Performance Management & Employee Development {Lecture Notes}

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



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



Personal Personal DevelopmentalDevelopmental Plans Plans

• Specify actions necessary to improve performance

• Highlight employee’s

– Strengths– Areas in need of development



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?



Personal Developmental Plans:Personal Developmental Plans:OverviewOverview

• Developmental Plan Objectives• Content of Developmental Plan• Developmental Activities



Overall Developmental Plan ObjectivesOverall Developmental Plan Objectives

• Encourage:– Continuous learning– Performance improvement– Personal growth



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



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



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



Developmental Activities Developmental Activities ‘On the job’‘On the job’

• On-the-job-training• Mentoring• Job rotation• Temporary assignments



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



Direct Supervisor’s Role:Direct Supervisor’s Role:

• Explain what is necessary • Refer employee to appropriate

developmental activities • Review & make suggestions regarding

developmental objectives



Direct Supervisor’s Role (ongoing):Direct Supervisor’s Role (ongoing):

• Check on employee’s progress • Provide motivational reinforcement



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



360-degree Feedback Systems360-degree Feedback Systems

• Anonymous feedback• Most useful when used

– For DEVELOPMENT – NOT for administrative purposes

• Internet used for collecting data



Necessary organizational norms include:Necessary organizational norms include:

• Cooperation• Openness and trust• Input and participation valued• Fairness



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



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



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.



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

Performance Management & Employee Development {Lecture Notes}

Education

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