Download - Unit- 9.Performance Management skill
Herman Aguinis, University of Colorado at Denver
Performance Management Skill
Prof. Preeti Bhaskar
Symbiosis Centre for Management Studies, NOIDA
Herman Aguinis, University of Colorado at Denver
Coaching: Definition
• Manager – Interacts with employee and– Takes active role and interest in performance
• Collaborative ongoing process– Directing employee behavior– Motivating employee behavior– Rewarding employee behavior
• Concerned with long-term performance
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Herman Aguinis, University of Colorado at Denver
Major Coaching Functions:
• Give advice• Provide guidance• Provide support• Give confidence• Promote greater competence
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Herman Aguinis, University of Colorado at Denver
Key Coaching Behaviors • Establish developmental objectives• Communicate effectively• Motivate employees• Document performance• Give feedback• Diagnose performance problems• Develop employees
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Herman Aguinis, University of Colorado at Denver
The Good Coach Questionnaire Do you listen to your employees? Do you understand their individual
needs? Do you encourage employees to
express their feelings openly? Do you give tangible and intangible
support for development? Do your employees know your
expectations about their performance?
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Herman Aguinis, University of Colorado at Denver
The Good Coach Questionnaire (continued)Do you encourage open and honest
discussions and problem solving?Do you help your employees create
action plans that willSolve problems?Create changes?
Do you help your employees explore potential areas of
Growth?Development?
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Herman Aguinis, University of Colorado at Denver
Coaching Styles
More Assertive Less assertive
Task & Fact oriented Driver Analyzer
People oriented Persuader Amiable
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Herman Aguinis, University of Colorado at Denver
Adaptive coaches use all stylesaccording to employee needs:
• Sometimes providing direction• Sometimes persuading• Sometimes showing empathy• Sometimes paying close attention to
rules and established procedures
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Herman Aguinis, University of Colorado at Denver
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Coaching Process
Set Developmental Goals
Identify Developmen
tal Resources
& Strategies
Implement strategies
Observe and Document
Developmental Behavior
Give Feedback
Herman Aguinis, University of Colorado at Denver
Coaching Process:Steps covered in Chapter 8
• Set Developmental Goals• Identify Resources and Strategies
Needed to Implement Developmental Goals
• Implement Developmental Goals
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Herman Aguinis, University of Colorado at Denver
Coaching Process: Overview of remaining steps
• Observe and Document Developmental Behavior and Outcomes
• Give Feedback–Praise–Negative Feedback
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Herman Aguinis, University of Colorado at Denver
Observe and Document Developmental Behavior and Outcomes
Constraints:• Time• Situation• Activity
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Organizational Activities to improve documentation of performance
• Good communication plan to get manager buy-in
• Training programs– Rater error training– Frame-of-reference training– Behavioral observation training– Self-leadership training
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Herman Aguinis, University of Colorado at Denver
Reasons to document performance
• Minimize cognitive load• Create trust• Plan for the future• Legal protection
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Recommendations for Documentation• Be specific• Use adjectives and adverbs sparingly• Balance positives with negatives• Focus on job-related information• Be comprehensive• Standardize procedures• Describe observable behavior
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Herman Aguinis, University of Colorado at Denver
Giving Feedback
• Main purposes:–Help build confidence–Develop competence–Enhance involvement– Improve future performance
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Herman Aguinis, University of Colorado at Denver
Potential costs of failing to provide feedback:
• Employees are deprived of chance to improve their own performance
• Chronic poor performance• Employees have inaccurate
perceptions of how their performance is regarded by others
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Herman Aguinis, University of Colorado at Denver
To be effective, feedback should:
• Be timely• Be frequent• Be specific• Be verifiable• Be consistent (over time and across
employees)• Be given privately• Provide context and consequences
(continued next slide)
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Herman Aguinis, University of Colorado at Denver
To be effective, feedback should: (continued)
• Describe first, evaluate second• Cover the continuum of performance• Identify patterns• Demonstrate confidence in employee• Allow for both advice and idea
generation
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Herman Aguinis, University of Colorado at Denver
Guidelines for Giving Praise• Be sincere – only give praise when it is
deserved• Give praise about specific behaviors or
results• Take your time• Be comfortable with act of praising• Emphasize the positive
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Herman Aguinis, University of Colorado at Denver
Giving Negative Feedback
Managers avoid giving negative feedback due to:
• Negative reactions and consequences• Negative experiences in the past• Playing “god”• Need for irrefutable and conclusive
evidence
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Herman Aguinis, University of Colorado at Denver
Negative feedback is most useful when it:
• Identifies warning signs and performance problem is still manageable
• Clarifies unwanted behaviors and consequences
• Focuses on behaviors that can be changed
• Comes from a credible source• Is supported by data
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Herman Aguinis, University of Colorado at Denver
Feedback Sessions should always answer:
• How is your job going?• What can be done to make it better?
– Job– Product– Services
• How can you better serve your customers?– Internal– External
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Herman Aguinis, University of Colorado at Denver
Supervisory roles in managing performance
• Judge– Evaluate performance– Allocate rewards
• Coach– Help employee solve performance
problems– Identify performance weaknesses– Design developmental plans
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Herman Aguinis, University of Colorado at Denver
Performance Review Formal Meetings
Possible types of formal meetings:1. System Inauguration2. Self-Appraisal3. Classical Performance Review4. Merit/Salary Review5. Developmental Plan6. Objective Setting
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Herman Aguinis, University of Colorado at Denver
Steps to take before meeting:• Give at least 2-weeks notice• Block sufficient time• Arrange to meet in a private location
without interruptions
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Herman Aguinis, University of Colorado at Denver
Merged Performance Review MeetingComponents
1. Explanation of meeting purpose
2. Employee self-appraisal
3. Supervisor & employee share rating and rationale
4. Developmental discussion
5. Employee summary
6. Rewards discussion
7. Follow-up meeting arrangement
8. Approval and appeals process discussion
9. Final recap
Herman Aguinis, University of Colorado at Denver
Possible defensive behaviors of employees• Fight response
– Blaming others– Staring at supervisor– Raising voice– Other aggressive responses
• Flight response– Looking/turning away– Speaking softly– Continually changing the
subject– Quickly agreeing without basis– Other passive responses
Herman Aguinis, University of Colorado at Denver
To prevent/reduce defensive behaviors• Establish and maintain rapport• Be empathetic• Observe verbal and nonverbal cues• Minimize threats• Encourage participation
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