eir goals+ i$entify t"e employees at $ifferent
performance levels an$ ensure a performance %ase$ #age calculation.
"e structure of #age calculation is consi$ere$ as A?@EMA+
?
Private 8ealt" Insurance #"ic" covers spouse an$ c"il$ren+
?
7oreign language %enefit+
?
(ocial %enefits in case of marriage+ %irt"+ $eat"+ etc.
?
(ervice or transportation %enefit+
?
,lot"ing %enefit+
?
;pportunity to $o a master2s $egree at contracte$ universities #it"
$iscounts special for Kuveyt ur! employees
?
;pportunity to go a%roa$ for e$ucation
/, THE PERFORMANCE MANAGEMENT
IN KU8EYTTURK
"ere are t"ree main part of performance $evelopment process in Kuveyt
ur!0
I. Planning Perio$
II. ,ontinuous Monitoring an$ 7ee$%ac!
III. Development 9evie#
PERFORMANCE E8E"OPMENT
PROCESS
In planning perio$+ performance plan is generate$ for all employees.
(upervisors an$ employees generate a performance plan for t"e ne#
perio$ in a coor$ination. "ey $etermine t"e personal o%'ectives an$
competencies.
Development plan $efines competencies an$ $evelopments a%out t"e
current position or ne# position. (upervisors an$ employees #or! on past
an$ future perio$ o%'ectives an$ competencies an$ t"ey create a ne#
$evelopment plan toget"er. During t"e perio$+ t"ey follo# t"e $efine$
activities regularly.
After o%'ectives+ competencies an$ t"e $evelopment plan are $efine$+ t"ey
come toget"er to clarify t"e e.pectations an$ future perio$ negotiations.
"is meeting also calle$