Managing Employee Performance

Start Date: 07/05/2020

Course Type: Common Course

Course Link: https://www.coursera.org/learn/employee-performance

Explore 1600+ online courses from top universities. Join Coursera today to learn data science, programming, business strategy, and more.

About Course

Once you have hired good employees, the next step that successful people managers take is to develop the full potential of their employees. Performance management is a process that helps managers achieve the goal of getting the best from their employees. In this third course in the Human Resources for People Managers specialization, we will discuss the skills and key processes you will need to develop your employees to attain department and organizational goals. These skills will include setting clear expectations, providing positive and corrective feedback, and delivering an effective performance appraisal.

Course Syllabus

In this module, you will begin your journey into learning about managing employee performance for your organization. We will cover performance management fundamentals and discuss ways to be more strategic in implementing better performance management in your organization. Two key elements that will be useful to people managers in this module are the difference between performance appraisals and performance management and recognizing how performance management can affect your organization.

Deep Learning Specialization on Coursera

Course Introduction

Managing Employee Performance In an increasingly fast-paced and dynamic world, managing employees is essential to the success of all organizations. In this course you will add human resource management (HRM) and accountability to your employee’s management and learn how to ensure the quality and success of your teams. Using the HRM as a lens for evaluating your employees’ performance, you’ll learn how to set effective goals, benchmark your employees’ success and failure, select the correct employees and train them to the skill set required, manage employee performance, and develop teamwork and communication skills. This course is the first of five courses in the specialization.Managing Employee Performance HRM and Employee Selection Criteria for Assessing Employee Performance Building Your Team and Communication Skills Malicious Software and its Underground Economy: RegTech In this course, you will gain an understanding of the emerging topic of malicious software, and its underground economy. We will cover such topics as software engineering methods, computer architecture, security, and operating systems. By the end of this course, you will be able to: - Describe key components of operating systems and operating systems. - Identify key aspects of operating systems and operating systems. - Apply concepts from the areas of cryptography, policy, kernel design, and authenticated and encrypted communication. - Apply principles of authenticated and encrypted communication. - Understand principles of trusted

Course Tag

Performance Appraisal Human Resources (HR) Performance Management Organizational Culture

Related Wiki Topic

Article Example
Employee morale The relationship between employee morale and organizational performance is straightforward.
Employee monitoring Employee monitoring is the act of surveying employee activity. Organizations engage in employee monitoring to track performance, avoid legal liability, protect trade secrets, and address other security concerns. The practice may impact employee satisfaction due to its impact on privacy.
Performance appraisal A performance appraisal (PA), also referred to as a performance review, performance evaluation, (career) development discussion, or employee appraisal is a method by which the job performance of an employee is documented and evaluated. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations.
Employee voice In an international context, the role of employee voice varies immensely. The European model is fundamentally based on employee communication and consultation between employees and corporate management. European Works Councils were introduced through the European Directive 1994 to accommodate these goals and provided employees with an opportunity to gain access to senior levels of their employers. The European model has required amendments to improve its effectiveness in managing employee voice and legal compliance
Performance management Managing employee or system performance and aligning their objectives facilitates the effective delivery of strategic and operational goals. Some proponents argue that there is a clear and immediate correlation between using performance management programs or software and improved business and organizational results. In the public sector, the effects of performance management systems have differed from positive to negative, suggesting that differences in the characteristics of performance management systems and the contexts into which they are implemented play an important role to the success or failure of performance management.
Performance management Organizations and companies typically manage employee performance over a formal 12-month period (otherwise known as the formal company performance period).
Employee monitoring One of the most effective forms of employee monitoring is through the use of video surveillance equipment. Video feeds of employee activities are fed back to a central location where they are either recorded or monitored live by another person. "This is a benefit because it provides an unbiased method of performance evaluation and prevents the interference of a manager's feelings in an employee's review (Mishra and Crampton, 1998)." Management can review the performance of an employee by checking the surveillance and detecting problems before they become too costly.
Employee engagement Two studies of employees in the life insurance industry examined the impact of employee perceptions that they had the power to make decisions, sufficient knowledge and information to do the job effectively, and rewards for high performance. Both studies included large samples of employees (3,570 employees in 49 organizations and 4,828 employees in 92 organizations). In both studies, high-involvement management practices were positively associated with employee morale, employee retention, and firm financial performance. Watson Wyatt found that high-commitment organizations (one with loyal and dedicated employees) out-performed those with low commitment by 47% in the 2000 study and by 200% in the 2002 study.
Employee surveys Employee surveys are tools used by organizational leadership to gain feedback on and measure employee engagement, employee morale, and performance. Usually answered anonymously, surveys are also used to gain a holistic picture of employees' feelings on such areas as working conditions, supervisory impact, and motivation that regular channels of communication may not. Surveys are considered effective in this regard provided they are well-designed, effectively administered, have validity, and evoke changes and improvements.
Performance appraisal Human resource management (HRM) conducts performance management. Performance management systems consist of the activities and/or processes embraced by an organization in anticipation of improving employee performance, and therefore, organizational performance. Consequently, performance management is conducted at the organizational level and the individual level. At the organizational level, performance management oversees organizational performance and compares present performance with organizational performance goals. The achievement of these organizational performance goals depends on the performance of the individual organizational members. Therefore, measuring individual employee performance can prove to be a valuable performance management process for the purposes of HRM and for the organization. Many researchers would argue that "performance appraisal is one of the most important processes in Human Resource Management".
Opel Performance Center Former DTM racer Volker Strycek is managing director of Opel Performance Center.
Performance paradox Performance appraisals also become ineffective because of employee reactivity to the evaluations themselves. The concept of reactivity explains that evaluations meant to assess performance are often rendered futile because they affect employee performances. In other words, many performance appraisals do not accurately measure performance because employees react to being observed and evaluated. Because they can only test an employee’s “test-taking” skills, not his or her objective accomplishments, evaluations appear unable to serve their purposes. Critics question the value and enduring existence of performance evaluations that lead employees to react and alter their behavior.
Performance management At the workplace, performance management is implemented by employees with supervisory roles. Normally, the goal of managing performance is to allow individual employees to find out how well they had performed relative to performance targets or key performance indicators during a specific performance period from their supervisors and managers.
Employee benefits Employees – along with potential employees – tend to view benefits that are mandated by regulation differently from benefits that are discretionary, that is, those that are not mandated but are simply designed to make a compensation package more attractive. Benefits that are mandated are thought of as creating employee rights or entitlements, while discretionary benefits are intended to inspire employee loyalty and increase job satisfaction. Based on this, Klonoski proposed definitions of both discretionary and non-discretionary benefits as a manager would view them: "Discretionary employee benefits are those organizational programs and practices that are not mandated by regulation or market forces, and that improve employee performance by increasing job satisfaction and/or organizational loyalty. Non-discretionary employee benefits are those organizational programs and practices that are mandated by regulation or market forces, and that create an employee right, entitlement, or expectation."
Typical versus maximum performance Workers usually exhibit maximum performance when they are being observed. Therefore, some conditions that tend to foster maximum performance include work samples (often given to a potential employee during an interview), manager evaluations, and job knowledge tests. The results from these situations are the ones that are most accessible to supervisors; however, they are usually not reflected in an employee's typical, or day-to-day, performance. This dichotomy makes it harder for managers to have an accurate picture of how an employee will typically act on the job. Therefore, an example of the importance of this distinction can be seen when a manager hires an employee based on high performance during an interview; the manager is essentially hiring the employee based on viewing their maximum performance, which may not be representative of their typical performance. Additionally, this distinction has led some organizations to take measures to get their employees to perform at their maximum level more often.
Performance-linked incentives Appraisals, normally conducted half-yearly or annually, are used to decide on the salary increments and promotions of the employee. These, being permanent increases, take both the performance and potential of the employee into account.
Performance appraisal Performance appraisals (PAs) are conducted at least annually, and annual employee performance reviews appear to be the standard in most American organizations. However, "it has been acknowledged that appraisals conducted more frequently (more than once a year) may have positive implications for both the organization and employee." It is suggested that regular performance feedback provided to employees may quell any unexpected and/or surprising feedback to year-end discussions. In a recent research study concerning the timeliness of PAs, "one of the respondents even suggested that the performance review should be done formally and more frequently, perhaps once a month, and recorded twice a year."
Job performance The second distinction is between typical and maximum performance. Sackett, Zedeck, and Fogli did a study on supermarket cashiers and found that there was a substantial difference between scores reflecting their typical performance and scores reflecting their maximum performance. This study suggested the distinction between typical and maximum performance. Regular work situations reflect varying levels of motivation which result in typical performance. Special circumstances generate maximum employee motivation which results in maximum performance.
Performance-linked incentives A performance-linked incentive (PLI) is a form of payment from an employer to an employee, which is directly related to the performance output of an employee and which may be specified in an employment contract. PLI may either be open-ended (does not have a fixed ceiling) or close-ended (has an upper ceiling which is normally stipulated in the employment contract).
Performance fee In the United States, performance fees charged by registered investment advisers are subject to certain requirements under the Investment Advisers Act of 1940. In addition, performance fees may be charged to registered investment companies only under certain conditions. Finally, performance fees charged to pension plans governed by the Employee Retirement Income Security Act (ERISA) must also meet certain requirements.