ppt by Najeeb, On 18-02-15 1

PERFORMANCE MANAGEMENT IN PRACTICE

Najeebullah Hemat11327

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Contents of the chapter

PM is not a single system. PM is a continuous process. PM more emphasis on input as well as

output. The focus is more on development rather

then pay. There is a shift towards line managers’

accepting & owning performance management as natural process.

Rejection of bureaucracy.

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PM as an interlinked process PM should link with other key process

like Business strategy Employees development Total quality management

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At Seeboard PM used asCulture changes.Recognition of the need to improve

communication.To improve two way communication.Perhaps the common links are between

PM & career progression or development of skills,

Capabilities in all the organizations

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PM as continuous process

Regularly base. Annual base.At seeborad operate a system called

(PDR) which the aim is (KPI) it identify the need for training or skill improvement & they use the system as annually base

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PM more emphasis on inputs PM at Volkswagen UK Ltd-is

competencies base it was developed at house, jobs are grouped into a series of job that different people can perform at different level.

10 critical competencies for each job. Severn Trent Water-defined competency

as grouping of knowledge, skills, and behaviors which may required in whole or part within a variety of managerial situation.

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Objectives

Long-term Its important to make people think

about long term objective Short-term Some employee think about short

term objective like pay rise and bonus

Top-down/bottom-up objective.

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Major food manufacture objectives.

Contribution to achieve annual plan. Long term contribution is the

contribution to move the business one year nearer to the target which is important for the health of the business.

Personal development. People development ( without any

direct report still expected from manager to developed the employees)

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Focus on development

PM should address the need of both the organization & employees they need feedback to know how they perform.

Managers should identify the need skills of the employee and help them to improve those need.

At 3M emphasis of PM to development-create better career structure to improve the employee experience.

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Performance-related pay(PRP)

At Abbey National John king HR director introduced the PRP system, so the staff felt if works harder they will paid more.

Les Davies, the director of HR at Bro Taf Health Authority felt that PRP is subjective judgments it abuse concerning such grey areas as weather manager perform or not it could not be realistic, he mean that PRP does not act as motivator it works as demotivator, PRP might create relationship conflict between manager and employees.

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Line- manager ownership of PM

It’s the responsibility of the line manager how to do well and manage the best practices of the PM at the organization.

At Nat West UK, developed a system to reward the staff who perform well, manager have the reward pot, which they can allocate to individuals based on the performance.

At Vauxhall Motor company- manager conduct a meeting and identify the important things to be done then encourage the employees to perform .

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Rejection of bureaucracy

Bureaucracy makes death the sound of all.

They gone from filling & rating to more descriptive term & less formal .

One manager commented in the rating system one number was you life & all other HR process was locked behind the appraisal.

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Thank You