performance

Examples of performance in the following topics:

• The Importance of Performance Targets

  • Managerial effectiveness is often assessed on the ability to achieve performance targets.
  • A key performance indicator is a tool for performance measurement used by organizations.
  • It is used to set a performance standard for an organization, a business unit, or an employee.
  • Challenging goals tend to result in higher performance than easy or no goals.
  • Each component of the SMART model describes an effective attribute of a performance objective.

• Evaluating Employee Performance

  • Performance evaluation is the process of assessing an employee's job performance and productivity over a specified period of time.
  • Performance evaluation, or performance appraisal (PA), is the process of assessing an employee's job performance and productivity.
  • Still, this data reflects performance to some extent.
  • Supervisors record behaviors that they judge to be job-performance relevant, and they keep a running tally of good and bad behaviors and evaluate the performance of employees based on their judgement.
  • Often, peer assessments and self-assessments are used to paint a clearer image of performance.

• Measuring Organizational Performance

  • Managers must consistently update performance reports to monitor progress and measure operational success.
  • Performance measurement provides useful insights for conducting annual reviews of managers and employees and is also important for understanding how a company is performing compared with its competitors.
  • There are many different performance measurement tools available, such as organizational and employee performance evaluations.
  • Developing performance metrics usually follows a process of:
  • Best practices: In the context of evaluating internal operations (comparing core processes to effectiveness and efficiency standards), how does current performance compare to benchmarks of past performance, performance in the industry, and political expectations?

• Evaluating Performance: Who, What, and How

  • Performance appraisal is the organized process of evaluating the job performance of employees according to organizational standards.
  • Performance appraisal or performance evaluation refers to the ongoing, organized process of evaluating the job performance of individual employees according to set standards of the organization.
  • Objective performance refers to hard data such as sales statistics and concrete performance monitoring.
  • One example is the use of totals of absentee days to assess performance and commitment.
  • Apply the three basic ways to collect performance data to procure the benefits of performance appraisals

• Building a Culture of High Performance

  • The business becomes known for its productivity, and high performance becomes second-nature for its employees.
  • A high-performing culture is defined by a focus on generating and accomplishing objectives.
  • An effective way to achieve high-performing culture is to create high-performing teams.
  • High-performance teams are a central building block of high-performance culture, and they thrive in innovative and empowering environments.
  • Analyze the primary drivers and positive characteristics of a high-performing culture.

• Financial Rewards for Managers

  • Financial rewards are often used as a tool to motivate managers to perform better.
  • Incentive programs, also known as "pay for performance," provide employees, consumers, or providers with financial rewards as a way of motivating better performance.
  • Pay-for-performance programs are quite common in a number of industries, most notably sales.
  • Like other pay-for-performance programs, the incentive programs for managers are designed to increase their performance as well as the overall performance of the company.
  • This mindset may cause a reduction in overall performance—even as the rate of hitting targets climbs.

• Expectancy Theory

  • the individual's expectancy that effort will lead to the intended performance
  • These three elements also have clearly defined relationships: effort-performance expectancy (E>P expectancy), performance-outcome expectancy (P>O expectancy).
  • Effort → Performance (E→P): Expectancy is the belief that an effort (E) will result in attainment of desired performance (P) goals.
  • Performance → Outcome (P→O): Instrumentality is the belief that a person will receive a desired outcome (O) if the performance expectation is met.
  • To enhance the connection between performance and outcomes, managers should use systems that tie rewards very closely to performance.

• Delivering Constructive Feedback

  • Constructive feedback, both positive and negative, can help individuals learn and improve their performance.
  • Critical assessments are essential to learning and performance improvement.
  • Others feedback mechanisms are more formal and part of a process created for the explicit purpose of delivering performance assessments.
  • A performance appraisal (PA) or performance evaluation is a systematic and periodic process that assesses an individual employee's job performance and productivity in relation to certain established criteria and organizational objectives.
  • While performance appraisals are documented in writing, usually a manager will meet to provide and discuss feedback with an employee.

• Key Behaviors of Transactional Leaders

  • Transactional leaders focus on performance, promote success with rewards and punishments, and maintain compliance with organizational norms.
  • Transactional leaders focus on managing and supervising their employees and on facilitating group performance.
  • The role of a transactional leader is primarily passive, in that it sets policy and assessment criteria and then intervenes only in the event of performance problems or needs for exceptions.
  • Respond to deviations from expected outcomes and identify corrective actions to improve performance
  • Performance ratings can be used to measure results.

• Setting Team Goals and Providing Team Feedback

  • Periodic performance assessments help a team identify areas for improvement so it can better achieve its goals.
  • To assess its performance, a team seeks feedback from group members to identify its strengths and its weaknesses.
  • Feedback from the team assessment can be used to identify gaps between what it needs to do to perform effectively and where it is currently.
  • Poor communication and conflict can disrupt a team's performance, and sometimes these disruptions are caused by personality clashes between members.
  • Apply effective performance management procedures to the process of goal setting and feedback