Performance management defined
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The document discusses performance management, which involves defining objectives, reviewing performance, and rewarding achievement. It notes that planning is crucial and stakeholder expectations should drive performance management. A well-implemented process provides benefits like improved performance, training, and equitable compensation. Key factors for success include relevance to strategy, consistent measurement, ability to differentiate performance, and legal compliance. The document then discusses personality traits and their impact in an organizational context.
Performance management defined
- 1. 11/3/2016 Performance Management Defined bizeducator.com/performance-management-defined/ Performance Management is the process of defining clear objectives and targets for individuals and teams, and the regular review of actual achievement and eventual rewarding for target achievement. The process should ensure that individual and team effort support the organizational objectives and that key stakeholder expectations are realized by focusing on key value drivers. Thus: Planning is crucial Stakeholder expectations are key drivers of Performance Management Management and employee buy-in and involvement are paramount Key objectives and targets should be linked to corporate strategy These factors are often not addressed in organizations and as a result the process is often destructive and draws a tremendous amount of energy from the organization – leading to a situation where value-add and benefits are minimal. Performance Management should be a process that incorporates the following: Planning Performance: setting Key Performance Area’s (KPA’s), objectives and standards that are linked to corporate strategy, development plans Maintaining Performance: monitoring, feedback, coaching and mentoring and regular interactions regarding goal achievement Reviewing Performance: formal feedback and ratings – evaluating performance Rewarding of Performance: increases, bonuses, incentives, etc The Planning Phase is crucial – 80% of time and effort should be allocated to this phase. If the focus is on inappropriate aspects of the organization (i.e. the goals do not contribute to long-term strategy achievement and stakeholder requirements), none of the subsequent phases will be worthwhile. If the focus is inappropriate, it often leads to de-motivation, lack of credibility and failure of the business. Planning typically should include the identifying Key Value Drivers of stakeholders (stakeholders typically are the shareholders, customers and employees of the organization). Benefits of performance management: A well-implemented performance management process is beneficial to the company, its managers and employees. The advantages include: Integration Open Communication Improved Performance Training and Development Clarity of Standards/Requirements Placement of Individuals 1/5
- 2. Increased Objectivity Equitable Remuneration Objective Promotability Structured Career Planning Success factors in implementing Performance Management: Relevance Link to strategy, clear job goals, up-to-date job profiles Reliability Consistent measurement, rating errors Discriminability Ability to discriminate between good and poor performance Freedom from contamination External factors should not influence measurement (resources, line of sight) Practicality Easy to use, understandable, manageable administration Acceptability Perceived legitimacy, involvement Legal compliance Labour law compliance, Employment Equity Act, substantive and procedural fairness BY BIZEDUCATOR Personality encompasses a person’s relatively stable feelings, thoughts, and behavioral patterns. Each of us has a unique personality that differentiates us from other people, and understanding someone’s personality gives us clues about how that person is likely to act and feel in a variety of situations. To manage effectively, it is helpful to understand the personalities of different employees. Having this knowledge is also useful for placing people into jobs and organizations. If personality is stable, does this mean that it does not change? You probably remember how you have changed and evolved as a result of your own life experiences, parenting style and attention you have received in early childhood, successes and failures you experienced over the course of your life, and other life events. In fact, personality does change over long periods of time. For example, we tend to become more socially dominant, more conscientious (organized and dependable), and more emotionally stable between the ages of 20 and 40, whereas openness to new experiences tends to decline as we age. In other words, even though we treat personality as relatively stable, change occurs. Moreover, even in childhood, our personality matters, and it has lasting consequences for us. For example, studies show that part of our career 2/5
- 3. success and job satisfaction later in life can be explained by our childhood personality. Is our behavior in organizations dependent on our personality? To some extent, yes, and to some extent, no. While we will discuss the effects of personality for employee behavior, you must remember that the relationships we describe are modest correlations. For example, having a sociable and outgoing personality may encourage people to seek friends and prefer social situations. This does not mean that their personality will immediately affect their work behavior. At work, we have a job to do and a role to perform. Therefore, our behavior may be more strongly affected by what is expected of us, as opposed to how we want to behave. Especially in jobs that involve a lot of autonomy, or freedom, personality tends to exert a strong influence on work behavior. Something to consider when engaging in Organizing activities such as job design or enrichment. Big Five Personality Traits How many personality traits are there? How do we even know? In every language, there are many words describing a person’s personality. In fact, in the English language, more than 15,000 words describing personality have been identified. When researchers analyzed the traits describing personality characteristics, they realized that many different words were actually pointing to a single dimension of personality. When these words were grouped, five dimensions seemed to emerge, and these explain much of the variation in our personalities. These five are not necessarily the only traits out there. There are other, specific traits that represent other dimensions not captured by the Big Five. Still, understanding them gives us a good start for describing personality. Openness is the degree to which a person is curious, original, intellectual, creative, and open to new ideas. People high in openness seem to thrive in situations that require flexibility and learning new things. They are highly motivated to learn new skills, and they do well in training settings. They also have an advantage when they enter into a new organization. Their open-mindedness leads them to seek a lot of information and feedback about how they are doing and to build relationships, which leads to quicker adjustment to the new job. When given support, they tend to be creative. Open people are highly adaptable to change, and teams that experience unforeseen changes in their tasks do well if they are populated with people high in openness. Compared with people low in openness, they are also more likely to start their own business. The potential downside is that they may also be prone to becoming more easily bored or impatient with routine. Conscientiousness refers to the degree to which a person is organized, systematic, punctual, achievement- oriented, and dependable. Conscientiousness is the one personality trait that uniformly predicts how high a person’s performance will be across a variety of occupations and jobs. In fact, conscientiousness is the trait most desired by recruiters, and highly conscientious applicants tend to succeed in interviews. Once they are hired, conscientious people not only tend to perform well, but they also have higher levels of motivation to perform, lower levels of turnover, lower levels of absenteeism, and higher levels of safety performance at work. One’s conscientiousness is related to career success and career satisfaction over time. Finally, it seems that conscientiousness is a valuable trait for entrepreneurs. Highly conscientious people are more likely to start their own business compared with those who are not conscientious, and their firms have longer survival 3/5
- 4. rates. A potential downside is that highly conscientious individuals can be detail-oriented rather than seeing the big picture. Extraversion is the degree to which a person is outgoing, talkative, sociable, and enjoys socializing. One of the established findings is that they tend to be effective in jobs involving sales. Moreover, they tend to be effective as managers and they demonstrate inspirational leadership behaviors. Extraverts do well in social situations, and, as a result, they tend to be effective in job interviews. Part of this success comes from preparation, as they are likely to use their social network to prepare for the interview. Extraverts have an easier time than introverts do when adjusting to a new job. They actively seek information and feedback and build effective relationships, which helps them adjust. Interestingly, extraverts are also found to be happier at work, which may be because of the relationships they build with the people around them and their easier adjustment to a new job. However, they do not necessarily perform well in all jobs; jobs depriving them of social interaction may be a poor fit. Moreover, they are not necessarily model employees. For example, they tend to have higher levels of absenteeism at work, potentially because they may miss work to hang out with or attend to the needs of their friends. Agreeableness is the degree to which a person is affable, tolerant, sensitive, trusting, kind, and warm. In other words, people who are high in agreeableness are likeable people who get along with others. Not surprisingly, agreeable people help others at work consistently; this helping behavior does not depend on their good mood. They are also less likely to retaliate when other people treat them unfairly. This may reflect their ability to show empathy and to give people the benefit of the doubt. Agreeable people may be a valuable addition to their teams and may be effective leaders because they create a fair environment when they are in leadership positions. At the other end of the spectrum, people low in agreeableness are less likely to show these positive behaviors. Moreover, people who are disagreeable are shown to quit their jobs unexpectedly, perhaps in response to a conflict with a boss or a peer. If agreeable people are so nice, does this mean that we should only look for agreeable people when hiring? You might expect some jobs to require a low level of agreeableness. Think about it: When hiring a lawyer, would you prefer a kind and gentle person or someone who can stand up to an opponent? People high in agreeableness are also less likely to engage in constructive and change-oriented communication. Disagreeing with the status quo may create conflict, and agreeable people may avoid creating such conflict, missing an opportunity for constructive change. Neuroticism refers to the degree to which a person is anxious, irritable, temperamental, and moody. It is perhaps the only Big Five dimension where scoring high is undesirable. Neurotic people have a tendency to have emotional adjustment problems and habitually experience stress and depression. People very high in Neuroticism experience a number of problems at work. For example, they have trouble forming and maintaining relationships and are less likely to be someone people go to for advice and friendship. They tend to be habitually unhappy in their jobs and report high intentions to leave, but they do not necessarily actually leave their jobs. Being high in Neuroticism seems to be harmful to one’s career, as these employees have lower levels of career 4/5
- 5. success (measured with income and occupational status achieved in one’s career). Finally, if they achieve managerial jobs, they tend to create an unfair climate at work. In contrast, people who are low on Neuroticism—those who have a positive affective disposition—tend to experience positive moods more often than negative moods. They tend to be more satisfied with their jobs and more committed to their companies. This is not surprising, as people who habitually see the glass as half full will notice the good things in their work environment while those with the opposite character will find more things to complain about. Whether these people are more successful in finding jobs and companies that will make them happy, build better relationships at work that increase their satisfaction and commitment, or simply see their environment as more positive, it seems that low Neuroticism is a strong advantage in the workplace. BY BIZEDUCATOR 5/5