Description
choose any Saudi Arabian company or international company that perform in Saudi Arabia in which you are familiar (it does not need to be one that you have worked for). Research the specific goals or objectives of the organization over the next 5 years, along with the main principles of a performance management system, and then address the following questions. This is the professor instruction PLEASE MAKE SURE THERE IS NO PLAGIARISM or COPYING PLEASE DO NOT CHAT GPT OR SIMILAR APPS Students must use APA style guidelines. Support your submission with course material concepts, principles, and theories from the textbook, along with scholarly, peer-reviewed journal articles. GUIDELINES FILE ATTACHED.POWER POINT SLIDES ATTACHED. THANK YOU
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MGT520-CT2-M6
Performance Management
A central factor that can determine the effectiveness of a performance management system,
of course, is whether an employee’s performance is raised, thereby raising the overall
performance (and profitability) of the organization. This is accomplished by ensuring that the
performance of an employee is directly tied to the organization’s overall strategic
goals/objectives.
In this critical thinking assignment, choose any Saudi Arabian company or international
company that perform in Saudi Arabia in which you are familiar (it does not need to be one
that you have worked for). Research the specific goals or objectives of the organization over
the next 5 years, along with the main principles of a performance management system, and
then address the following questions:
•
•
•
Give a brief review of the organization you have chosen.
State the 2-3 most important goals/objectives for the organization over the next five
years.
As mentioned above, the key to an effective performance management system is to
directly tie organizational goals with an employee’s specific goals. If that employee
accomplishes those goals, then the organization has an opportunity (collectively) to
reach its overall goals/objectives. Given that statement, you must choose any
position you are familiar with in that organization. They develop 3 goals that the
person in that position must accomplish over the next years in order to be successful
in their position and, as a result, that would allow the organization to be successful.
Below is an example:
EXAMPLE: The goal of the Riyad Bank is to increase its profit margins by 5 percent
over the next two years. Therefore, one of the performance goals for the Chief
Financial Officer is to develop a strategy that, when implemented, will reduce
expenses a minimum of 2 percent in each of the subsequent 3 years.
If addressed correctly, students will learn, via the performance management system,
to create performance standards that directly tie employee performance to
organizational performance.
Your well-written paper should meet the following requirements:
•
•
•
Be 5 to 6 pages in length, which does not include the required title and reference
pages, which are never a part of the content minimum requirements.
Use APA style guidelines.
Support your submission with course material concepts, principles, and theories from
the textbook and at least three scholarly, peer-reviewed journal articles unless the
assignment calls for more.
1
Title of Your Paper
Your name
Department name, Institution name
Course number: Course name
Instructor’s name
Due date
2
Title of Your Paper
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varius. Maecenas nec justo lobortis nulla convallis dapibus commodo ac velit. Vestibulum
fringilla eleifend ante, ut cursus eros condimentum a. In urna odio, tempus sit amet erat
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Heading Level 1
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condimentum leo imperdiet, iaculis lacus. Curabitur volutpat sagittis facilisis.
Heading Level 2
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quis tellus consectetur malesuada vel et risus.
Heading Level 3
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lobortis nulla convallis dapibus commodo ac velit.
Heading Level 4. Vestibulum fringilla eleifend ante, ut cursus eros condimentum. In
urna odio, tempus sit amet erat ullamcorper, iaculis condimentum lectus.
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References
Author’s last name, Initial(s). (Year of publication). Title of the book. Publisher.
https://doi.org/DOI
Author’s last name, Initial(s). (Year of publication). Title of the article. Title of Journal,
Volume(Issue), Pages. https://doi.org/DOI
Author’s last name, Initial(s). (Year, Month Day of publication). Title of the work. Website.
https://URL
Author’s last name, Initial(s). (Year of publication). Title of the article. Newspaper.
https://URL
Last name, Initial(s). [Channel]. (Year, Month Day of publication). Title of the video [Video].
Website. https://URL
Organization. (Year of publication). Word. In Dictionary. Publisher. https://URL
Copyright © 2023 Chicago Business Press
1
Part II: System Implementation
■
■
■
■
Chapter 4: Defining Performance and Choosing a
Measurement Approach
Chapter 5: Measuring Results and Behaviors
Chapter 6: Performance Analytics
Chapter 7: Rolling Out the Performance
Management System
Copyright © 2023 Chicago Business Press
4-2
Chapter 4
Defining Performance
and
Choosing a Measurement Approach
Copyright © 2023 Chicago Business Press
4-3
Overview
⮚
Defining Performance
⮚
Determinants of Performance
⮚
Performance Dimensions
⮚
Approaches to Measuring Performance
Copyright © 2023 Chicago Business Press
4-4
Defining Performance(1 of 3)
Performance is:
■
Behaviors and actions
• What employees do
Copyright © 2023 Chicago Business Press
4-5
Defining Performance(2 of 3)
Performance is:
■
Results and Products
• The outcome of employee behaviors
Copyright © 2023 Chicago Business Press
4-6
Defining Performance(3 of 3)
Copyright © 2023 Chicago Business Press
4-7
Behaviors Labeled as Performance
Are…
Evaluative
■
Negative
■
Neutral
■
Positive
Multidimensional
■
Many different kinds of behaviors
■
Advance or hinder organizational goals
Copyright © 2023 Chicago Business Press
4-8
Behaviors Are NOT Always…
• Observable
• Measurable
Copyright © 2023 Chicago Business Press
4-9
Results or Products May Be Used…
■
■
To infer behavior
As proxy for behavioral measure
Copyright © 2023 Chicago Business Press
4-10
Determinants of Performance(1 of 2)
■
■
Performance =
Abilities and other traits
■
■
X
Knowledge and skills
■
■
X
Context
Copyright © 2023 Chicago Business Press
4-11
Determinants of Performance(2 of 2)
Copyright © 2023 Chicago Business Press
4-12
Abilities and Other Traits
■
■
■
■
Cognitive Abilities
Personality
Stable Motivational Dispositions
Physical Characteristics and Abilities
Copyright © 2023 Chicago Business Press
4-13
Knowledge and Skills
■
■
Job-Related Knowledge
Skills, Attitudes and Malleable Motivational States
Copyright © 2023 Chicago Business Press
4-14
Declarative Knowledge
■
■
Information about
• Facts
• Labels
• Principles
• Goals
Understanding of task requirements
Copyright © 2023 Chicago Business Press
4-15
Procedural Knowledge
■
■
Knowing
• What to do
• How to do it
Skills
• Cognitive
• Physical
• Perceptual
• Motor
• Interpersonal
Copyright © 2023 Chicago Business Press
4-16
Motivation
■
■
Choices
• Expenditure of effort (”state” motivation)
• Level of effort (“state” motivation)
• Persistence of effort (stable trait)
Deliberate practice leads to excellence
Copyright © 2023 Chicago Business Press
4-17
Abilities and Other Traits, and
Knowledge and Skills
■
■
■
Knowledge and skills are more malleable than
abilities and other traits.
Individual differences that are less malleable are
called “traits”
Individual differences that are more malleable are
called “states”
Copyright © 2023 Chicago Business Press
4-18
Deliberate Practice
1.
2.
3.
4.
5.
Approach performance with goal of getting
better and better
Focus on performance
• What is happening?
• Why?
Seek feedback from expert sources
Build mental models of job, situation, and
organization
Repeat first four steps on an ongoing basis
Copyright © 2023 Chicago Business Press
4-19
Context
■
HR policies and procedures
Managerial and peer leadership
■
Organizational and national culture
■
Time and timing of performance
■
Resources given to employees
■
Copyright © 2023 Chicago Business Press
4-20
Implications for Addressing Performance
Problems
■
■
Managers need information to accurately identify
source(s) of performance problems
Performance management systems must…
• Measure performance
AND
• Provide information on source(s) of problems
Copyright © 2023 Chicago Business Press
4-21
Performance Dimensions:
Types of Multidimensional Behaviors
■
Task performance
■
Contextual performance
• Pro social behaviors
• Organizational citizenship
■
Counterproductive performance
■
Adaptive Performance
Copyright © 2023 Chicago Business Press
4-22
Task Performance
Activities that
■
Transform raw materials
■
Help with the transformation process
• Replenishing
• Distributing
• Supporting
Copyright © 2023 Chicago Business Press
4-23
Contextual Performance
Behaviors that
■
Contribute to the organization’s effectiveness
AND
■
Provide a good environment in which task
performance can occur
Copyright © 2023 Chicago Business Press
4-24
Company Spotlight(1 of 3)
■
■
■
Goldman Sachs increased accountability in the
company’s performance appraisals
Put a new metric-based system to test
Examples:
• Linking performance standards, measurement,
and rewards
• Addressing Goldman Sachs’ gender gap
• Put more employee compensation under
employee’s control
25
Copyright © 2023 Chicago Business Press
Differences Between
Task and Contextual Performance
Task Performance
Contextual Performance
• Varies across
jobs
• Fairly similar
across jobs
• Likely to be
role
prescribed
• Not likely to
be role
prescribed
• Influenced by
• Influenced by
• Abilities
• Personality
• Skills
Copyright © 2023 Chicago Business Press
4-26
Why Include Task and Contextual
Performance Dimensions in PM System?
1.
2.
3.
4.
5.
6.
Global competition
Customer service
Teamwork
Employee perceptions of PM
Supervisor views
Cultural differences
Copyright © 2023 Chicago Business Press
4-27
Voice Behavior
❑
Behavior that emphasizes expression of
constructive challenge with the goal to improve
rather than merely criticize
■
Challenges the status quo in a positive way
■
Makes innovative suggestions for change
■
Recommends modifications to standard
procedures
Copyright © 2023 Chicago Business Press
4-28
Counterproductive Performance
❑
Behaviors and results that are voluntary
❑
and violate organizational norms
■
Threaten well-being of the organization, its
members, or both
Copyright © 2023 Chicago Business Press
4-29
Examples of counterproductive
performance
■
Exaggerating hours worked
❑
Gossiping about coworkers and one’s supervisor
❑
Cyber loafing
■
Intentionally working slowly and carelessly
■
Staying out of sight to avoid work
Copyright © 2023 Chicago Business Press
4-30
Adaptive Performance
❑
❑
Related to an individual’s adaptability to
changes
❑
Be it in the organization and it’s goals,
❑
in the requirements of the job,
❑
or the overall work context
Becoming increasingly important due to rapid
changes
Copyright © 2023 Chicago Business Press
4-31
Examples of adaptive performance
❑
Handling emergencies
❑
Solving problems creatively
❑
Dealing with uncertain and unpredictable work
situations
❑
Demonstrating interpersonal adaptability
❑
Demonstrating cultural adaptability
Copyright © 2023 Chicago Business Press
4-32
Competency Architecture(1 of 3)
❑
Four types of competencies
❑
Core competencies
❑
Job Family Competencies
❑
Technical or Professional Competencies
❑
Leadership Competencies
Copyright © 2023 Chicago Business Press
4-33
Competency Architecture(2 of 3)
❑
Benefit of implementing a competency
architecture
❑
Alignment
❑
Fairness
❑
Continuity
Copyright © 2023 Chicago Business Press
4-34
Competency Architecture(3 of 3)
❑
A competency-based job profile can help
❑
❑
❑
The organization by giving employees a clear
learning path
Leaders and HR professionals by providing solid
foundation for an organization’s development
programs
Job seekers by giving them a high-level
overview of the prospective job.
Copyright © 2023 Chicago Business Press
4-35
Approaches to Measuring Performance
Behavior Approach
■
Emphasizes how employees do the job
Results Approach
■
Emphasizes what employees produce
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4-36
Behavior Approach
Appropriate if…
■
Link between behaviors and results is not obvious
■
Outcomes occur in the distant future
■
Poor results are due to causes beyond the
performer’s control
Not appropriate if…
■
Above conditions are not present
Copyright © 2023 Chicago Business Press
4-37
Company Spotlight(2 of 3)
■
■
■
■
Dollar General uses a behavioral approach to
measure performance
Identified behaviors that serve as indicators of
underlying competencies
Behaviors are reviewed and utilized to encourage
certain outcomes and provide
feedback and rewards to staff members
38
Copyright © 2023 Chicago Business Press
Results Approach
Advantages:
• Less time
• Lower cost
• Data appear objective
Most appropriate when:
• Workers skilled in necessary behaviors
• Behaviors and results obviously related
• Consistent improvement in results over time
• Many ways to do the job right
Copyright © 2023 Chicago Business Press
4-39
Company Spotlight (3 of 3)
■
■
■
■
Basecamp divides its employees workload into sixweek work cycles containing 1-2 “big batch
projects” and 4-8 “small batch projects”
Uses a results-approach to performance planning
Company focuses exclusively on getting the
project done within 6 weeks and does not measure
efficiency or compare actual to estimated costs
Team decides how to get the project done
Copyright © 2023 Chicago Business Press
4-40
Quick Review
⮚
Defining Performance
⮚
Determinants of Performance
⮚
Performance Dimensions
⮚
Approaches to Measuring Performance
Copyright © 2023 Chicago Business Press
4-41
Copyright
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
Copyright © 2023 Chicago Business Press
Copyright © 2023 Chicago Business Press
42
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