Pages: 30

This chapter is an overview of the meaning of performance and various dimensions of performance management including planning, identifying, and developing the ability to perform, analyzing performance, reviewing performance with the help of seniors, and developing performance and assessment. The chapter illustrates the components of performance management with an example of the performance of a student in a school setting. Dyadic and team performance are also introduced.

Pages: 32

This chapter shows the significance of the “Performance Equation” in planning and managing performance, as well as showing that good performance is an outcome of the ability to perform, motivation to perform, and getting the support to perform, besides environmental uncertainties. An understanding of this equation is essential to planning performance, developing and improving performance, and using talent to achieve results. The chapter will give insights into key performance areas and the importance of activities for planning performance.

Pages: 20

Understanding the significance of identifying and developing competencies (knowledge, attitudes, skills, and other qualities) required to perform any role effectively is considered in this chapter. Understanding and appreciating the role of self-management as a prerequisite of effective performance management is also shown.

Pages: 24

Understanding the process and uses of performance analysis is a critical step in managing performance and affecting performance improvements at the individual, team, and organizational levels. Data learned from analyzing performance for a given period using KPAs and activities is used for coaching, identifying developmental needs, and providing the support required for enhancing the performance of individuals and teams.

Pages: 27

Assessment is an inevitable part of the performance management system. Ratings are assigning numbers to communicate the scope for a better achievement. However, when performance is assessed, subjectivity always creeps in. This chapter focuses on helping the learner understand factors affecting performance assessments while converting performance to ratings to give feedback and link outcomes with rewards and recognition. The learner will get a deeper understanding of various types of biases in ratings and methods to reduce these biases.

Pages: 25

This chapter will show the role of performance review discussions (PRDs) and performance conversations (PCs) in performance improvements. It will also explore effective ways of conducting PRDs and PCs and the importance of listening, understanding, exploring, and action planning in performance conversations.

Pages: 19

This chapter shows how the data generated from PMS can be used for performance improvements and development. In addition, the various forms of recognizing, rewarding, and motivating employees using data generated from performance management and performance assessments will be explored.

Pages: 34

This chapter aims to discuss some of the best practices in performance management by understanding best practices in goal setting, assessing, managing, and developing performance. The chapter also details the moderation process, potential assessments, systems of feedback, methods of ensuring transparency, and the linkages of PMS with other subsystems. Included in this chapter are details on the performance management systems in civil services as well as the banking industry. Based on a review by experts in the last decade, learners will also be familiar with PMS systems in different settings.

Pages: 20

In this chapter, the importance of managing motivation through rewards and recognition is considered. The chapter will give you an overview of various ways of recognizing individual performance. These include recognizing individual performance, team rewards, linking rewards to performance, rewards aimed at promoting values and culture, rewards meant for quality improvements, and so on. This chapter also shows the rewards linked to career advancement and development. It also includes the way of communicating rewards to people and the need to focus on team rewards

Pages: 19

After learning the theory behind performance management systems and reviewing over five decades of experience with PMS, this chapter is a consolidation of the key lessons learned. These lessons have been presented in the form of recommendations for managing PMS better in the future. The chapter offers a set of ten guidelines for the future to make performance management systems more effective.

Pages: 19

Every employee interacts with a large number of other employees in the organization as well as with customers in a given period. By virtue of these interactions, employees make an impact on each of these categories of people and this impact is an indicator of his or her performance; 360-degree feedback assesses the impact made by the individual on various categories of people who matter to his or her performance. In the last three decades, 360-degree feedback has gained importance as a valuable and powerful tool. In this chapter, you will learn details of the 360-degree feedback process and how it can be structured to build individual capabilities, leverage strengths, and enhance performance in an organization. This chapter shares details of the RSDQ model of TVRLS which has been used extensively over the last 25 years in the 360-degree feedback process as a leadership and managerial effectiveness enhancement tool.

Pages: 14

Assessment and development centers (ADCs) have become very popular methods of assessing the potential of managers to perform roles that they have not performed in the past. While AT&T started assessment and development centers about seven decades ago, they are being widely used today across the world for assessing competencies. ADCs use multiple methods and multiple observers or assessors who have not interacted with the individual in the past. This chapter introduces you to the concept of ADCs, the methodology used in conducting the same, and the uses of ADCs as tools for performance improvements. The main objective of this chapter is to help you understand the structure and operation of ADCs and the role of various people in ADCs. In the future, ADCs are likely to become good supplements for performance improvements.

Pages: 14

Technology can be used to manage performance in multiple ways. Advancements in technology including AI have brought many avenues to record performance and behavior, analyze performance, conduct review discussions, and conversations, reduce subjectivity, and so on. The future is likely to see many more avenues and possibilities. This chapter aims to help the learner explore various opportunities for using technology and shares the precautions to be taken in using technology for performance improvements at various levels.

Pages: 17

This chapter aims to acquaint learners with the new challenges posed by the changing nature of work, the changing composition of the workforce, and new developments in working from home or working from anywhere and their impact on the performance management system. This chapter focuses on the two key developments of managing the millennial workforce and managing work from anywhere. The chapter also offers some insights for making the new work culture productive and helping organizations manage the performance of their employees.