Chapter 3: Performance Planning

YAZZRA FARAH YAHYA2012239844

BM770 3F

ASSOC. PROF. DR ROSHIDI HASSAN

PERFORMANCE PLANNING

PERFORMANCE PLANNING

STRATEGIC PLANNING

PURPOSE OF STRATEGIC PLANNING

STRATEGIC PLANNING

STRATEGIC PLANNING

STRATEGIC PLANNING

PROCESS OF LINKING PERFORMANCE MANAGEMENT TO THE STRATEGIC PLAN

(Aguinis, 2013)

PROCESS OF LINKING PERFORMANCE MANAGEMENT TO THE STRATEGIC PLAN

(Aguinis, 2013)

1.Organizational Strategic Planning

1.ORGANIZATIONAL STRATEGIC PLANNING1.1.Environmental

Analysis

1. Organizational Strategic Planning

(Aguinis, 2013)

1. Organizational Strategic Planning

1. Organizational Strategic Planning

(Aguinis, 2013)

1. Organizational Strategic Planning

1. Organizational Strategic Planning1.3. Vision

(Aguinis, 2013)

1. Organizational Strategic Planning1.3. Vision

(Aguinis, 2013)

1. Organizational Strategic Planning1.3. Vision

(Aguinis, 2013)

1. Organizational Strategic Planning

1.4. STRATEGIES

1. Organizational Strategic Planning

1.4. STRATEGIES

1. Organizational Strategic Planning

1.4. STRATEGIESHuman resources contribution

towards strategies

2. Developing Strategic Plans at the Unit Level

• Strategic plan direct impact on the units strategic plans (Aguinis, 2013)

• integrating sustainability into unit strategic planning is a powerful way to realize the full benefits of strategic sustainability (Bean, 2013).

2.1Definition of strategic at the unit level

Developing Strategic Plans at the Unit Level

2.2 GOALS

2. Developing Strategic Plans at the Unit Level

(Clarity Digital Group LLC, 2013)

2.2 GOALS

3. Job description

• Provides information about the various task performed with some knowledge, skills and ability required for the position (Aguinis, 2013).

• A brief description about the job, designed by the employers for the employee (Human Resource & Skills Development Canada, 2012).

3.1 Definition of job description

3) Job description

• providing a basis to evaluate employee performance.

• identifying skill gaps• helping to ensure an effective on hiring

process• assisting in comparing the duties for positions

to better establish relative pay rates.

3.2 Purpose of job description

(Human Resource & Skills Development Canada, 2012).

3. Job description3.3 Characteristics of job description

(Aguinis,2013)(Human Resource & Skills Development Canada, 2012).

4. Individual and Team Performance

• Emphasize on individual behavior of each employees with individual objective in order to perform (Aguinis, 2013) .

• The individual performance can be determinants of effort motivation, skills & ability, role Perception and resources

(Scholl, 2003)

Definition of Individual performance

4. INDIVIDUAL AND TEAM PERFORMANCE

4) Individual and Team Performance

• Criteria- Behavioral criteria VS Results criteria• Participation- Low employee participation VS

high employee participant• Temporal dimension- Short-term VS long-term• Level of Criteria- Individual VS Team/group• System orientation- Developmental orientation

VS Administrative orientation• Rewards- Pay for performance VS pay for tenure/

position

Choices performance management system design for individual and team performance

(Aguinis, 2013)

STRATEGIC PLANNING

(Ajao & Grace, 2012)

BUIDING SUPPORT

PURPOSE OF BUILDING SUPORT

EXAMPLE OF VISSION, MISSION & GOALS

KEY PERFORMANCE INDICATOR

KEY PERFORMANCE INDICATORPURPOSE OF KEY PERFORMANCE

INDICATOR

BALANCE SCORECARD

BALANCED SCORECARDDEFINITION OF BALANCE

SCORECARD

BALANCE SCORECARD

PRINCIPLE OF BALANCE SCORECARD

BALANCE SCORECARD

PURPOSE OF BALANCE SCORECARD

BALANCE SCORECARD

(CIMA, 2005; Sharma, 2009)

BALANCE SCORECARD

PERSPECTIVE OF BALANCE SCORECARD

(Bratic & Jakasa, 2010)

KEY PERFORMANCE INDICATOR

VSBALANCE SCORECARD

(AKS-Labs, 2013)

CONCLUSION