Organizational behavior: Lecture 43 - Dr. Mukhtar Ahmed

Organizational
Behavior
(MGT-502)

Lecture-43


Summary
of
Lecture-42


High-Performance Organization?
• Organization’s mission

• Strategies
• Goals


Quality


Performance Management
1. Planning

2. Monitoring

Set goals and measures
Establish and communicate
elements and standards

Five Key
Components

Measure performance
Provide feedback
Conduct progress review

3. Developing

5. Rewarding

Address poor
performance
Improve good
performance

Recognize and reward
good performance

4. Rating
Summarize performance
Assign the rating of
record


The Foundations
• Communication- “Open and Honest”

• Integrity
• Accountability

Today’s Topics


How can we do it?


Positive consequence
(reinforced by reward)

Repeated

Behavior
Not repeated

Negative consequence
(no reward)


Define Your Needs
• Role Descriptions:
–Purpose
–Context
–Key Accountabilities and Duties
–Education and Experience
–Behavioural Competencies


Hiring

• Recruit
• Interview… behavioural questions
• Assessments… job requirements
• Reference Checks… a must… connect
to interview results.
• The Offer… put it in writing!


Training
• Soft Skills …

• Hard Skills …
• On the Job…
• Continuous Learning…


Learning and high-performance
cultures.
• Uncertainty highlights the importance of

organizational learning.
• High-performance organizations are designed

for organizational learning.
• A learning organization has a culture that

values human capital and invigorates learning
for performance enhancement.

Performance Standards
• SMART Objectives:
– Specific

– Measurable
– Achievable
– Realistic
– Time-based

• Connected to the role description


Measuring Performance
• 360° Feedback
• Quality Evaluations
• Internal/External Customer Surveys
• Observation and Self-Assessment
• Remember: be SMART in your

evaluation


Performance Reviews
Day-to-Day Management
• An open, ongoing conversation
• Timely acknowledgement of good work
and/or performance deficiencies

• Be available… observe your reports in
role… be open to learning and sharing.

• Documentation


Formal Reviews
• Set a schedule and follow it through!
• Be consistent… consider the whole time
horizon… be specific.
• Tools: role description, Self-Assessment,
draft Supervisory Assessment
• Documentation


The Performance
Conversation
Purpose:
• to exchange information, review standards, discuss
outcomes (successes and challenges),
acknowledgement, renew commitment/get agreement,
set new objectives

Preparation:
• Allow both parties sufficient time to prepare and reflect
• Conduct a full investigation prior to making any
decisions

• Document, document, document


The Performance

Conversation
• Talk to the employee in private
• Take nothing for granted
• LISTEN, LISTEN, LISTEN
• Do not make accusations or lay blame
• Focus on the issue and the behavior – not the
person
• Determine the cause of the behavior


Coaching
•

Make performance expectations and
priorities clear.

•

Help employees to solve problems.

•

Teach new skills.

•

Promote growth and development.

•

Give constructive feedback.

•

Give ongoing positive recognition.

•

Hold employee accountable.


Counselling
• Listen for the real problem.

• Develop a plan to correct
problem.
• Help the person consider options.


Rewarding Good Performance
• Recognition & Appreciation
• Job Enlargement / Enrichment
• Project Assignments
• Advancement
• Investment (Compensation, Training)


Correcting Poor Performance
• Describe unsatisfactory performance. Be
specific.

• Describe the impact of that
performance/behavior (on the organization,
coworkers, division – safety, costs,
efficiency, morale).
• Describe expected performance (use
SMART objectives).


• Make the employee aware of what the
consequences will be if the performance has
not improved.
• Establish the social contract. Ask for
commitment.

• Involve the employee where possible in the
action plan.
• Offer help and support.
– HR, Training, Safety
• Document, Document, Document.


It’s Worth the Investment…
• Organizational Benefits… consistent, equitable,
early intervention, better morale
• Supervisory Benefits… acknowledge good work, nip
problems in the bud, team building, retention
• Employee Benefits… individuals and colleagues

know that they will be held accountable and are
valuable to the organization.