{"id":802,"date":"2019-08-13T21:40:33","date_gmt":"2019-08-13T21:40:33","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/?post_type=chapter&#038;p=802"},"modified":"2024-04-25T01:34:53","modified_gmt":"2024-04-25T01:34:53","slug":"performance-management","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/chapter\/performance-management\/","title":{"raw":"Performance Management","rendered":"Performance Management"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Discuss the purpose of performance management<\/li>\r\n<\/ul>\r\n<\/div>\r\n<img class=\"alignright wp-image-1874\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/23175106\/you-x-ventures-ZJlfUi5rTDU-unsplash-e1571853121562-744x1024.jpg\" alt=\"A man sitting at a table and smiling at his coworker.\" width=\"300\" height=\"413\" \/>The primary purpose of performance management is to manage employee alignment, motivation, and development. From a process perspective, the objective is to establish employee goals that are aligned with departmental and overall organizational goals and objectives and to develop, recognize, and incentivize desired behavior and performance.\r\n\r\nPerformance appraisal is the assessment aspect of performance management. And, critically, that assessment involves not only evaluation but specific feedback\u2014both positive and constructive. Although performance appraisals are often thought of as an annual process that serves as the basis for a performance action (for example, a raise or\u2014at the other extreme\u2014being put on a \u201cPIP\u201d or performance improvement plan) observation and feedback can and should be an ongoing process. As HR software provider ClearCompany notes \u201c\u2018Players and underperformers alike need timely, specific, and helpful feedback to reach their full potential. Positive feedback helps build confidence, while constructive criticism clarifies expectations and allows people to learn from their mistakes.\u201d[footnote]Wholley, Meredith. \u201c<a href=\"https:\/\/blog.clearcompany.com\/mind-blowing-statistics-performance-reviews-employee-engagement\" target=\"_blank\" rel=\"noopener\">17 Mind-Blowing Statistics on Performance Reviews and Employee Engagement.<\/a>\u201d ClearCompany. ClearCompany, March 25, 2019.[\/footnote] Author Daniel Pink captures the developmental reality in his observation that \"There's no way to get better at something you only hear about once a year.\"[footnote]Ibid.[\/footnote]\r\n<div class=\"textbox exercises\">\r\n<h3>Perspective Point<\/h3>\r\nFeedback doesn\u2019t need to be a major production; daily check-ins, weekly planning meetings and monthly 1-on-1s are all ways to incorporate feedback in the usual flow of work. This is not only a management best practice, it\u2019s what most employees want. OfficeVibe\u2019s State of Employee Engagement survey found that 96% of employees said that receiving feedback regularly is a good thing.[footnote]\"<a href=\"https:\/\/www.officevibe.com\/state-employee-engagement\" target=\"_blank\" rel=\"noopener\">The Global State of Employee Engagement.<\/a>\" OfficeVibe. Accessed August 15, 2019.[\/footnote] Even more significantly, the survey found 82% of employees appreciate receiving feedback, regardless of whether it\u2019s positive or negative.\r\n\r\n<\/div>\r\nFormal performance appraisals also serve an administrative function; specifically, documenting employee performance relative to established standards. Although documentation is particularly critical to support employee disciplinary action\u2014for example, to avoid or defend against a charge of discrimination or retaliation\u2014it is also essential for development. To be effective, feedback needs to be actionable. Praise or constructive feedback that is non-specific doesn\u2019t reinforce or clarify desired behavior. Specific, timely feedback is a habit that yields both performance and motivation benefits. Perspective point: recognition doesn\u2019t need to be tied to a financial or other reward to be effective. OfficeVibe\u2019s survey indicated that 82% of employees prefer praise to a gift.[footnote]Ibid.[\/footnote]\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/ad61249f-c242-4e95-aab2-36fbbe0728b0\r\n\r\n<\/div>\r\nThere are four elements that come together to result in a preferred behavior (see Figure 1 for an illustration):\r\n<ul>\r\n \t<li>Focus\u2014knowing what to do<\/li>\r\n \t<li>Competence\u2014knowing how to do it<\/li>\r\n \t<li>Consequence\u2014knowing why you're doing it<\/li>\r\n \t<li>Feedback\u2014knowing how well you're doing it<\/li>\r\n<\/ul>\r\n<img class=\"aligncenter wp-image-1872\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/23174413\/PerformanceManagement-1024x824.png\" alt=\"Focus, Competence, Consequence, and Feedback all go together to create a preferred behavior.\" width=\"650\" height=\"523\" \/>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Discuss the purpose of performance management<\/li>\n<\/ul>\n<\/div>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-1874\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/23175106\/you-x-ventures-ZJlfUi5rTDU-unsplash-e1571853121562-744x1024.jpg\" alt=\"A man sitting at a table and smiling at his coworker.\" width=\"300\" height=\"413\" \/>The primary purpose of performance management is to manage employee alignment, motivation, and development. From a process perspective, the objective is to establish employee goals that are aligned with departmental and overall organizational goals and objectives and to develop, recognize, and incentivize desired behavior and performance.<\/p>\n<p>Performance appraisal is the assessment aspect of performance management. And, critically, that assessment involves not only evaluation but specific feedback\u2014both positive and constructive. Although performance appraisals are often thought of as an annual process that serves as the basis for a performance action (for example, a raise or\u2014at the other extreme\u2014being put on a \u201cPIP\u201d or performance improvement plan) observation and feedback can and should be an ongoing process. As HR software provider ClearCompany notes \u201c\u2018Players and underperformers alike need timely, specific, and helpful feedback to reach their full potential. Positive feedback helps build confidence, while constructive criticism clarifies expectations and allows people to learn from their mistakes.\u201d<a class=\"footnote\" title=\"Wholley, Meredith. \u201c17 Mind-Blowing Statistics on Performance Reviews and Employee Engagement.\u201d ClearCompany. ClearCompany, March 25, 2019.\" id=\"return-footnote-802-1\" href=\"#footnote-802-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a> Author Daniel Pink captures the developmental reality in his observation that &#8220;There&#8217;s no way to get better at something you only hear about once a year.&#8221;<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-802-2\" href=\"#footnote-802-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a><\/p>\n<div class=\"textbox exercises\">\n<h3>Perspective Point<\/h3>\n<p>Feedback doesn\u2019t need to be a major production; daily check-ins, weekly planning meetings and monthly 1-on-1s are all ways to incorporate feedback in the usual flow of work. This is not only a management best practice, it\u2019s what most employees want. OfficeVibe\u2019s State of Employee Engagement survey found that 96% of employees said that receiving feedback regularly is a good thing.<a class=\"footnote\" title=\"&quot;The Global State of Employee Engagement.&quot; OfficeVibe. Accessed August 15, 2019.\" id=\"return-footnote-802-3\" href=\"#footnote-802-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a> Even more significantly, the survey found 82% of employees appreciate receiving feedback, regardless of whether it\u2019s positive or negative.<\/p>\n<\/div>\n<p>Formal performance appraisals also serve an administrative function; specifically, documenting employee performance relative to established standards. Although documentation is particularly critical to support employee disciplinary action\u2014for example, to avoid or defend against a charge of discrimination or retaliation\u2014it is also essential for development. To be effective, feedback needs to be actionable. Praise or constructive feedback that is non-specific doesn\u2019t reinforce or clarify desired behavior. Specific, timely feedback is a habit that yields both performance and motivation benefits. Perspective point: recognition doesn\u2019t need to be tied to a financial or other reward to be effective. OfficeVibe\u2019s survey indicated that 82% of employees prefer praise to a gift.<a class=\"footnote\" title=\"Ibid.\" id=\"return-footnote-802-4\" href=\"#footnote-802-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a><\/p>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_ad61249f-c242-4e95-aab2-36fbbe0728b0\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/ad61249f-c242-4e95-aab2-36fbbe0728b0?iframe_resize_id=assessment_practice_id_ad61249f-c242-4e95-aab2-36fbbe0728b0\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<p>There are four elements that come together to result in a preferred behavior (see Figure 1 for an illustration):<\/p>\n<ul>\n<li>Focus\u2014knowing what to do<\/li>\n<li>Competence\u2014knowing how to do it<\/li>\n<li>Consequence\u2014knowing why you&#8217;re doing it<\/li>\n<li>Feedback\u2014knowing how well you&#8217;re doing it<\/li>\n<\/ul>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-1872\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/4056\/2019\/08\/23174413\/PerformanceManagement-1024x824.png\" alt=\"Focus, Competence, Consequence, and Feedback all go together to create a preferred behavior.\" width=\"650\" height=\"523\" \/><\/p>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-802\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Performance Management. <strong>Authored by<\/strong>: Nina Burokas. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><li>Image: Preferred Behavior. <strong>Provided by<\/strong>: Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Specific attribution<\/div><ul class=\"citation-list\"><li>Untitled. <strong>Authored by<\/strong>: You X Ventures. <strong>Provided by<\/strong>: Unsplash. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/unsplash.com\/photos\/ZJlfUi5rTDU\">https:\/\/unsplash.com\/photos\/ZJlfUi5rTDU<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em>. <strong>License Terms<\/strong>: Unsplash License<\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-802-1\">Wholley, Meredith. \u201c<a href=\"https:\/\/blog.clearcompany.com\/mind-blowing-statistics-performance-reviews-employee-engagement\" target=\"_blank\" rel=\"noopener\">17 Mind-Blowing Statistics on Performance Reviews and Employee Engagement.<\/a>\u201d ClearCompany. ClearCompany, March 25, 2019. <a href=\"#return-footnote-802-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-802-2\">Ibid. <a href=\"#return-footnote-802-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-802-3\">\"<a href=\"https:\/\/www.officevibe.com\/state-employee-engagement\" target=\"_blank\" rel=\"noopener\">The Global State of Employee Engagement.<\/a>\" OfficeVibe. Accessed August 15, 2019. <a href=\"#return-footnote-802-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-802-4\">Ibid. <a href=\"#return-footnote-802-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":17,"menu_order":3,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Performance Management\",\"author\":\"Nina Burokas\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"original\",\"description\":\"Image: Preferred Behavior\",\"author\":\"\",\"organization\":\"Lumen Learning\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc-attribution\",\"description\":\"Untitled\",\"author\":\"You X Ventures\",\"organization\":\"Unsplash\",\"url\":\"https:\/\/unsplash.com\/photos\/ZJlfUi5rTDU\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"Unsplash License\"}]","CANDELA_OUTCOMES_GUID":"43b1cf46-d54a-4b0d-bfd2-49504211a6e7, a94c5812-c0fe-4b84-9417-ec6b5979ea6b","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-802","chapter","type-chapter","status-publish","hentry"],"part":798,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/802","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/users\/17"}],"version-history":[{"count":13,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/802\/revisions"}],"predecessor-version":[{"id":3373,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/802\/revisions\/3373"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/parts\/798"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapters\/802\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/media?parent=802"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/pressbooks\/v2\/chapter-type?post=802"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/contributor?post=802"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-humanresourcesmgmt\/wp-json\/wp\/v2\/license?post=802"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}