Table of contents

Questions

page no.

No. 1

2/30

No. 2

4/30

No. 3

7/30

No. 4

9/30

No. 6

11/30

No. 7

14/30

No. 8

16/30

No. 9

19/30

No.10

21/30

No. 11

23/30

No. 12

25/30

References

30/30

Page 1 of 29

Question. No. 1)
Review briefly the history of performance management?
Answer:
Performance Management is a process of Management contributes to the effective Management
of Individuals and teams to achieve high levels of Organisational Performance. (Performance
management involves thinking through various facets of performance, identifying critical
dimensions of performance, planning, reviewing and developing and enhancing performance
related competencies).(Dr. T.V. Rao 2004).
No one knows precisely when formal methods of reviewing performance were first introduced.
However, where employees were driven by learning and development of their skills, it
failed miserably. The gap between justification of pay and the development of skills and
knowledge became a huge problem in the use of Performance Management. It is said that the
emperors of the wel dynasty (AD 221-265) had an impartial rater whose task it was to evaluate
the performance of the official family. Centuries later, Ignatius Loyola established a system for
formal rating of the members of Jesuit society. The first formal monitoring systems, however,
evolved out of the work of Fredrick taylor and his followers before world war o=1. Rating for
officers in the US armed services was introduced in the 1920s. And this then spread to the UK, as
did some of the factory-based American systems. Merit rating came to the fore in the USA and
the UK in the 1950s, when it was sometimes re-christened performance appraisal. Management
by objective then came and went in the 1960s and 1970s, and experiments were made
simultaneously with the critical incident technique and behaviorally anchored rating scales. A
revised form of result-oriented performance appraisal emerged in the 1970s and still exists today.
The term performance management was first used in the 1970s by beer and Ruh. Their thesis
was that performance is the best developed through practical challenges and experiences on the
job, with guidance and feedback from superiors. However, it did not become a recognized

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process until the latter half of the personal management in 1992, which produced the following
definition of performance management.
A strategy which relates to every activity of the organization set in the context of its human
resource policies, culture, and style and communication systems. The nature of the strategy
depends on the organizational context and can vary from organization to organization. This
became evident in the late 1980s; the realization that a more comprehensive approach to manage
and reward performance was needed. This approach of managing performance was developed in
the United Kingdom and the United States much earlier than it was developed in Australia. It
was suggested that it was describe as a performance management system complied with text
book definition when the organization demonstrated certain characteristics:
It communicated a vision of its objectives to all its employees.
It set departmental and individual performance targets which were related to wider objectives.
It conducted a formal review progress towards these targets.
It used the review process to identify training, development and reward outcomes.
It evaluated the whole process in order to improve effectiveness.
It used formal appraisal procedures as ways of communicating performance requirements which
were set on a regular basis.
The 1992 research found that in the organizations with performance management system, 85%
had performance-related pay and 76% rated performance in 2003. The emphasis was on
objective setting and reviews which, as the authors report noted,
Leaves something of a void when it comes to identifying of development needs on a longer-term
basis
There is a danger with results-oriented schemes in focusing excessively on what is to be
achieved and ignoring the how. It was further noted that some organizations were moving in the
direction of competency analysis, but not very systematically.

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Question No. 2)
Explain and discuss the classification of performance measures?
Answer:
The classification of performance measures
Performance measures or metric can be classified under a number of headings.
Finance income, shareholder value, added value, rates of return, costs.
Output units produced or processed, throughput, sales, new accounts.
Impact attainment of a standard (quality, level of service, etc.), changes in behavior,
completion of work/project, level of take-up of a service, innovation.
Reaction Judgment by others: colleagues, internal and external customers.
Time speed of response of turnaround, achievement compared with timetables, amount of
backlog, time to market, delivery times.
Andy Neeley and Chris Adams identify five distinct but interlocking perspective of performance
which can guide measurement:
1- Stakeholder satisfaction - who are the key stakeholders, and what do they want to need?
2- Strategies what strategies do we have to put in place to satisfy the wants and needs of
these key stakeholders?
3- Processes we critical processes do we require if we are to execute these strategies?
4- Capability what capabilities do we need to operate and enhance these processes?
5- Stakeholder contribution what contribution do we require from stakeholders if we are to
maintain and develop these capabilities?
Guidelines for defining performance measures comprise:
Measures should relate to result and observable behaviors.

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Where appropriate, measures should be related to organizational measures of performance such

as the balanced scorecard.
The results should be within the control of the individual and based on agreed targets.
Behavioral requirements should be defined and agreed.
Data should be available for measurement.
Measures should be objective.
Measuring performance is relatively easy for those who are responsible for achieving qualified
targets for example, sales. It is more difficult in the case of knowledge workers for example,
scientist.

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Question No. 3)
How the organizations can create line managers commitment and capability?
Answer:
It is probably the most important issue. If it is not dealt with, performance management will fail.
Eight approaches to achieving commitment and capabilities
1- Provide leadership from the top
Conveying the message that performance management is an integral part of the fabric of
the managerial practices of the organization. This spells out the beliefs that this is what
good management is about.
2- Involve line managers in the design and development of performance management
processes. This could be extended by the use of focus groups and, ideally, general surveys
of opinions and reactions.
3- Use competence in performance management as a key criterion in assessing managers
performance.
4- Use 360-degree feedback or upward assessment to assess the performance management
abilities of line manager, and take corrective action as required. If a full 360-degree
system is not in use, then individuals can be asked specifically to assess how their
managers carried out their performance management responsibilities.
5- Survey the reaction of employees to performance management regularly, and take action
to deal with weakness.
6- Provide system training in the performance management skills managers need to use.
This can be providing HR specialist, although ideally experienced, committed and
competent line managers can be used as coaches and mentors.
7- Provide continuing coaching and guidance to individuals managers to supplement formal
training. HR operating as a business partner alongside line managers so that they
appreciate the significance of performance management and their staff.

Question No. 4)
Why is performance management survey so important? List it contents.
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Answer:
Performance management survey

The aim of the survey was to gather information on what tools and activities practitioners are
using under the banner heading of performance management, and on the thinking behind the
design of performance management processes. The survey was also concerned with obtaining
views on the effectiveness of performance management as a whole and of the various processes
involved and on the impact performance management makes.
Contents of the performance management survey

The profile of respondents

1- Features of performance management
2- The process of performance management
3- Contingent pay
4- Rating
5- Performance data
6- Who sets the performance requirements for individuals?
7- Maturity and the development of performance management
8- Consultation on performance management
9- Training in performance management
10- Views on performance management generally
11- The attitude of line manager
12- Evaluation of performance manager
13- The impact of performance management
14- Criteria used to measure individual performance
15- Attitude to performance management
16- The future of performance management
17- Factors demonstrating positive outcomes
18- Conclusion

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Question No. 5)
Explain various methods of measuring human intellectual capital?
Answer:
Methods of Measuring the Intellectual Capital
The interest on managing the Intellectual Capital has caused the development of different
methods of measuring it. There are several groups of methods of measuring the Intellectual
Capital, which can be used in order to evaluate these assets. Some of these methods were
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attempts made by different companies for their internal use rather than the development of a
universal measuring method. But they still exist and are basis to create new methods. According
to Luthy (1998) and Williams (2000) all methods can be divided into four main groups:
1. Direct Intellectual Capital Methods (DICM) estimate the dollar value of intangible assets by
identifying its various components. Once these components are identified, they can be directly
evaluated, either individually or as an aggregated coefficient.
2. Market Capitalization Methods (MCM) calculate the difference between a companys
market capitalization and its stockholders equity as the value of its intellectual capital or
intangible assets.
3. Return on Assets Methods (ROA) average pre-tax earnings of a company and divide them by
the average tangible assets of the company. The result is a company ROA that is then compared
with its industry average. The difference is multiplied by the companys average tangible assets
to calculate average annual earnings from intangibles. By dividing the above-average earnings
by the companys weighted average cost of capital or an interest rate, one can derive an estimate
of the value of its intangible assets or intellectual capital.
4. Scorecard Methods (SC) identify various components of intangible assets or intellectual
capital and indicators and indices are generated and reported in scorecard or as graphs. SC
methods are similar to DIC methods, except that no estimate is made of the dollar value of
intangible assets. The four main approaches for measuring intangibles (Direct Intellectual Capital
Methods, Market Capitalization Methods, Return on Assets Methods and Scorecard Methods)
have various advantages and disadvantages,

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Question No.6)
Differentiate between the process of performance management and talent management?
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Answer:
There is a difference between Talent and Performance management when you look at it this way
.
Performance Management is that discipline used to assess how well employees are doing
against their goals to help drive revenue and growth in the organization, and/or what they
contribute to drive out costs.
Performance Management is consisting of the following:
- Review the performance appraisal like Behavior, Output etc., little bit different than usual
- Show the significant difference between a Star performer and poor
- Rating Analysis based on BARS
- Do the potential appraisal as per the customized need of the organization
- Identification of Training needs and fulfilling the gaps
- Competency development and mapping
- Modernization and normalization
- Identifying Personal Development Plan
- Initiating Performance Improvement Plan
- Developing Transactional Metrics/Operational Metrics / Workforce Analysis
- Developing Business Intelligence
- Developing Leadership skills etc.
Talent Management on the other hand is a broader perspective of disciplines that can be
implemented to help employees drive revenue and growth and/or reduce operating costs.
Performance Management is just one of them. Talent is a collective of these additional
disciplines:
Talent Management is basically, one has to manage to Human Resources i.e. people who are
exists in the organization. When we talk about Management of Talent, we need to take care of the
following :
- Their Compensation and benefits
- Rewards Administration
- Leadership
- Systems and process
- Involving the Talented people in decision making process
- Make them more responsible
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- Respecting their ideas etc.

- Directing and controlling the strategies
- Not only inviting them in Strategic planning but to execute them.
Talent management refers to the anticipation of required human capital the organization needs at
the time then setting a plan to meet those needs. Talent Management, as the name itself suggests
is managing the ability, competency and power of employees within an organization. Everything
that is done to recruit, retain, develop, reward and make people perform is part of Talent
Management
Benefits of Talent Management
Right Person in the right Job
Retaining the top talent
Better Hiring
Understanding Employees Better
Better professional development decisions
Talent Management Process Understanding the Requirement Sourcing the Talent Attracting the
Talent Recruiting the Talent Selecting the Talent Training and Development Retention Promotion
Competency Mapping Performance Appraisal Career Planning Succession Planning Exit
Talent Management process is very complex and is therefore, very difficult to handle. The sole
purpose of the whole process is to place the right person at the right place at the right time. The
main issue of concern is to establish a right fit between the job and the individual.
Talent management is now looked upon as a critical HR activity; the discipline is evolving every
day. Some trends in the same are as below Talent War Technology and Talent Management:
Promoting Talent Internally Population Worries Globally Talent Management to rescue HR
Increase in Employer of Choice Initiatives
Example Deloitte developed a global methodology: Deploy Develop Connect model
enables companies to design a strategy and policies of talent management in a way that skilled
employees are actively integrated and thus retained in the company.
Both are different tasks and having interchangeably having close relationships and very
challenging tasks.

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Question No. 7)
Explain and discuss various recognition schemes?
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Answer:
Recognition schemes
The total reward concept is based on understanding the needs and expectations of employees
in order to motivate them and obtain their total co-operation, on the basis that this leads to
financial success for the organization and personal fulfillment for employee. Appropriate
recognition of employees plays a vital role in this. Recognition is about saying thank you
for a job well done, and thereby motivating the recipient to continue those things thats
benefit the organization. Recognition will not necessarily motivate the unmotivated
employees, but it can reinforce the motivated, encourage and reassure those who are trying to
succeed, and prevent previously committed employees becoming demotivated as they think
their efforts are not noted. Performance management process should identify where special
efforts should be made to recognize achievements either during the course of the day-to-day
work or during formal reviews.
At the most basic level, recognition is free. It does not cost the organization or its managers
anything expect for the two minutes it takes to say well done, and thanks, in person or by
email, or the fifteen minutes it takes to write a brief note of appreciation, yet it speaks
volume.
Yet effective recognition rest on the efforts of the manager, some managers managers
apparently effortlessly recognize the contribution of their staff and establish positive working
relationships. Other find it more of a challenge: praise that is given falsely or negatively
thats was great, but worthless. The ability to recognize and reward effort is therefore a
key part of the managers role and should be reflected in their development and training.
Informal recognition
In an organization with a large proportion of comparatively low-paid employees, it is
important to have a relatively informal recognition scheme, with a greater number of
recipients to fairly frequent moderate- low-cost awards. It can be argued that it is always
better to give 1,000 10,000.

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Informal recognition schemes are not competitive. Every person, team or group who meets
the standard or who does an excellent job should benefit. Kohn (1993) argues strongly
against any system that creates winners because for each person who wins, these are many
others who have lost.
Formal recognition
Recognition scheme may involve some form of public recognition, such as through an
intranet, house journal, noticeboard or an employee of the month scheme. Appropriate such
as these tell everyone about particular achievement or effective contribution.
Formal recognition also can provide individuals with tangible means of recognition in the
forms of gifts, vouchers, holidays or trips in the UK or aboard, days or weekends at health
spas, or meals out. The key with formal schemes is to ensure that the awards fits the
achievement, the award is made to the right people, and that it is felt fair. Whereas it is
highly motivating to be formal recognized for a major achievement, it may be demoralizing
and demotivating for someone to feel that recognition has been given elsewhere for
something he or she has accomplished.

Question No. 8)
Explain and discuss balanced scorecard concept that enables managers to view buseiness.
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Answer:
Balance scorecard
A carefully selected balanced set of measures derived from the drivers of strategies that
represent a tool for leaders to use in Communicating strategic direction to the organization
and motivating change.
The balanced scorecard is a strategic planning and management system that is used
extensively in business and industry, government, and nonprofit organizations worldwide to
align business activities to the vision and strategy of the organization, improve internal and
external communications, and monitor organization.

The balanced scorecard concept as originally developed by Kaplan and Norton addresses this
multiple requirement. They take the view that what you measure is what you get and they
emphasis that
No single measure can provide a clear performance target or focus attention on the critical
areas of the business. Managers want a balanced presentation of both financial and
operational measures.
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Kaplan and Norton therefore devised what they call the balanced scorecard a set of
measures that give top managers a fast but comprehensive view of the business. Their
scorecard requires managers to answer four basic questions, which means looking at the
business from four related perspective:
-

How do customers see us? (customer perspective)

What must we excel at? (internal perspective)
Cab we must continue to improve and create value? (innovation and learning perspective)
How do we look at shareholders? (financial perspective)
Kaplan and Norton believe that the balanced scorecard approach put strategy and vision,
not control, at the center. They suggest that although it defines goals, it assume that
people will adopt whatever behaviors and take whatever actions are required to achieved
those goals:
Kaplan and Norton emphasis that building a scorecard enables a company to link its
financial budgets with its strategic goals. They emphasis that the balanced scorecard can
help to align employees individual performance with the overall strategy:
Scorecard users generally engage in three activities: communicating and educating,
setting goals, and linking rewards to performance measures.
They quote the exploration group of large oil company (shell) which has developed a
technique to enable and encourage individual to set goals for themselves that are
consistent with the organizations. these personal scorecard contain three levels of

information:
Corporate objectives, measures and targets
Business unit targets (translated from corporate targets)
Team/individual objectives and initiatives.

Teams and individuals are expected to define how their objectives are consistent with business
unit and corporate objectives, to indicate what initiatives they purpose to take to achieve their
objectives, to list up to five performance measures for each objective, and to set targets for each
measures. This personal scorecard is a method of communicating corporate and unit objectives to
the people and teams performing the whole. It communicates a holistic model that links
individual efforts and accomplishment to business unit objectives. It can be therefore be
incorporated as a performance management process at individual, team, unit and corporate level.
EXAMPLE OF BALANCED SCORECARD

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Question No. 9
Explain and discuss any two of team performance management process.
Answer:

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Performance measures for a team will be related to the purpose of the team and its particular
objectives and standard of performance. Team performance measures in this simple are therefore
mainly concerned with output, activity levels, customer service and satisfaction, and financial
result. Most measures for teams, as for individuals likely to fail into one or more of these
categories.
Team performance management processes
Team performance management activities follow the same sequence as for individual
performance management.
-

Agree objectives
Formulate plans to achieve objectives
Implement plans
Monitor progress
Review and assess achievement
Redefine objectives and plans in the light of the review

The key activities of setting work and process objective and conducting team reviews and
individuals reviews
Setting work objectives
Work objectives for a team are set in much the same way as individual objectives. They will be
based on an analysis of the purpose of the team and its accountabilities for achieving results.
Targets and standards of performance should be discussed and agreed by the team as a whole.
These may specify what individual members are expected to contribute. Project teams will agree
project plans which define what has to done, who does it, the standards expected, and the time
scale.
Setting process objectives
Process objectives are also best define by the team getting together and agreeing how they
should conduct themselves as a team under headings related to the list of team performance
measures referred to above, including:
-

Interpersonal relationship
The quality of participation and collaborative effort and decision-making
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The teams relationship with external and internal customers

The capacity of the team to plan and control its activities
The ability of the team and its members to adapt to new demands and situations
The flexibility with which the team operates
The effectiveness with which individuals skills used
The quality of communication within the team and between the team and other team or
individuals.

Question No. 10)

What is 360-degree feedback system? Why is it so important for managing performance?
Explain and discuss.
Answer:
360 Degree Feedback is a system or process in which employees receive confidential,
anonymous feedback from the people who work around them. This typically includes the
employee's manager, peers, and direct reports. A mixture of about eight to twelve people fill out
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an anonymous online feedback form that asks questions covering a broad range of workplace
competencies. The feedback forms include questions that are measured on a rating scale and also
ask raters to provide written comments. The person receiving feedback also fills out a self-rating
survey that includes the same survey questions that others receive in their forms. Managers and
leaders within organizations use 360 feedback surveys to get a better understanding of their
strengths and weaknesses. The 360 feedback system automatically tabulates the results and
presents those in a format that helps the feedback recipient create a development plan. Individual
responses are always combined with responses from other people in the same rater category (e.g.
peer, direct report) in order to preserve anonymity and to give the employee a clear picture of
his/her greatest overall strengths and weaknesses. 360 Feedback can also be a useful
development tool for people who are not in a management role. Strictly speaking, a "nonmanager" 360 assessment is not measuring feedback from 360 degrees since there are no direct
reports, but the same principles still apply. 360 Feedback for non-managers is useful to help
people be more effective in their current roles, and also to help them understand what areas they
should focus on if they want to move into a management role.

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According to Alec Rudd,

We felt we needed to bring in new aspects and angles for assessment, so we introduced 360degree feedback and self-appraisal. The philosophy behind this was that people will not change
because their line manager tells them to. We wanted to create a culture to get managers to be
more accountable as individuals and to enable people to be treated and think like adults. 360degree feedback is a way to get managers to see people as they see themselves. It also include
customers.
Used for developmental purpose
Use for appraisal
Use for pay
Deciding on the purpose of 360-degree feedback
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Question No. 11
Define under performers and explain the reasons and reminders for poor performance.
Answer:
The improvement of performance is a fundamental part of the continuous process of
performance management. The aim should be the positive one of maximizing high performance,
although this involves taking steps to deal with under-performance. When managing underperformers, remember the advice given by Handy (1989) that this should be about applauding
success and forgiving failure. He suggests that mistakes should be used as an opportunity for
learning something only possible if the mistake is truly forgiven because otherwise the lesson
is heard as a reprimand and not as an offer of help.
Reasons for poor performance
Individuals may perform badly because of lack of ability or insufficient motivation. But as
William Deming (1986) pointed out, poor performance may not be their fault. It could arise from
a defective system of work, inadequate leadership or guidance, the allocation of inappropriate
task, placement in jobs that are beyond their capabilities or insufficient training.
Manager can play a major and positive part in reducing the task of performance problem by:
-

Exercising effective leadership motivating people, spelling out expectation,

encouraging good team work.

Developing systems of work that to do not place impossible demands on people

Allocating work to people which is within their capacity , subject possibly to additional
training. stretch objectives may reasonably be set, but they have to achievable, although
not necessarily easily

Acting as coaches developing the talent of their staff and recognizing that every
occasion when they give someone an instruction or discuss work that has been completed
provides an opportunity for learning. This involves providing guidance on how to carry
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out unfamiliar task or discussing the lesson learned from successful or unsuccessful
accomplishment so that in the former case they can do even better in future, and in the
latter they can avoid repeating the mistake.
-

Using performance management process to help with all the above activities.

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Question No. 12)

List and explain various stages of development program.
Answer:
stages of Developing Program
The nine stages of a development program are described below. At each stage it is necessary to
seek the view and approval of senior management and to involving line managers, staff and their
representatives in the program. Steps will also have to be taken to communicate to staff the aims
of the programs, how these aims will be met, and how the staff will be affected, emphasizing the
benefits to them as well as to the organization.
Stage 1 diagnostic review
Stage 2 planning
Stage 3 programming
Stage 4 scheme design
Stage 5 pilot test
Stage 6 briefing
Stage 7 training
Stage 8 maintenance
Stage 9 evaluation
Stage 1- diagnostic review
This should establish the extent to which the following requirements are met by the existing
arrangements:
-

Performance management processes is fit the culture of the organization, the context in

which it operates and the characteristic of its people and work practices.
There is full support from top management
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Performance management processes are accepted by all concerned is being natural

components of good management in work practices.

Line managers are committed to performance management.
Line managers have the skills to carry out their performance management responsibilities

effectively.
Staff believes that performance management is carried out by the managers effectively.
Performance management processes are integrated with strategic and business planning

processes.
Performance management is integrated with other HR processes.
Performance management processes recognize that there is community of interest in the

organization in respect individual needs.

All stakeholders within the organization are involved in the design, development and

introduction of performance management.

Performance management processes are transparent and operate fairly and equitably.
Managers and team leaders take action to ensure that there is a shared understanding

generally of the vision, strategy, goals and values of the organization.

Performance management processes are used by managers and team leaders to help

people feel that they are valued by the organization.

Training and performance management skills are given to managers, team leaders and
employees generally.

Stage 2) Planning
Planning the development and introduction of performance management requires:
The preparation of a summary of the diagnostic review, setting out an analysis of the
situation, the identification of reasons for change and the general approach should be be

adopted to the development of new or improve performance management processes

A definition of the objectives that the new arrangements are intended to achieve, covering
such areas as performance improvement through the creation of a performance culture,
upholding core values, developing skills, competencies and potential, supporting talent

management and providing a basic contingent pay decisions.

An assessment of the resources required to develop performance management
An assessment of the cost s and benefits of the purpose development.
An overall assessment of the approach to performance management and how it should be
introduced and maintained.
Stage 3) programming

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The program should set out a time tables for achieving the aims agreed at the planning
stage covering the various processes of performance management and in detail the
-

arrangements for:
Obtaining senior management approval and support
Involving line managers and defining their requirements from performance management,

taking particular account of the need to get them to buy and into the scheme
Involving staff and their representative in the design of the scheme to ensure that they

own it
Obtaining the resources required to develop the scheme
Pilot testing proposed setting the time table for development and introduction
Establishing success criteria
Monitoring and evaluate implementation, including time skills

Stage 4) scheme design

The aims and purpose of performance management, how it will benefit all concerned and

how these aims can be achieved

The different needs and perception of different stakeholder groups
The use of objectives the form they should take, how they will be measured
How individual objectives will be aligned to corporate objectives
How objectives will be agreed
How performance planning should take place
Approaches to managing performance on a continuous basis
The use of personal development plans
The documentation require ensuring that it is simple and easy to use
The link to performance- or contribution related pay, if anyhow assessments will inform

pay decisions
The use of 360-degree appraisal
Stage 5) pilot test
It is very desirable to pilot test the proposed performance management arrangements,
possibly in one part of the organization. Ideally, the test should extend over a full year of
operation and cover drawing up performance agreements, objective setting, performance
reviews, the preparation of personal development plans and recommendations.
The aims of the test should be define and the criteria used for assessing test result in each
of these areas should be predetermines.
Stage 6) briefing
Ann overall descriptions of the performance management scheme should be issued to all
employees that set out its objectives and method of operations and the benefits it is
expected to provide for all concerned. Some organizations have prepared elaborate and

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lengthy briefing documents, but fairly succinct documents often suffice as long as they
are writing in simple language and are well-produced.

Stage 7) training
The main performance management skills that people have to learn are:
Defining accountabilities and key result areas
Defining objectives
Identifying and using performance measures
Defining and assessing competencies behavioral requirements
Giving and receiving feedback
Questioning and listing
Identifying development needs and preparing and implementing personal development

plans
Diagnosing and solving performance problems
Coaching

Training may be providing by formal courses, but there will be a limit to the amount of time
that can be spared. Containing encouragement, coaching, guidance and support is also
required. This can be provided by HR but it can profitably be supplemented by the use of
experienced line managers as coaches.
Stage 8) maintenance
Performance management processes have to be nurtured. The fundamental mistake many
organizations have made is to believe that all they have to do is to design an elegant system
complete with documentation, to a flourish of trumpets introduce the system with the help of
glossy brochure, run one or two half day training courses and it will all happen as planned.
But it will not. Plans have to be prepared and implemented that provide for line managers to
be encouraged on a continuing basis to carry out their performance management
responsibilities properly and be given any support or guidance they may need to do so.
Employees generally should also be encouraged to play their part and be provided with
support.
Stage 9) evaluation
It is essential to monitor the effectiveness of performance management to evaluate its
effectiveness, ideally once a year. Engelmann and Roesch have suggested the evaluating a
performance system:
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How will it support the organization objectives

How it is linked to the reorganization critical success factors
How will it defines and establishes individual objectives
How will it related to job responsibilities and performance expectations
How effectively it encourages personal development
How easy it is to use
How objective or subjective, clear or ambiguous evaluation criteria are
Whether it addresses company policies and procedures
Whether it is fairly and consistently administrated
How well supervisors and employees are trained to use and live under the system
How it is link to pay

References
hrcouncil.ca Resource Centre
slideshare.com
google.com
text book

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