WorksheetsMODULE 3 PM
Total questions: 27
Worksheet time: 18mins
We earlier learned that performance management systems usually include both what an employee does (behaviors) and the outcomes of an employee's behavior (results). But we have to separate these two to define performance.
Performance is only about behavior or what employees do, and not about the outcomes of their work. Because not all behaviors are observable or measurable, performance management systems often include measures of results or consequences that we infer are the direct result of employees' behaviors.
TRUE
FALSE
Behaviors can be judged as negative, neutral, or positive for individual and organizational effectiveness.
(a)
There are many different kinds of behaviors that have the capacity to advance (or hinder) organizational goals.
(a)
Why are individuals not equal in terms of performance? A combination of three factors answers this question.
1. This is the information about facts and things, including information regarding a given task's requirements, labels, principles and goals.
(a)
Why are individuals not equal in terms of performance? A combination of three factors answers this question.
2. This is the combination of knowing what to do and how to do it; it includes cognitive, physical, perceptual, motor, and interpersonal skills.
(a)
Why are individuals not equal in terms of performance? A combination of three factors answers this question.
3. It includes 3 types of choice behaviors: (1) the choice to expend effort, (2) choice of level of effort, and (3) choice to persist in the expenditure of that level of effort.
(a)
APPROACHES AND ISSUES TO MANAGING PERFORMANCE
Individuals who have achieved top level of performance in their fields have one thing in common: deliberate practice. Deliberate practice involves the following:
1. Approach performance with the goal of getting better and better.
2. As you are performing, focus on what is happening and why you are doing
things the way you do.
3. Once your task is finished, seek performance feedback from expert sources,
and the more sources, the better.
4. Build mental models of your job, your situation, and your organization.
5. Repeat steps 1-4 continually and on an ongoing basis.
APPROACHES TO MEASURING PERFORMANCE
emphasizes what employees do on the job and does not consider employees' traits or the outcomes resulting from their behaviors. This is a process-oriented approach that emphasizes how an employee does the job.
This approach is most appropriate under the following circumstances:
1.The link between behaviors and results is not obvious.
2.Outcomes occur in the distant future.
3.Poor results are due to causes beyond the performer's control.
(a)
APPROACHES TO MEASURING PERFORMANCE
This is a bottom-line approach that is not concerned about employee behaviors and processes but instead focuses on what is produced.
This approach is most appropriate under the following circumstances:
1. Workers are skilled in the needed behaviors.
2. Behaviors and results are obviously related.
3. Results show consistent improvement over time.
4. There are many ways to do the job right.
(a)
APPROACHES TO MEASURING PERFORMANCE
This approach emphasizes the individual performer and ignores specific situation, behaviors, and results. It includes cognitive abilities (which are not easily trainable) or personality (which is not likely to change over time.
(a)
Some challenges that are involved in the implementation of traits approach include the following:
1. Traits are not under the control of individuals. Traits are stable over the life span of a person, and are not likely to change even if the person is willing to exert effort to change.
2. The fact that individuals possess a certain trait doesn't necessarily mean that this will lead to the attainment of desired results and behaviors.
TRUE
FALSE
Situations that may use the trait approach usually include drastic structural
changes that will lead to reorganization of most functions. This will eventually
lead to reallocation of human resources that would then rely on the traits of
individuals.
TRUE
FALSE
CHALLENGES IN MANAGING PERFORMANCE
We understand that performance is a combined effect of three different factors.
The equation below shows the multiplicative relationship surrounding
performance:
Performance = Declarative Knowledge x Procedural Knowledge x Motivation
TRUE
FALSE
To be able to address problems in performance, managers must know first which
factor, or a combination of factors, is the source of the performance problem.
Similarly, the abilities and previous experience of the employee, various HR
practices, and the work environment are also factors that determine performance.
When addressing performance problems, managers first need to identify which of
these factors is hampering performance and then help the employee improve his
or her performance.
TRUE
FALSE
is a positive process that involves building on strengths. But, in some cases, it is also about helping people to improve.
(a)
Managing underperformers should be a positive process. It
should be based on feedback throughout the year and
looks forward to what can be done by individuals to
overcome performance problems and importantly, how
managers can provide support and help.
"There are no bad soldiers, only bad
officers."
FALSE
TRUE
GENERAL APPROACHES TO MANAGING UNDER-PERFORMANCE
It is important to ensure that under-performing employees understand and
acknowledge there is a problem when it can be attributed to them and accept
some responsibility for achieving a solution. However, still the most effective
measure was to have competent and confident managers who were prepared to
tackle the problem.
FALSE
TRUE
THE FIVE BASIC STEPS TO MANAGE UNDER-PERFORMERS
Analyze the feedback and, as far as possible, obtain agreement from the individual on what the
shortfall has been.
1. Identify and agree on the problem.
2. Establish the reason (s) for the shortfall.
3. Decide and agree n the action required.
4. Resource the action.
5. Monitor and provide feedback.
THE FIVE BASIC STEPS TO MANAGE UNDER-PERFORMERS
When seeking reasons for any shortfalls the manager should not crudely be trying to attach blame. The
aim should be for the manager and the individual jointly to identify the facts that have contribution
to the problem.
1. Identify and agree on the problem.
2. Establish the reason (s) for the shortfall.
3. Decide and agree n the action required.
4. Resource the action.
5. Monitor and provide feedback.
THE FIVE BASIC STEPS TO MANAGE UNDER-PERFORMERS
Action may be taken by the individual, the manager or both parties. Whichever action is agreed, both parties must understand how they will know that it has succeeded.
1. Identify and agree on the problem.
2. Establish the reason (s) for the shortfall.
3. Decide and agree n the action required.
4. Resource the action.
5. Monitor and provide feedback.
THE FIVE BASIC STEPS TO MANAGE UNDER-PERFORMERS
Provide the coaching, training, guidance, experience or facilities required to enable agreed actions to happen.
1. Identify and agree on the problem.
2. Establish the reason (s) for the shortfall.
3. Decide and agree n the action required.
4. Resource the action.
5. Monitor and provide feedback.
THE FIVE BASIC STEPS TO MANAGE UNDER-PERFORMERS
Both managers and individuals monitor performance, ensure that feedback is provided or obtained and analyzed, and agree on any further actions that may be necessary.
1. Identify and agree on the problem.
2. Establish the reason (s) for the shortfall.
3. Decide and agree n the action required.
4. Resource the action.
5. Monitor and provide feedback.
USE OF A CAPABILITY PROCEDURE
Every attempt should be made to deal with performance problems as they arise or at least consider them dispassionately at a review meeting. While there are disciplinary procedures attached to under-performance, many organizations still use of a capability procedure when handling performance issues. Such procedures are stages as follows:
2. Should the employee show insufficient improvement over a defined period, a formal interview will be arranged with the employee. The aims of this interview is to (a) explain the shortfall, (b) identify the causes of unsatisfactory performance and determine what - if any - remedial treatment can be given, (c) set a reasonable period for the employee to reach standard, and (d) agree on a monitoring system during that period, and provide the consequences if these were not met.
TRUE
FALSE
USE OF A CAPABILITY PROCEDURE
Every attempt should be made to deal with performance problems as they arise or at least consider them dispassionately at a review meeting. While there are disciplinary procedures attached to under-performance, many organizations still use of a capability procedure when handling performance issues. Such procedures are stages as follows:
1. If a manager believes that an employee's performance is not up to standard, an informal discussion is held with the employee to establish the reason and to agree the actions required by the employee and/or the manager to improve performance.
TRUE
FALSE
USE OF A CAPABILITY PROCEDURE
Every attempt should be made to deal with performance problems as they arise or at least consider them dispassionately at a review meeting. While there are disciplinary procedures attached to under-performance, many organizations still use of a capability procedure when handling performance issues. Such procedures are stages as follows:
3. At the end of the review period, a further formal interview will be held, at which time the required improvement has been made.
TRUE
FALSE
USE OF A CAPABILITY PROCEDURE
Every attempt should be made to deal with performance problems as they arise or at least consider them dispassionately at a review meeting. While there are disciplinary procedures attached to under-performance, many organizations still use of a capability procedure when handling performance issues. Such procedures are stages as follows:
4. Employees may appeal against their dismissal.
TRUE
FALSE
USE OF A CAPABILITY PROCEDURE practice suggest that that immediate action is taken to deal with
performance problems. Raising problems immediately means that they are
dealt with as a normal management process, and the capability procedure
should only be resorted to when this process fails in spite of every effort to
make it succeed.
TRUE
FALSE
