Chapter 8 Performance Management and Employee Development Copyright

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Chapter 8 Performance Management and Employee Development Copyright © 2013 Pearson Education, Inc. publishing

Chapter 8 Performance Management and Employee Development Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -1

Overview Personal Developmental Plans n Direct Supervisor’s Role n 360 -degree Feedback Systems n

Overview Personal Developmental Plans n Direct Supervisor’s Role n 360 -degree Feedback Systems n Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -2

Stakeholders in the Development Process n Employees • Help plan their own development •

Stakeholders in the Development Process n Employees • Help plan their own development • Improve their own performance n Managers • Help guide the process of development • Support success of process Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -3

Personal Developmental Plans Specify actions necessary to improve performance n Highlight employee’s n •

Personal Developmental Plans Specify actions necessary to improve performance n Highlight employee’s n • Strengths • Areas in need of development Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -4

Personal Developmental Plans Answer… How can I continuously learn and grow in the next

Personal Developmental Plans Answer… How can I continuously learn and grow in the next year? n How can I do better in the future? n How can I avoid performance problems of the past? n Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -5

Personal Developmental Plans: Overview Developmental Plan Objectives n Content of Developmental Plan n Developmental

Personal Developmental Plans: Overview Developmental Plan Objectives n Content of Developmental Plan n Developmental Activities n Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -6

Overall Developmental Plan Objectives n Encourage… • Continuous learning • Performance improvement • Personal

Overall Developmental Plan Objectives n Encourage… • Continuous learning • Performance improvement • Personal growth Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -7

Specific Developmental Plan Objectives n n Improve performance in current job Sustain performance in

Specific Developmental Plan Objectives n n Improve performance in current job Sustain performance in current job Prepare employee for advancement Enrich employee’s work experience Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -8

Content of Developmental Plan 1. Developmental objectives • New skills or knowledge • Timeline

Content of Developmental Plan 1. Developmental objectives • New skills or knowledge • Timeline 2. How the new skills or knowledge will be acquired • Resources • Strategies Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -9

Content of Developmental Plan (Continued) 3. 4. Standards and measures used to assess achievement

Content of Developmental Plan (Continued) 3. 4. Standards and measures used to assess achievement of objectives Based on needs of organization and employee Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -10

Content of Developmental Plan (Continued) 5. 6. Chosen by employee and direct supervisor Taking

Content of Developmental Plan (Continued) 5. 6. Chosen by employee and direct supervisor Taking into account • Employee’s learning preferences • Developmental objective in question • Organization’s available resources Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -11

Developmental Activities “On the Job” n n On-the-job training Mentoring Job rotation Temporary assignments

Developmental Activities “On the Job” n n On-the-job training Mentoring Job rotation Temporary assignments Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -12

Developmental Activities In Addition to “on the Job” n n n Courses Self-guided reading

Developmental Activities In Addition to “on the Job” n n n Courses Self-guided reading Getting a degree Attending a conference Membership or leadership role • In professional or trade organizations Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -13

Direct Supervisor’s Role Explain what is necessary n Refer employee to appropriate developmental activities

Direct Supervisor’s Role Explain what is necessary n Refer employee to appropriate developmental activities n Review and make suggestions regarding developmental objectives n Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -14

Direct Supervisor’s Role (Continued) Check on employee’s progress n Provide motivational reinforcement n Copyright

Direct Supervisor’s Role (Continued) Check on employee’s progress n Provide motivational reinforcement n Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -15

Feedforward Interview Goals: • Understand the types of behaviors and skills that individuals have

Feedforward Interview Goals: • Understand the types of behaviors and skills that individuals have that allow them to perform well • Think about ways to use these behaviors and skills in other contexts to make further improvements in the future Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -16

Steps of a Feedforward Interview 1. Elicit a success story 2. Uncover the underlying

Steps of a Feedforward Interview 1. Elicit a success story 2. Uncover the underlying success factors 3. Extrapolate the past into the future Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -17

360 -Degree Feedback Systems Tools to help employees improve performance by using performance information

360 -Degree Feedback Systems Tools to help employees improve performance by using performance information gathered from many sources Superiors n Peers n Customers n Subordinates n The employee n Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -18

360 -Degree Feedback Systems (Continued) n n Anonymous feedback Most useful when used •

360 -Degree Feedback Systems (Continued) n n Anonymous feedback Most useful when used • For DEVELOPMENT • NOT for administrative purposes n Internet used for collecting data Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -19

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -20

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -20

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -21

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -21

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -22

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -22

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -23

Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -23

Necessary Organizational Norms Include: n n Cooperation Openness and trust Input and participation valued

Necessary Organizational Norms Include: n n Cooperation Openness and trust Input and participation valued Fairness Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -24

Is the 360 -Degree Feedback System Always Beneficial? n Most effective for individuals who:

Is the 360 -Degree Feedback System Always Beneficial? n Most effective for individuals who: • Are high in self-efficacy • Perceive a need to change • Believe change is feasible • Set goals and take action n Less effective for individuals who: • Are low in self-efficacy Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -25

Overview of 360 -Degree Feedback Systems n n n Advantages of 360 -Degree Feedback

Overview of 360 -Degree Feedback Systems n n n Advantages of 360 -Degree Feedback Systems Risks of 360 -Degree Feedback Systems Characteristics of a Good 360 Degree Feedback System Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -26

Advantages of 360 -Degree Feedback Systems n n n n Decreased possibility of biases

Advantages of 360 -Degree Feedback Systems n n n n Decreased possibility of biases Increased awareness of expectations Increased commitment to improve Improved self-perception of performance Improved performance Reduction of “undiscussables” Increased employee control of their own careers Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -27

Risks of 360 -Degree Feedback Systems • • • Unconstructive negative feedback hurts Are

Risks of 360 -Degree Feedback Systems • • • Unconstructive negative feedback hurts Are individuals comfortable with the system? (User acceptance is crucial) If few raters, anonymity is compromised Raters may become overloaded. Stock values may drop Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -28

Characteristics of a Good 360 Degree Feedback System n n Anonymity Observation of employee

Characteristics of a Good 360 Degree Feedback System n n Anonymity Observation of employee performance Avoidance of survey fatigue Raters are trained Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -29

Characteristics of a Good 360 Degree Feedback System n n n Used for developmental

Characteristics of a Good 360 Degree Feedback System n n n Used for developmental purposes only (at least initially) Emphasis on behaviors Raters go beyond ratings Feedback interpretation Follow-up Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -30

Quick Review Personal Developmental Plans n Direct Supervisor’s Role n 360 -degree Feedback Systems

Quick Review Personal Developmental Plans n Direct Supervisor’s Role n 360 -degree Feedback Systems n Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -31

All rights reserved. No part of this publication may be reproduced, stored in a

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall 8 -32

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