Performance Management Cont

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Performance Management Cont

• Feedback and Reinforcement

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Cases Dealing with Performance Management/Controll
ing

• Examples from
• Doug Durand (Ethics)
• Mary Martin (Perceptions)
• Consumate Materials
• Other

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What are the tools a Manager has to deal with
controlling?
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Motivation is one element

• Address Controlling aspect of management.

5

• Two elements Performance appraisalReactive
  performance management
• Add to that terminationpresentation on that
  subject
• Training/developmentproactive performance
  management (More HR)

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Today Reactive and Performance Appraisal.

• Reactive because provided AFTER performance
  occurs (both good performance an poor
  performance).

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Largely talking about Formal Performance
Appraisals

• Assesses and provides feedback to employees on a
  periodic basis depending on organizational
  procedures.
• One minute manager is great with informal
  appraisals.

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Debate

• Do you need formal appraisals?
• Use informalmore immediate and less threatening.
• Use formal--difficult to apply informal, general
  patterns to discuss, long term issues to address.
• Ideally combination

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Ignore the forms

• Forms are important but more HR (mgmt 471 topic).
  Different types of forms make it easier/more
  difficult to give feedback. Especially forced
  distribution.

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Functions of Feedback

• Motivational
• Instructional

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Ironically feedback is not always effective

• 38 of the time performance declines after
  feedback.
• Demotivational
• Book fails to address why.
• Perceptions/attributions Mary Martin
• Not focus on positives
• Feedback done in formal manner not personal
  manner (4th one done today).
• Feedback is judgmental not supportive linked to
  pay

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Ways to giving Feedback(Related to Hershey
Blanchard)

• Telling
• Selling
• Participative
• Telling does not work with good employees who are
  willing and/or able

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Giving negative feedback

• Unpleasant-video
• What was basic approach Telling, selling, or
  problem solving. Why?

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Some comments about giving feedback

• Work to get acceptance of feedback. It needs to
  participatory in some ways.
• Develop a sense of trust and minimize power
  distance.
• In giving negative feedback, be descriptive of
  the problem. Gather information from
  subordinate. Challenge is then
  accept/reject/warn/work together.

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• Feedback needs to be done at appropriate level of
  frequency
• When giving negative feedback, focus on
  suggestions for improvements.
• There should be no surprise in giving feedback.
  Should summary what employee knows already. (mix
  informal and formal).

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More

• Relate feedback to goals
• Give specific tied to behaviors
• Focus on performance not personality
• Make sources of information credible and accurate.

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Role play.

• Practice. So many supervisors have no
  experience.
• Observer Was it telling, selling or
  participative. Explain. Did the person leave
  with a clear sense of what they could do to
  improve?

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ReinforcementBehavior modification

• I suspect all of you know and understand Skinner.
• Increase or decrease the frequency of a behavior
  with unpleasant or pleasant responses
• Reinforcement increases the frequency
• Punishment and extinction reduce frequency
• See page 347

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Applications to management

• New employees are critical. What do you do?
• How can you get indicators of someones
  performance with constant direct monitoring?
• Take two positionsCashier What does Cashier do
  and how do you address without direct monitoring?
• UPS truck driver. What behaviors do you monitor?
  What can be done without direct monitoring?

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• How do you address inappropriate behaviors.
  Example, Cashier underages, customer complaints,
  spending too much time gossiping with co-workers?
• Loan officerLoan amounts, loan quality, not
  communicate information to peers.

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Issues with groups of employees Behavior
Modification

• Set up a system to ensure whole units operate
  within capacities.
• Examples Loggers and loads
• Safety on oil rigs
• Cashiers with rings per minute.
• Air shippers and Using cargo containers.

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Steps

• Determine desired behavior by group(s) of
  employees.
• Find objective measurable indicator of the
  behavior.
• Monitor performance of that indicator (commonly
  using information systems approach).
• Chart it. Needs to be frequent (hourly, daily,
  weekly).
• Acknowledge good performance.
• No discussion of how to change. Just make change.

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Apply it classroom instruction

• Pick behavior This will be a real challenge.