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THE CONCEPTUAL FRAMEWORK

THE CONCEPTUAL FRAMEWORK. SYSTEMS FACTORS AFFECTING INDIVIDUAL PERFORMANCE. Organisations should be treated as open systems which transform inputs into outputs

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THE CONCEPTUAL FRAMEWORK

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  1. THE CONCEPTUAL FRAMEWORK

  2. SYSTEMS FACTORS AFFECTING INDIVIDUAL PERFORMANCE • Organisations should be treated as open systems which transform inputs into outputs • Systems theoryis the basis of input-process-output-outcome model of managing performance, which assess the entire contribution that an individual makes within the system in carrying out allocated job • Inputs: skills and knowledge that an individual brings to a job • Process: how people actually performs their jobs • Outputs: results of performance expressed in quantified terms such as sales volume • Outcomes: a visible effect which is the result of effort, but not measured in quantified terms • This model is important becuase it: • Provides a basis for measuring performance • All the factors that influence performance are taken into account when assessing it

  3. Outcomes Inputs Outputs Organisational Learning Perspective Financial Perspective Internal Process Perspective Customer Perspective Public Sector Value Creation Process Perspectives & the “Cause-and-Effect” Principle Transformation

  4. CONTEXTUAL FACTORS • Systems operate within the context of organisation • Managers needs to understand patterns of behaviour observed and predict in which direction behaviour will move • Use his knowledge to control behaviour • Manager be able to diagnose the situation he is working in • People should know the situation they work in • The context includes organisational culture, employee relations climate, people involved and the internal environment, organisational structure, and technology and working practices, size, and external environment.

  5. CONTEXTUAL FACTORS • Organisational culture: • shared beliefs, norms and values – can shape the way people act and interact • Influence the way things gets done, how managers behave in managing people • Employee relations climate: • Perception of relationship between managers and employees • Trust one another, fair treatment, open and honest management • Harmonious relationship, employees commitment • People: Composition of workforce (knowledge levels, abilities etc vary) • Organisation structure: structure supporting the objectives setting • functional, process, flat structures • Technology and working practices: • High technology requires innovation • Extent to how computer/machine is controlled • Size: PM of small firms cannot be scaled down to large companies • External environment: turbulence in competitive, business, economic and political environment must be response or adapted to quickly

  6. PERFORMANCE MANAGEMENT VALUESBelief that: • Management has responsibility to create conditions in which high performance is achievable • Everyone is concerned with improvement of performance (joint responsibility) • People should be valued for what they are and what they achieve • Individuals be given opportunity to express their views about objectives the are expected to achieve • Individual needs and organisation needs be recognised and respected • Individuals to understand and agree to measures used to monitor their performance and be able to track their own performance against measures • Individuals have right to obtain feedback on their performance and to comment on feedback • Know why decisions affecting them (emerging from performance reviews) have been made and should have the right to appeal • Focus should be developing performance rather than merely managing it • Priority be given to developmental aspects of performance management

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