the purpose of this assignment is to develop a performance management process for an 504090 | Homework Solutions

The purpose of this assignment is to develop a performance management process for an existing job, have a manager give you feedback on the process, then use the process and evaluate its effectiveness for yourself. The assignment will involve establishing methods for planning performance, providing feedback during the execution of performance, assessing performance, reviewing performance, and renewing and recontracting performance.

Part I – Create a performance management instrument/process.

Using your job description, and any additional materials you have at hand (e.g. past performance reviews, strategic planning documents, training materials, etc.), create a performance management process. The performance management process should include the following components:

1) Identify the purpose of rating – tell me how the rating system you are proposing will be used. Ratings that are done for developmental purposes are less likely to have an overall summary “number” as a final result, and are more likely to focus on how to help the employee improve after the rating has been given (thus, they may include developmental plans, educational goals, etc.) Ratings that are done for personnel decisions vary depending on the type of personnel decision made. For example, a raise-related rating may be a single number that expresses an overall performance level, whereas a layoff rating may involve ranking employees.

development

personnel decisions

raises

promotions

layoffs

etc.

2) Identify the people who have first-hand information about performance – who will participate in the performance management process. These are people you might talk with when determining performance expectations in step 3 below. Remember that you may need to consult with multiple people to get a complete picture of an employee’s overall performance.

employee

manager

subordinates

clients

3) Establish performance expectations.

be sure expectations are job related

align expectations with corporate goals

set expectations at “satisfactory” level

expectations should include both “hard numbers” and behaviors

make sure that expectations are consistent across all people who perform the job

involve people with information about performance in setting expectations

establish the circumstances under which the expectations are required to be met

distribute finalized expectations (including purpose of appraisal) to employees

4) Create process for collecting and giving feedback on performance information

determine who collects information, and from whom they collect it

who has the ability to rate performance information in comparison to standards?

who has information about performance?

self

supervisor

peers

clients

determine the rating scale that will be used in documenting performance. Consider using the following four-point scale, as follows:

1 = Does Not Meet Expectations

2 = Meets Expectations

3 = Exceeds Expectations

4 = Far Exceeds Expectations

create any forms that will be needed for data collection and the final performance appraisal report

determine how employee will get feedback on performance

feedback must be given as close in time as possible to actual performance

feedback must contain constructive suggestions for improvement

determine other means of collecting information

technical approaches (computer monitoring, etc.)

routine reports

create a communication process

training in giving feedback

training in using/accepting feedback

determine how performance information will be documented, collected, and stored

5) Establish results of performance appraisal process

Determine who will create an overall rating of performance

eliminate bias

authority

credibility

Determine how rating will be used

Establish process for combining performance information to create overall rating

averaging (best for evaluation)

emerging themes (best for development)

Create documentation & storage process for final ratings

Create links between rating and outcomes/rewards (note that ratings are rarely the ONLY criteria for personnel decisions – other factors should be identified and communicated.)

6) Feedback (Part II)

Determine when performance rating will be given

Determine how performance rating will be given (paper, in person, both)

Determine process for incorporating employee feedback into communication process (add listening to process.)

7) Establish an appeals process

Identify what employees should do when they disagree with rating

Part II – Evaluate your performance management process

The purpose of this part of the assignment is to give you feedback on your work – in particular to find out how well your “theoretical” process might work in the “real world.” There are two ways of doing this, do both.

First, use the process you have developed to evaluate someone’s performance. Using the forms and communication processes you have developed, either get feedback on your own work, or give someone else feedback on their work. It is likely that you will have to involve a supervisor (either your own or someone else’s) in this process. To do that, explain clearly that you have created a new process for a class, and that your professor has asked you to get feedback on how well it works. Be sure that everyone concerned knows that any information given will be for the class project only, and offer to sign a statement to that effect if necessary.

The second part of the evaluation process will be to get comments from the people who might use your process – both reviewers (managers) and reviewees (employees.) Talk to at least two people who might use the performance management form, and two people who might be reviewed using that form. Find out from them what they think of the process in terms of:

fairness

accuracy

usability (time needed to complete, complexity of process, et