Yönetsel performans değerlendirmesi ve bir örnek uygulama
Managerial performance evaluation
- Tez No: 52547
- Danışmanlar: PROF. DR. NAZIM EKREN
- Tez Türü: Yüksek Lisans
- Konular: İşletme, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1999
- Dil: Türkçe
- Üniversite: Marmara Üniversitesi
- Enstitü: Bankacılık ve Sigortacılık Enstitüsü
- Ana Bilim Dalı: Bankacılık Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 77
Özet
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Özet (Çeviri)
Performance and Performance Management Performance is a natural outcome of both intelligence ability and motivation. Perfomance management systems aim at measuring and evaluating the employee's both individual and professional abilities according to the criteria objectively predefined to reach to the target and the satisfaction realizing their need for training and development of the employees to form the basic data for the management of carrier planning and scale of salaries. Performance management serves to reach the target to direct the performance of the employees and form the feedback mechanism for the employee to develop in his/her profession and prepare for the future. In order to reach the target, both the manager and the employee should be objective, clear, sensitive to the needs and expectations of the other party, open to develop and help developing directing rather than judging. Besides the minimum qualifications like to accomplish the job like the willing, for what and how the performance will be performed should be indicated clearly. At this point, it would be useful to mention“TARGET MODEL”which should be considered as a whole in an affective performance management (HERSEY and GOLDSMITH MODEL)1. 1) Ability: The required knowledge, skill, experience and personal qualifications to accomplish the job, 1 HERSEY P.-BLANCHARD, K., Management for Organizational Behavior, PRentice Hall, New Jersey, 1993, p.4 19-4202) To be clear: To realize and accept what will be done when and how, 3) Organizational Support: To accomplish, the job, the required budget and other equipment be forwarded by other departments and human resources department. 4) Motivation: Being aware that the accomplished jobs will be awarded either secretly and openly. 5) Observation and Direction: Daily evaluation and directing before the periodical performance appraisal, 6) Validity: The legal conformity of the rules and their application to the company defined by the management practice. 7) Environment: The influence of the changing market conditions and government applications. Performance management feature 3 main points A. Performance Planning B. Directing Assisting C. Performance Appraisal The way we evaluate performance management requires these three functions should feature together in the same process. A. PERFORMANCE PLANNING Performance planning can be defined as an important management activity determined at the beginning of the performance planning period, where the targets and the strategies to reach these targets are discussed and decided.,.«, (ft.The traditional management practice puts forward the idea both the managers and employee to define the targets together, new dynamic leadership practice shows as that that this can be valid only for the medium size employees where, an atmosphere should be created for the top level success employees with feature to take responsibility and define the strategies should practiced. Besides this practice of dynamic leadership comprehension will be applied during the performance planning period, the employees would be aware of the area the managers move in order to reach the target and this will help to reduce the unnecessarily tension and prevent the surprises. The variables of the“TARGET MODEL”mentioned in the previous page of performance planning should be used altogether. Apart from this a manager, by preparing the answers to following questions, can foresee what can be the positive outcomes, avoiding the negative ones and which way to take to accomplish the missing points:. Whether know-how is clearly defined?. What is the organizational support?. Whether the process defined for informing and directing? B. DIRECTING AND ASSISTING Dynamic leadership practice plays a great role in managers' assessing the connections between the targets defined in performance planning process and the success lines of the employees in reaching these targets. What the managers mostly fail to notice is moving onto directing and assisting phase before the paper analysis of variables of target model. If the performanceproblems are conveyed as soon as possible, the solution will be reached shortly and many conflicts will be avoided. C. PERFORMANCE APPRAISAL What is expected at the very beginning of a performance appraisal is that it won't end with a surprise either for the manager or the employee. The performance appraisal will be a natural outcome of the evaluation of the past period both for the employee and the manager, rather than a nightmare, if the variables of“Target Model”in performance planning and directing assisting processes and the principles of dynamic leadership which will be mentioned later as are considered properly. In final performance appraisal, how much for the standards defined in performance planning process drawn, accomplished and furthermore improved are analyzed. If the performance problem is agreed upon, the manager and the employee should convey the reactions and decisions which will be leading within solutions to overcome the problem. At this stage again the accurate analysis of the variables of“Target Model”will play an important role in defining the possible future training transfer and personnel related decisions and whether the reason for distraction from performance standards is caused by the employee, the organization environmental facts or the administration. What we should keep in mind is the fact that there can never be the best or the most accurate in solving the problems related to people. III. PERFORMANCE APPRAISAL A. Introduction:Performance appraisal is an evaluation through the employer evaluates the employee's performances in job by comparing and assessing the predefined standarts. This is a systematic process in which good performance is evaluated, awarded and to be developed are established. Performance appraisal process should be approached through two different perspectives: organizational and individual. Organization focuses on the support of performance appraisal results in total on company where individual on reaching the targets successfully. The main reasons for performance management and performance appraisal as the basics of human resources planning process as listed: e Performance assessment,. Potential and promotion capacity,. Career planning and development process, 9 Supporting planning and control. B. History: Performance appraisal is perceived as a formal procedure on whom the appraisal is conducted. Appraisal formats are originated in the USA, yet has been practiced in the United Kingdom since 60's-70's. Many surveys are conducted accordingly due to the defaults in appraisal formats and difficulties faced by the employer during the performance appraisals.Despite the difficulties faced by the employer, every employer is aware of the useful outcomes of performance appraisal when accomplished properly; for the employees for the employer and for the institution. The related surveys are carried for the welfare of the process through recognition of current problems. The most frequently encountered problems are: « Subjective approach in performance appraisal;. Centralist tendency (only a few criteria applied/based),. Unnecessary (in number and accuracy) documentation,. Assessment according to unrelated targets,. Different tendencies among the managers. Many institutions aiming at solving some of the problems mentioned above made some adaptations and developed kinds of procedures to make the application objective. One of the methods recently observed focuses on evaluation the performances of employees according to the predefined target and level of accomplishment rather than their personalities. Management based on targets, besides being an approach of management, is also typical example of performance evaluation system based on results2.“Management Through Targets”3 which emerged in 1960s and at the beginning 1970s is a result of this tendency. *t* £*n“V 2 UYARGÎL, C, İşletmelerde Performans Yönetimi Sistemi, 1.0. İşletme Fakültesi Yayın No:262, İstanbul, 1 994, p.5 1, : f;.:”A '*'“”*.< *.'.<>,. 3 ARTHUR, D., Managing Human Resources in Small and Midsized Companies, AMACOM, Nev/ J ?y,: v“^ ''”,.,,.“ \ York, 1995: p.177. ”;. ' /^ \ '“j BlyjManagement through Targets4 in fact both carries a wider content and also is one of the main element of performance evaluation system. Management through Targets states the combined aims understood mutually by different units and classifying the targets of the institution. (For example Marketing Department accepts to sell the credit provided by Finance Department). However many ”Management through Targets“ principles apply only to a limited area. It is obvious that approach on evaluation based on outcomes or outputs are healthier than the evaluation based on personalities or inputs. Literature forming evaluation systems stresses especially the possible discordance among the targets put forward. Before, the existing performance was connected to salary, which caused the employee accept his/her deficiencies and led the employees to show defensive and reluctant attitude; which eventually today the employees of the systems not related to salary evaluate the choice of the employer as an incorrect one. Recently the difficulty in evaluation of determining the existing performance (can be done only by the best and first superior) together with potentially best performance realized (=promotion) (can be determined by a top level manager superior than the first one) is put forward. As a result, some of institutions created different procedures apart from evaluation systems to determine the potential growth and development. A survey conducted by the Personnel Evaluation Institute, among 306 institutions during 70s and 80s, on performance evaluation systems showed that 4 LAWRENCE, R. J.-GLUECK, W. F., Business Policy and Strategic Management, McGraw Hill Company, New York, 1988, p.320evaluation systems continuously lose their significance in determining the potentials such as future promotion and salary management. 1970 1980 % % Determining Training and Development 96 97 Potential Developing the Existing Performance 96 97 Revise the Past Performance 92 98 Determine the Future Promotion 91 71 Possibility Assisting Performance Targets 91 81 Appraisal of new salary level 57 40 It was only the managers who were evaluated. Today the spectrum of the evaluated ones has been enlarged. For almost every employee job descriptions are considered and evaluation is conducted through different methods. Again today, performance evaluation system which was perceived differently from the one mentioned above is not considered free from the system of promotion and salary management in many institutions. G. Results of Performance Evaluation; 4 main functions of performance evaluation leading to results are; 1) Each person has enough feedback on his/her performance, 2) Serving as an improving and developing action to form effective job habits, 3) Providing the sufficient data to managers for determining the future rotations and career planning processes, 4) Effecting on salary and bonus system.. V J”vrAs it is seen performance evaluation is a necessary format to be formed for the communication of job activities. Besides, it is a good opportunity to convey the best performance, reward and the required areas to be developed. The positive effects of performance evaluation; For the organization For the individual Performance appraisal and Determination the expectations of the determination of systematic targets employer under the umbrella of efforts and performance Establishment of an effective Confidence in individual by awareness relationship for long term benefits of performance evaluation standards As a result, qualitative performance evaluation is possible when the evaluator and the evaluated conform predefined processes fully and the decision processes are carried out refined from prejudices and as objective as possible. V. CONCLUSION Generally accepted that evaluation methods are for the benefit of the employee as it shows his/her current level, for the benefit of manager as it helps observe the general performance of the institution and for the benefit of institution by forming healthy interactive discussion atmosphere. Although the methods mentioned face potential problems during the formation and application levels, many institutions emphasize annual aims and targets and make effort to develop these methods. Apart from this, it is also observed that there is a substantial tendency of using performance appraisal for salary increases.
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