A Handbook of Human Resource Management Practice

The process of performance management PERFORMANCE MANAGEMENT AS A PROCESS Performance management should be regarded as a flexibl ...

This chapter deals with each of these parts of the cycle as follows: ● Planning:concluding a performance and development agreeme ...

Defining role requirements The foundation for performance management is a role profile that defines the role in terms of the key ...

S= Specific/stretching– clear, unambiguous, straightforward, understandable and challenging. M= Measurable– quantity, quality, t ...

Use of performance measures The CIPD survey of performance management in 2003 (Armstrong and Baron, 2004) revealed that in order ...

mentoring, project work, job enlargement and job enrichment. If multi-source assess- ment (360-degree feedback) is practised in ...

what is to be done, how it is to be done and what has been achieved. This framework and the philosophy that supports it can form ...

respondents. These reviews led directly into the conclusion of a performance agree- ment (at the same meeting or later). It can ...

to identify achievements and problems, and to be ready to asses their own performance at the meeting. They should also note any ...

Discuss performance not personality. Discussions on performance should be based on factual evidence, not opinion. Always refer ...

It is useful to sum up judgements about people – indicating who are the excep- tional performers or under-performers and who ar ...

is equally important to ensure that level definitions are compatible with the culture of the organization and that close attenti ...

performance review data. This can build a level of common understanding about rating levels. Peer reviews Groups of managers mee ...

employer and management are both accountable. In fact, one can argue that it is unlikely to emerge if people are effectively man ...

–the individual taking steps to improve skills or change behaviour; the individual changing attitudes – the challenge is that p ...

Dos The most frequently mentioned ‘dos’ in order of frequency were to: ● consult/involve; ● provide training; ● communicate (pro ...

Don’ts The most common ‘don’ts’ in order of frequency were: ● don’t just make it a form-filling, paper-intensive exercise; ● don ...

360-degree feedback 360-degree feedback is a relatively new feature of performance management, although interest is growing. The ...

The range of feedback could be extended to include other stakeholders – external customers, clients or suppliers (this is someti ...

● 23 per cent used it to support a number of HR processes such as appraisal, resourcing and succession planning; ● 6 per cent us ...