Performance Management & Reward System
Performance Management
“How I get my people to do what I want them to do, in the way I want them to do it!”
Performance management (PM): Organisations that take performance management seriously, manage a range of different but inter-related topics:
• Mission
• Vision
• Strategy
• Business plans
• Values (how people should and should not behave)
• Culture in which improving performance is valued and developed
• Monitoring of performance – at individual, unit and Team levels
• Feedback of that monitoring to staff
• Clear goals
• A set of competencies
• Appraisal discussions
• Personal development (training, coaching, reading, sittings etc)
• Management development
• Good job design
• Team working (interaction and mutual responsibility)
• Extrinsic reward and recognition (basic pay, performance pay, awards, saying ‘well done’)
• Intrinsic rewards (the satisfaction from doing a worthwhile job reasonably well)
• Effective remedies for under performers.
Performance management levels:
• Organisation
• Department
• Unit
• Team
• Individual
Data collection for PM:
Data is collected at four levels:
• Inputs: Staff time, budget, data, consumables, energy, and equipment
• Processes: Support, sales, teaching, research, paperwork, IT, purchasing etc.
• Outputs: Customers served, bills paid, items sold, students helped, degrees awarded, research written up
• Outcomes: Profit in a commercial enterprise or service delivery in a service organisation (usually assessed through customer satisfaction).
Rules for monitoring performance:
(a) Objective:
• Introduce monitoring as one part of a bigger drive to improve customer experience. (b) Positive:
• Seek information to improve the customer experience and not to blame people.
(c) Involvement:
• Involve responsible people to work on the monitoring, as a part of their drive to improve the customer experience.
• If you choose items to monitor and impose those, staff will
“How I get my people to do what I want them to do, in the way I want them to do it!”
Performance management (PM): Organisations that take performance management seriously, manage a range of different but inter-related topics:
• Mission
• Vision
• Strategy
• Business plans
• Values (how people should and should not behave)
• Culture in which improving performance is valued and developed
• Monitoring of performance – at individual, unit and Team levels
• Feedback of that monitoring to staff
• Clear goals
• A set of competencies
• Appraisal discussions
• Personal development (training, coaching, reading, sittings etc)
• Management development
• Good job design
• Team working (interaction and mutual responsibility)
• Extrinsic reward and recognition (basic pay, performance pay, awards, saying ‘well done’)
• Intrinsic rewards (the satisfaction from doing a worthwhile job reasonably well)
• Effective remedies for under performers.
Performance management levels:
• Organisation
• Department
• Unit
• Team
• Individual
Data collection for PM:
Data is collected at four levels:
• Inputs: Staff time, budget, data, consumables, energy, and equipment
• Processes: Support, sales, teaching, research, paperwork, IT, purchasing etc.
• Outputs: Customers served, bills paid, items sold, students helped, degrees awarded, research written up
• Outcomes: Profit in a commercial enterprise or service delivery in a service organisation (usually assessed through customer satisfaction).
Rules for monitoring performance:
(a) Objective:
• Introduce monitoring as one part of a bigger drive to improve customer experience. (b) Positive:
• Seek information to improve the customer experience and not to blame people.
(c) Involvement:
• Involve responsible people to work on the monitoring, as a part of their drive to improve the customer experience.
• If you choose items to monitor and impose those, staff will