Post on 22-Jan-2018
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Performance Management and Performance Management and Employee Development: OverviewEmployee Development: Overview
• Personal Developmental Plans• Direct Supervisor’s Role• 360-degree Feedback Systems
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Stakeholders in the Development ProcessStakeholders in the Development Process
• Employees – Help plan their own development– Improve their own performance
• Managers– Help guide the process of development – Support success of process
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Personal Personal DevelopmentalDevelopmental Plans Plans
• Specify actions necessary to improve performance
• Highlight employee’s
– Strengths– Areas in need of development
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Personal Developmental Plans answer:Personal Developmental Plans answer:
• How can I continuously learn and grow in the next year?
• How can I do better in the future?• How can I avoid performance problems
of the past?
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Personal Developmental Plans:Personal Developmental Plans:OverviewOverview
• Developmental Plan Objectives• Content of Developmental Plan• Developmental Activities
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Overall Developmental Plan ObjectivesOverall Developmental Plan Objectives
• Encourage:– Continuous learning– Performance improvement– Personal growth
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Specific Developmental Plan ObjectivesSpecific Developmental Plan Objectives
• Improve performance in current job• Sustain performance in current job• Prepare employee for advancement• Enrich employee’s work experience
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Content of Developmental PlanContent of Developmental Plan
• Developmental objectives– New skills or knowledge– Timeline
• How the new skills or knowledge will be acquired– Resources– Strategies
• Standards and measures used to assess achievement of objectives
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Content of Developmental PlanContent of Developmental Plan
• Based on needs of organization and employee• Chosen by employee and direct supervisor• Taking into account
– Employee’s learning preferences– Developmental objective in question– Organization’s available resources
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Developmental Activities Developmental Activities ‘On the job’‘On the job’
• On-the-job-training• Mentoring• Job rotation• Temporary assignments
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Developmental ActivitiesDevelopmental ActivitiesIn addition to ‘on the job’In addition to ‘on the job’
• Courses• Self-guided reading• Getting a degree• Attending a conference• Membership or leadership role
– in professional or trade organization
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Direct Supervisor’s Role:Direct Supervisor’s Role:
• Explain what is necessary • Refer employee to appropriate
developmental activities • Review & make suggestions regarding
developmental objectives
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Direct Supervisor’s Role (ongoing):Direct Supervisor’s Role (ongoing):
• Check on employee’s progress • Provide motivational reinforcement
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
360-degree Feedback Systems360-degree Feedback Systems
Tools to help employees
• Improve performance by using • Performance information • Gathered from many sources
– Superiors– Peers– Customers– Subordinates– The employee
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
360-degree Feedback Systems360-degree Feedback Systems
• Anonymous feedback• Most useful when used
– For DEVELOPMENT – NOT for administrative purposes
• Internet used for collecting data
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Necessary organizational norms include:Necessary organizational norms include:
• Cooperation• Openness and trust• Input and participation valued• Fairness
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Overview of 360-degree Feedback SystemsOverview of 360-degree Feedback Systems
• Advantages of 360-degree Feedback Systems• Risks of 360-degree Feedback Systems• Characteristics of a Good 360-degree
Feedback System
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Advantages of 360-degree Feedback SystemsAdvantages of 360-degree Feedback Systems
• Decreased possibility of biases• Increased awareness of expectations• Increased commitment to improve• Improved self-perception of performance• Improved performance• Reduction of ‘undiscussables’• Increased employee control of their own careers
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Risks of 360-degree Feedback SystemsRisks of 360-degree Feedback Systems
• Unconstructive negative feedback hurts.• Are individuals comfortable with the system?
User acceptance is crucial.• If few raters, anonymity is compromised.• Raters may become overloaded.• Stock values may drop.
Prentice Hall, Inc. © 2006
Herman Aguinis, University of Colorado at Denver
Characteristics of a Good 360-degree Feedback SystemCharacteristics of a Good 360-degree Feedback System
• Anonymity• Observation of employee
performance• Avoidance of survey
fatigue• Raters are trained
• Used for developmental purposes only
• Emphasis on behaviors• Raters go beyond ratings• Feedback interpretation• Follow-up