Measuring and Managing Performance in the Workplace

This presentation covers topics such as performance indicators, goal theory, SMART targets, benchmarking, probation, appraisal, mentoring, monitoring, occupational health, discipline, and employee development in the workplace.

Measuring performance (performance indicators, goal theory, SMART
targets, benchmarking)
Performance Indicators:-Businesses have different ways that they measure
employee performance, e.g in production its how many products are made,
in a supermarket its how many customers are served and products sold.
Goal Theory:- Goal theory is the practice of setting goals for employees to
achieve. The best set of goals are achieved when the employer and
employee work together to set goals that they both feel are important.
Benchmarking:- One way for an organisation to measure how well it is
performing is to measure itself against others. This can be done with
benchmarking. This means that an organisation tries to meet or better the
performance level of another organisation. Sometimes a benchmark
standard is set by the best organisation in industry, or by the government.

Contd..
SMART Targets:-This is a business tool used to work out how useful
a set of objectives actually is.
 Specific
 Measurable
 Achievable
 Realistic
 Time-constrained

Managing performance (probation, appraisal, supporting employees,
occupational health, managing workloads, delegating authority,
responsibility, capacity, competence, autonomy, linking rewards to
performance, discipline, employee development)
Managing Performance:- This involves monitoring the targets and
goals employees have been given to see how they are progressing
and what the final result is.
Probation:- A time at the beginning of employment to see if the
employee is suitable for the job and to decide if it is right for them.
Can vary between one week and one year depending on the nature
of the job. Why do you think this is?
Appraisal:-Appraisals regularly record an assessment of an employee's
performance, potential and development needs.

Contd..
Mentoring - A mentor is usually someone on the workplace who supports and
encourages another employee to help them achieve their best performance
possible. It is a one-to-one relationship and the mentor tries to pass on their
knowledge, experience and skills to the employee.
Monitoring - This is the process of checking that an employee is making
progress. It is usually formal (where the manager checks the employee in
an obvious way) or informal (where they make more discrete judgments).

Contd..
Mentoring - A mentor is usually someone on the workplace who supports and
encourages another employee to help them achieve their best performance
possible. It is a one-to-one relationship and the mentor tries to pass on their
knowledge, experience and skills to the employee.
Monitoring - This is the process of checking that an employee is making
progress. It is usually formal (where the manager checks the employee in
an obvious way) or informal (where they make more discrete judgments).

Contd..
Buddying - This is usually where a new employee is supported by a more
experienced employee.
Occupational Health:- Making the work environment as healthy and relaxing
as possible should be part of any employer's occupational health strategy
Discipline:-Without disciplinary procedures, under-performing employees
may cause poor performance of the whole organisation as well as
resentment amongst other employees who feel they need to work harder to
make up for the shortfall.

Contd..
Employee Development-This helps employees to keep developing and
becoming better at their jobs, thus improving their performance.
Different methods are:-
 Training
 Learning
 Job rotation
 Accelerated promotion
 Personal
 Professional

Thank you