Performans yönetimi
Performance management
- Tez No: 75376
- Danışmanlar: Belirtilmemiş.
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 125
Özet
Yöneticilerin hangi tip organizasyonda olursa olsun karşılaştıkları ve çözmek zorunda oldukları en büyük problem çalışanlarından en yüksek performansı nasıl elde edebilecekleridir. Yöneticiler ilk olarak, çalışanların maksimum çabayı göstermeleri için onları motive etmeli, yani ellerinden gelenin en iyisini yapmalarını sağlamalıdırlar. Ancak onları sadece motive etmek sorunu çözmemektedir. Çalışanların sadece çaba ve zaman harcamaları, istenilen sonuçlan doğurmayabilir; onların çabalarının hedeflenen yöne doğru olması da sağlanmalıdır. Bunun için ilk önce hangi yöne gidileceğinin tesbit edilmesi ve bu bilginin çalışanla paylaşılması gereklidir. Çalışandan maksimum çaba ve sonuçların alınması için yapılması gereken konulan sekiz başlık altında toplamak mümkündür: 1. İşi çalışan için önemli hale getirmek 2. İşi yapabilecek ve kendini geliştirebilecek potansiyeli olan kişileri seçmek 3. Çalışandan işinde ne beklendiğini açıkça belirtmek 4. Çalışanı gerekli bilgi, beceri ve davranışı kazanacak şekilde eğitmek 5. Performansı değerlendirmek, sonuçlar ve beklentiler ile ilgili mutabakat ve iletişim sağlamak 6. Çalışana performansını artırmada yardımcı olmak 7. Çalışanla ilişkiyi sürdürmek 8. Performansı ödüllendirmek Yönetim çalışanların performanslarını artırmak için öncelikle motivasyonlarını artırma yoluna gider. Motivasyon her nekadar performans için çok önemli ise de tek başına yeterli olmayacaktır. Ancak bu iki unsur arasında çok yakın bir ilişki vardır. Yalan ilişki motivasyon teorilerinin temel yaklaşımları incelendiğinde daha iyi anlaşılmaktadır. Motivasyon teorilerinde geçen bütün unsurlar ya performans yönetimi sürecinin içinde var olan ya sistemin varsayım olarak isteği ya da performans yönetim sistemiyle bağlantılı diğer insan kaynaklan sistemlerinde var olan kavramlardır. Motivasyon stratejilerinin bütün insan kaynaklan uygulamaları ile birlikte entegre olarak uygulanması şirketi arzu ettiği yere götürecek iç çevresinin oluşmasını sağlayacaktır Çalışanların yüksek performans göstermesi için doğrudan uygulanan sistem ise performans yönetim sistemidir. Bu sistem çalışanların performanslarının şirket hedeflerine ulaşmak yönünde arttırılmasını amaçlamaktadır. Performans yönetim sisteminin dört önemli bileşeni vardır. -Hedefler; - Yetkinlikler; - Kişisel Gelişim Planı - İş Başında Eğitim ve Yönlendirme.
Özet (Çeviri)
In the last decades, the knowledge has become the most powerful asset. Although we have lived the incredible improvement in the area of technology, the value of the knowledge and creativity has increased. While the businessmen were experimenting this changing process, they have understood the importance of their human resources. They have acknowledged that the most of these changes had planned initialized, and applied by the human brain. The creativity and flexibility of the human being made it the most valuable asset in the firms. This concept had brought the strategic Human Resources Management. In today's world managers are responsible for improving the capacity and the potential of the human resources. We have to mention that, for working with the capable human resources, the managers firstly should employ the right person and give her/him opportunity to perform her/his job and show her/his skills on the job. The firms in today's competition should keep their knowledge inside. That means they have to make their employees happy for preventing their resignation and transfer with the company's knowledge. It is also important to train another employee for the job. That is why the human resources concept had become one of the most important management tools. All of the human resources management applications aim mainly to improve company's employee potential. They aim to employ effective personnel and to obtain maximum outcomes. The question is how to keep trained and effective personnel working for the company and how to improve their performance. Since the firms try to reach their goals they have to obtain maximum performance of their working personnel. In this context, the managers search the way to improve performance of their subordinates. There are two dimensions of the performance: the desire for maximum effort, achievement and potential. The major challenge that managers face in all types of organizations is how to get maximum performance from their subordinates. The eight conditions to get maximum effort from employees are described below. The managers should: 1. Make the job important for the employee. 2. Select a person who has the potential to perform the job. 3. Clarify what's expected of the employee in the job. 4. Train the employee in the necessary knowledge, skills and attitudes. 5. Evaluate performance and communicate results and expectations o the employee. 6. Help him/her to improve performance. 7. Maintain rapport with the employee. 8. Reward for performance.These eight actions are included in a performance management system which has to be designed and applied in the company. The performance management system is a system which helps to improve employee's performance through the company objectives. The system has four basic features: 1. Individual Objectives: They are deployed from the company's vision, mission and objectives. They highlights what are the results expected from the employee. 2. Competencies: They are used to inform employee in which way he/she is expected to behave. They represent the understructure of the efficiency in the job results. There are two types of competencies: a) Behavioral Competencies: They are used to define the expected behavior characteristics. b) Technical Competencies: They are the characteristics which refer to the technical knowledge and skill requirements for the job. 3. Performance Improvement Plans: This plan is designed to determine which area of the performance had to be improved and which actions had to be taken. This part of the system is very crucial because it determines how to perform better, what is the lack of knowledge, attitude or skill and how to satisfy these incompetence to work more effectively. 4. On The Job Coaching And Training: This part of the performance management system requires feedback and communication. The managers should supervise their subordinates, inform them how they perform and show them which action must be taken for achieving their goals. They must be careful while informing the subordinate they should avoid to demotivate him with his behavior or oral messages. They should select words very carefully. The training gives opportunity to remove the inconvenient conditions which occur because of the lack of knowledge and also to prepare the employee to the next position of his career even if he/she has not got any lack of knowledge or skill. It is now obvious that the eight recommendations given above are supported by the performance management system as below: * The system supports other applications of human resources management * The system is based on the agreement * The system requires high level of communication between manager and subordinate * The system may not be enough to get better performance from the employee. The system and other motivation strategies must be applied at the same time. The objectives are described as following definition:“The conditions or results that will exist when the job segment is well done”. There are nine characteristics of effective objectives:1. They should be based on job, not the person on the job. The objectives are established for the job itself regardless of who occupies the job. 2. They should be challenging 3. They should be achievable: It means that practically all employees on the job should be able to reach their goals. 4. They should be clear: They should be understood by both managers and subordinates. Unfortunately there is often misunderstanding and confusion between two parties. 5. They should be agreed on: Both manager and subordinate should agree that the goals are fair. This is very important in motivating the employee. 6. They should be specific and measurable : Some people feel that they must be specific and measurable. They insist that they must be stated in concrete quantities. Of course it is the best way to state objectives. But sometimes it isn't possible to state measurable objectives without neglecting some critical parts of the job. However, managers and subordinates should try to state goals as specific and measurable as possible. Early in a performance review program, it might seem impossible to state objectives in measurable terms and to determine a concrete indicator. With practice and experience, it may be possible to be specific on all or nearly all objectives. 7. They should be time bounded: The accomplishment time of the objective should be determined. 8. They should be written: Both manager and subordinate should have a written copy of the performance planning form which is agreed on. 9. They should be subject to change: Regarding the assumptions and changes in the environmental factors the objectives should be reviewed and changed if it is necessary. When evaluating performance the managers should pay attention to some inconvenient factors which effect the appraisal process and rating even unconsciously. These traps are grouped in two categories: 1. The Halo Effect: It is the tendency of the manager to overrate a favored employee. This can happen for a variety of reasons. * Effect of Past Records: Because the person has done good work in the distant past, performance is assumed to be O.K. in the recent past too. Good work tends to carry over into the current rating period. * Compatibility: There is a tendency to rate people whom we find pleasing of manner and personality more highly than they deserve. * Effect Of Recency: The person who did an outstanding performance in recent weeks might be overrated regardless of the remaining part of the year. * The One-Asset Person: The person with an impressive appearance or an advanced degree of education or with the same background with his boss may be overrated.* The Blind-Spot Effect: This is the case where the boss doesn't see certain types of defects because they are just like his/her own. * The High Potential Effect: The No-Complaints Effects 2. Horns Effect: This is the tendency to rate a person lower than the circumstances justify. Some specific cause of this are: * The Boss is Perfectionist. * The Subordinate Has The Tendency Often Disagree. * Membership in a Weak Team. * The Recent Dramatic Incident Effect * The Personality Trait Effect. * The Self Comparison Effect. For the performance interview the managers should make some preparations as listed below. He should: 1. Decide the best time for the interview when both parties are able to spend time together without interruption. 2. Decide on the best place. 3. Prepare the facilities; arrange the furniture so that the subordinate feel at ease. Perhaps the chairs should be side by side. 4. Gather information and materials which reflect the performance of the subordinate. 5. Plan the opening 6. Plan the approach to drive the interview: 7. Give the subordinate advanced notice. 8. Plan the conclusion. The manager should provide an appropriate ending of the interview. He should terminate the interview when all the terms are discussed and a positive climate established. 9. Guarantee no interruptions. Competency Based Performance Management: The Harvard Business School defined a number at areas of policy that general managers should take action in order to obtain four major outcomes within organizations. * Competence of employees * Commitment of employees * Congruence between the goals of the employee and the objectives of the organizations. * Cost effectiveness of human resources practices. There are two main factors that have led to the ascendancy of the competency based approach. These are: * The failure of large scale change programs to deliver the necessary changes in individual behavior. * A growing link between business performance and employee skills.A competency is the set of behavior patterns that the incumbent needs to a position in order to perform its tasks and functions with competence. This definition emphasize the competencies are concerned with people' s behavior. It is a dimension that manifest behavior that allows a person to perform competently Apart from the behavioral competencies the job analysis might also reveal specific technical skills, knowledge and abilities that are required for the job. We may mention these skills as competencies because, a person has to provide these characteristics in appropriate levels for achieving the job competently. For differentiating from the behavioral ones we call them technical competencies. They are important for performance management because they highlight the level of knowledge and skills required for the job. The competencies are the bases which provide the congruence of the performance system with other human resources applications. Once competencies have been defined, the next stage is to measure the extend to which they are held by existing managers and personnel. Sometimes this is called a competency audit. It aims to establish the existing situation which can be compared to the required situation. The methods available can be categorized into four main headings: * Analogues Approaches: where the aim is to copy key aspects of the job and to test the candidate's skills in this situation. The common thread in all these methods is that they try to create, in miniature, one ore more aspects of the job. * Analytical Approaches: Where the aim is to setup abstract tests that apply to people in general. The activities may be quite different to these performed on the job. * Reputational Approaches: Which involve relying on the judgments of the others. * Miscellaneous Approaches. The Relation Of The Motivation And Performance Researches have not established any strongly positive connection between satisfaction and performance. Since we have mentioned above, performance has two dimensions which are the desire related to the motivation and the potential which is related to the knowledge and abilities. When performance management system is applied, appropriate motivation strategies should be applied too in order to keep employee starving to reach his goals. The motivation theories reveal the importance of the following key factors in the motivation process. * Extrinsic and intrinsic motivating factors: Extrinsic rewards provided by the employer, including pay, will be important in attracting and retaining employees and for limited periods, increasing effort and minimizing dissatisfaction. Intrinsic rewards related to responsibility, achievement and the work itself may have a longer term and deeper impact on motivation.* The significance of needs and wants: People will be better motivated if their work experience satisfies their social and psychological needs and wants as well as their economic needs. * The influence of goals: Individuals at work are motivated by having specific goals which they have accepted and when they receive feedback on performance. * The importance of expectations: The degree to which people are motivated will depend not only upon the perceived value of the outcome of their actions -goal or reward- but also upon their perceptions of the likelihood of obtaining a worthwhile reward in accordance their expectations. They will be highly motivated if they can control the means to attain their goals. * Self- efficacy: Some people have to be helped to believe that they can do more or better. * Importance of positive leadership and teamwork * Recognition * Equity An effective performance management system supports most of these factors stated above. The main factor of its success is to design the most appropriate system for the organization's culture.
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