The "How to" of Performance Management
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About this ebook
This book covers the essential aspects of Performance Management
Chapter one – Making goals motivating
Chapter two - Making goals “SMART”
Chapter three - Consider all objectives
Chapter four – Measuring subjective objectives
Chapter five - Supervisor assessment
Chapter six - Performance outcomes
Chapter seven - Performance measures
Chapter eight - Performance indicators
Chapter nine - Setting other’s work priorities
Chapter ten - Team objectives and goals
Chapter eleven - Mutual accountability
Chapter twelve – Fairness in rewards
Chapter thirteen - Rewards and motivation
Chapter fourteen – Maslow at work
Chapter fifteen - Making reward motivation work
Management Training Australia
Management Training Australia conducts development programs for managers to assist in personal and organisational development. We use diagnostics and assessments, training workshops, planning sessions and coaching sessions to bring development to where it is most needed. Our training includes:Building leadership stylesCareer developmentChange managementChanging organisational cultureCreating and casting visionCoaching peopleDeveloping performanceDeveloping leadership attributesDeveloping thinking skillsEffective communicationEmotional intelligenceExcellent customer serviceFacilitating innovationIncreasing your influenceLifting workgroup climateManaging a teamMotivating peopleOrganisational communicationPersonality stylesProject managementPublic speakingStrategic planningStress managementTalent managementTeam developmentTime management
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The "How to" of Performance Management - Management Training Australia
Performance Management
Wayne Back
Management Training Australia
Copyright 2013 Management Training Australia
All rights reserved. Except for the fair dealing exceptions of the Copyright Act, e.g. for the purposes of study, research, criticism or review, no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission.
All inquiries about this book should be made to answers@mtaustralia.com
Information about keynote speaking, workshops and other resources, go to www.mtaustralia.com
Table of Contents
Chapter one – Making goals motivating
Chapter two - Making goals SMART
Chapter three - Consider all objectives
Chapter four – Measuring subjective objectives
Chapter five - Supervisor assessment
Chapter six - Performance outcomes
Chapter seven - Performance measures
Chapter eight - Performance indicators
Chapter nine - Setting other’s work priorities
Chapter ten - Team objectives and goals
Chapter eleven - Mutual accountability
Chapter twelve – Fairness in rewards
Chapter thirteen - Rewards and motivation
Chapter fourteen – Maslow at work
Chapter fifteen - Making reward motivation work
Chapter one – Making goals motivating
The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark. - Michelangelo
Teams that have an emphasis on measuring and improving their performance normally outperform those that don’t. People have greater motivation and buy-in when they know exactly what is required of them. They challenge mediocrity and set standards that are difficult yet attainable.
Systems of performance management where the outcomes of our responsibilities are monitored and managed can motivate or demotivate, depending on the way the system is administered.
To make performance management a beneficial process, remind yourself of the purpose of the system. If a supervisor has a desire to help a team member and liberate their potential then performance management invariably motivates. If a supervisor’s motivation is purely to make the person comply and achieve greater output measures, then it invariably demotivates.
There are two purposes of setting standards that helps engagement of team members. They can have both a control
and a motivating function. They have a control function when team goals are broken down so that each individual team member has specific goals to accomplish. To ensure performance, these goals are then periodically measured and performance improvement plans are put in place where necessary with the overall outcome that the team achieves its goals. This brings clarity to a person’s role.
Nothing can stop the man with the right mental attitude from achieving his goal; nothing on earth can help the man with the wrong mental attitude. - Thomas Jefferson
Standards are motivating when several factors are in place.
The standards or goals should be ofappropriate difficulty. Goals that are