Fundamentals of Public Administration MPA - 406

2. Fundamentals of Public Administration MPA - 406 Lecture – 20 • FACILITATOR • Prof. Dr. Mohammad Majid Mahmood

3. Reflections

4. Career Development • Ongoing process by which individuals progress through series of changes.

5. Career • Traditional Career • Protean Career • Frequently changing based on changes in the person and changes in the work environment

6. Promotion An upward move to a position with more authority, responsibility, and pay. Transfer A horizontal move to a position with about the same salary and organizational level. Demotion The downgrading or reassignment of an employee to a position with less responsibility. Job Changes within the Organization

7. Layoff Temporary separation of an employee Arranged by employer Permanent separation of an employee Arranged by employer Termination Resignation Permanent separation of an employee Arranged by employee Retirement Separation of an employee at the end of his or her career Separations

8. Career Management - CHALLENGES • A major challenge is how to balance advancing current employees’ careers with simultaneously attracting and acquiring employees with new skills. • Any other…….

9. HRD - challenges

10. Consider the following situations: • The athlete searching for a coach who really understands him. • The student waiting to see his guidance counselor at university. • The worker who has just begun working for a new boss. • A self-managing work-team and a supervisor about to meet to discuss objectives for the next quarter. Q: What do these situations have in common?

11. Q: What do these situations have in common? A: The need to manage performance effectively. • Think of performance management as a kind of compass. • Like a compass, the job of the manager or athlete coach, or university guidance counselor is to indicate where the individual or team is now, and to help focus attention and effort on the desired direction.

12. What is Performance Management? It’s all about what people do, how they do it and assessing results.

13. Performance Management • Aguinis (2012) defines: PM is a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization

14. What is Performance Management? Performance Management is an integrated approach to delivering sustained success to organisations by improving the performance of people who work in them and by developing the capabilities of teams and individual contributions (Armstrong & Baron).

15. Your Experience Think about your last review: • What thoughts come to mind? • What went right, what went wrong?

16. What do Employees Expect? • Positive/constructive feedback on a regular basis • Involvement in goal setting • Be treated fairly and consistently • Sharing of information and resources • Job/career enrichment opportunities

17. Elements of a Performance Management System Define Performance Set objectives TO ENERGIZE EMPLOYEE PERFORMANCE Encourage Performance Provide timely rewards that are valued by employees Facilitate Performance Provide resources

18. Rating Scale 4 - Excellent (Exceeds Standards) 3 - Good (Fully Meets Standards) 2 – Acceptable (Usually Meets Standards) 1 – Unsatisfactory (Fails to Meet Standards)

19. Performance Appraisal Methods • Ranking Method • Ranking employees from best to worst on a particular characteristic, choosing highest, then lowest, until all are ranked. • Paired Comparison Method • Ranking employees by making a chart of all possible pairs of the employees for each characteristic and indicating which is the better employee of the pair.

20. 360 Degree Feedback Feedback collected from “Boss” Internal Customers Colleagues Self Team Members External Customers

21. Comparing with Desired Criteria • The actual performance is compared with the desired or performance criteria. • The result can show the actual performance being more than the desired performance or, the actual performance being less than the desired performance depicting a negative deviation in the organizational performance

22. Potential Rating Scale Appraisal Problems • Unclear standards • An appraisal that is too open to interpretation. • Halo effect • Occurs when a supervisor’s rating of a subordinate on one characteristic biases the rating of that person on other characteristics. • Central tendency • A tendency to rate all employees the same way, such as rating them all average.

23. Potential Rating Scale Appraisal Problems • Strictness/leniency • The problem that occurs when a supervisor has a tendency to rate all subordinates either high or low. • Bias • The tendency to allow individual differences such as age, race, and gender to affect the appraisal ratings.

24. REASONS WHY MANAGERS SOMETIMES DO NOT ADDRESS PROBLEMS • They hope the problem might go away by itself • Lack of confidence • A fear that if the problem is highlighted, more problems might come up • A fear of confrontation • Worry that working relationships might be damaged • Fear of being challenged • Lack of time • Not knowing where to start • Lack of understanding that a performance issue exists • Lack of support

25. Conclusion

26. FACILITATOR • Dr. Mohammad Majid Mahmood