fundamentals of public administration mpa - 406
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Fundamentals of Public Administration MPA - 406. Lecture – 20. FACILITATOR Prof. Dr. Mohammad Majid Mahmood. Reflections. Career Development. Ongoing process by which individuals progress through series of changes. Career. Traditional Career Protean Career - PowerPoint PPT PresentationTRANSCRIPT
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Fundamentals of Public Administration
MPA - 406
FACILITATORProf. Dr. Mohammad Majid Mahmood
Lecture – 20
Reflections
Career Development
• Ongoing process by which individuals progress through series of changes.
Career
• Traditional Career
• Protean Career– Frequently changing based on changes in the
person and changes in the work environment
Job Changes within the Organization
6
TransferTransferA horizontal move to a position with
about the same salary and organizational level.
A horizontal move to a position with about the same salary and
organizational level.
DemotionDemotionThe downgrading or reassignment
of an employee to a position with less responsibility.
The downgrading or reassignment of an employee to a position
with less responsibility.
PromotionPromotion An upward move to a position with more authority, responsibility, and pay. An upward move to a position with
more authority, responsibility, and pay.
Separations
7
TerminationTermination
ResignationResignation Permanent separation of an employeeArranged by employeePermanent separation of an employeeArranged by employee
LayoffLayoff
RetirementRetirement
Temporary separation of an employeeArranged by employerTemporary separation of an employeeArranged by employer
Permanent separation of an employee Arranged by employerPermanent separation of an employee Arranged by employer
Separation of an employee at the end of his or her career Separation of an employee at the end of his or her career
Career Management - CHALLENGES
• A major challenge is how to balance advancing current employees’ careers with simultaneously attracting and acquiring employees with new skills.
• Any other…….
HRD - challenges
Consider the following situations:
1. The athlete searching for a coach who really understands him.2. The student waiting to see his guidance counselor at university.3. The worker who has just begun working for a new boss.4. A self-managing work-team and a supervisor about to meet to discuss
objectives for the next quarter.
Q:What do these situations have in common?
Q: What do these situations have in common?A: The need to manage performance effectively.
• Think of performance management as a kind of compass.• Like a compass, the job of the manager or athlete coach, or
university guidance counselor is to indicate where the individual or team is now, and to help focus attention and effort on the desired direction.
What is Performance Management?
It’s all about what people do, how they do it and assessing results.
Performance Management
• Aguinis (2012) defines: PM is a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization
Performance Management is an integrated approach to delivering sustained success to
organisations by improving the performance of people who work in them and by developing
the capabilities of teams and individual contributions (Armstrong & Baron).
What is Performance Management?
Your Experience
Think about your last review:
– What thoughts come to mind?
– What went right, what went wrong?
What do Employees Expect?
• Positive/constructive feedback on a regular basis
• Involvement in goal setting
• Be treated fairly and consistently
• Sharing of information and resources
• Job/career enrichment opportunities
Elements of a Performance Management System
TO ENERGIZE EMPLOYEE
PERFORMANCE
Define PerformanceSet objectives
Facilitate PerformanceProvide resources
Encourage PerformanceProvide timely rewards
that are valued by employees
Rating Scale
4 - Excellent (Exceeds Standards)
3 - Good (Fully Meets Standards)
2 – Acceptable (Usually Meets Standards)
1 – Unsatisfactory (Fails to Meet Standards)
Performance Appraisal Methods
• Ranking Method– Ranking employees from best to worst on a
particular characteristic, choosing highest, then lowest, until all are ranked.
• Paired Comparison Method – Ranking employees by making a chart of all
possible pairs of the employees for each characteristic and indicating which is the better employee of the pair.
360 Degree Feedback
Internal Customers
“Boss”
Colleagues
External Customers
Team Members
Self
Feedback collected
from
Comparing with Desired Criteria
• The actual performance is compared with the desired or performance criteria.
• The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance
Potential Rating Scale Appraisal Problems
• Unclear standards– An appraisal that is too open to interpretation.
• Halo effect– Occurs when a supervisor’s rating of a subordinate on one
characteristic biases the rating of that person on other characteristics.
• Central tendency– A tendency to rate all employees the same way, such as rating them all
average.
Potential Rating Scale Appraisal Problems
• Strictness/leniency– The problem that occurs when a supervisor has a
tendency to rate all subordinates either high or low.
• Bias– The tendency to allow individual differences such
as age, race, and gender to affect the appraisal ratings.
They hope the problem might go away by itself Lack of confidence A fear that if the problem is highlighted, more problems might
come up A fear of confrontation Worry that working relationships might be damaged Fear of being challenged Lack of time Not knowing where to start Lack of understanding that a performance issue exists Lack of support
REASONS WHY MANAGERS SOMETIMES DO NOT ADDRESS PROBLEMS
Conclusion
FACILITATOR
Dr. Mohammad Majid Mahmood