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Chapter 8 - performance management and employee development. In this chapter, the following content will be discussed: The central role of competitive advantage in the study of strategic management, and the three generic strategies: overall cost leadership, differentiation, and focus; how the successful attainment of generic strategies can improve a firm's relative power vis-à-vis the five forces that determine an industry's average profitability;. | HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF Session: EIGHT 1 Summary of Previous Lecture Characteristics of Good Vision statements Goals Strategies Strategies – HR Function Developing strategic plans at unit level Job descriptions 2 Agenda of Today’s Lecture Individuals and Team performance Choices in Performance management system design Building Support CHAPTER 4; DEFINING PERFORMANCE AND CHOOSING A MEASUREMENT APPROACH Defining Performance Determinants of Performance Steps in Deliberate Practice 3 Individual and team performance The performance management system needs to display the behavior and produce the results required to support the organizations and the units mission, vision, and goals. Developmental plans need to be aligned with unit and organizational priorities as well. 4 Individual and team performance (Contd.) Well designed management system defines a clear path from organizational mission, vision, and goals to individual and team performance. This is critical because | HRM-755 PERFORMANCE MANAGEMENT OSMAN BIN SAIF Session: EIGHT 1 Summary of Previous Lecture Characteristics of Good Vision statements Goals Strategies Strategies – HR Function Developing strategic plans at unit level Job descriptions 2 Agenda of Today’s Lecture Individuals and Team performance Choices in Performance management system design Building Support CHAPTER 4; DEFINING PERFORMANCE AND CHOOSING A MEASUREMENT APPROACH Defining Performance Determinants of Performance Steps in Deliberate Practice 3 Individual and team performance The performance management system needs to display the behavior and produce the results required to support the organizations and the units mission, vision, and goals. Developmental plans need to be aligned with unit and organizational priorities as well. 4 Individual and team performance (Contd.) Well designed management system defines a clear path from organizational mission, vision, and goals to individual and team performance. This is critical because organizational success is a direct function of the alignment between collectives and individual objectives. 5 6 7 8 Building support Given the many competitive projects and usual scarcity of resources, some organizations may be reluctant to implement a performance management system. 9 Building support (Contd.) Primarily, the reason is a lack of any perceived value added to a system that requires many resources and that seems to produce little tangible payoffs. 10 Building support (Contd.) The need to align organization and unit priorities with the performance management system is one of the key factors contributing to obtain much needed top management support for the system. 11 12 13 14 15 16 17 CHAPTER 4; DEFINING PERFORMANCE AND CHOOSING A MEASUREMENT APPROACH 18 Defining performance Performance management system usually includes measure of both behavior (what an employee does) and results (the outcomes of an employee’s behavior). The definition of performance does not include the .
