unit- 9.performance management skill

Herman Aguinis, University of Colorado at Denver

Performance Management Skill

Prof. Preeti Bhaskar

Symbiosis Centre for Management Studies, NOIDA


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

Prentice Hall, Inc. © 2006


Major Coaching Functions:

• Give advice• Provide guidance• Provide support• Give confidence• Promote greater competence



Key Coaching Behaviors • Establish developmental objectives• Communicate effectively• Motivate employees• Document performance• Give feedback• Diagnose performance problems• Develop employees



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?



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?



Coaching Styles

More Assertive Less assertive

Task & Fact oriented Driver Analyzer

People oriented Persuader Amiable



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




Coaching Process

Set Developmental Goals

Identify Developmen

tal Resources

& Strategies

Implement strategies

Observe and Document

Developmental Behavior

Give Feedback


Coaching Process:Steps covered in Chapter 8

• Set Developmental Goals• Identify Resources and Strategies

Needed to Implement Developmental Goals

• Implement Developmental Goals



Coaching Process: Overview of remaining steps

• Observe and Document Developmental Behavior and Outcomes

• Give Feedback–Praise–Negative Feedback



Observe and Document Developmental Behavior and Outcomes

Constraints:• Time• Situation• Activity



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



Reasons to document performance

• Minimize cognitive load• Create trust• Plan for the future• Legal protection



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



Giving Feedback

• Main purposes:–Help build confidence–Develop competence–Enhance involvement– Improve future performance



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



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)



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



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



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



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



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



Supervisory roles in managing performance

• Judge– Evaluate performance– Allocate rewards

• Coach– Help employee solve performance

problems– Identify performance weaknesses– Design developmental plans



Performance Review Formal Meetings

Possible types of formal meetings:1. System Inauguration2. Self-Appraisal3. Classical Performance Review4. Merit/Salary Review5. Developmental Plan6. Objective Setting



Steps to take before meeting:• Give at least 2-weeks notice• Block sufficient time• Arrange to meet in a private location

without interruptions



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


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


To prevent/reduce defensive behaviors• Establish and maintain rapport• Be empathetic• Observe verbal and nonverbal cues• Minimize threats• Encourage participation



When defensiveness is unavoidable:

Recognize itAllow its expression

If situation becomes intolerableReschedule the meeting for a later

time


unit- 9.performance management skill

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