Reward and Performance- managing poor preformance with UG template

(2003 IRS Survey in Marchington and Wilkinson 2005 p192)
(Beer Biblioteka 981 p25)The Good the Bad and the Ugly!
A good and constructive appraisal meeting is one in which: • appraisees do most of the talking • appraisers listen actively to what they say • there is scope for reflection and analysis • performance is analysed not personality • the whole period is reviewed and not just recent or isolated events • achievement is recognised and reinforced • ends positively with agreed action plans. A bad appraisal meeting: • focuses on a catalogue of failures and omissions • is controlled by the appraiser • ends with disagreement between appraiser and appraisee
(2003 IRS Survey in Marchington and Wilkinson 2005 page 192)
Why
• To develop commitment to the organisation. • To motivate subordinates through recognition • To strengthen supervisor- subordinate relationship
Reward and Performance
Managing poor performance
Ways to identify poor performance
• • • • • • • Observation Critical path Error reports Appraisal Peer review Mystery shopper Self reflection and assessment
• Discuss what the problem is- the employee may have a different idea to the manager • Is the manager aware of what motivates the employee ? • Is the reward system in line with the plan? • Are regular goal setting meetings in place? • Is the required training in place? ?
It follows that……..
Someone with 100% motivation and 75% ability can often achieve above-average performance. But a worker with only 25% ability won't be able to achieve the type of performance you expect, regardless of his or her level of motivation.
(ACAS 2010)
Why?
• • • • • • • • To identify training/ development needs (89%) To evaluate individual performance (82%) To identify and acknowledge good performance (32%) To ensure managers and staff communicate (31%) To help make reward decisions (19%) To identify and deal with poor performance (17%) To increase productivity (9%) To measure standards of people management (5%)
Key Elements • Measurement • Feedback • Positive reinforcement • Exchange of views • Agreement

Appraisal Process Objectives
• • • • • • • • • • • To identify training/development needs (89%) To evaluate individual performance (82%) To identify and acknowledge good performance (32%) To ensure managers and staff communicate (31%) To help make rewards decisions (19%) To identify and deal with poor performance (17%) To increase productivity (9%) To measure standards of people management (5%) To develop commitment to the organisation To motivate subordinates through recognition and support To strengthen supervisor-subordinate relations
Exiting employees
• • • • Legal framework. ACAS guidelines. Managing the survivors. Cost benefit analysis.
Appraisal Process
“formal methods of planning and evaluating employee performance which involves employee interviewing (typically annually)”
(Boxhall and Purcell 2003)
Low ability may be associated with the following:
• Over-difficult tasks. • Low individual aptitude, skill, and knowledge. • Evidence of strong effort, despite poor performance. • Lack of improvement over time.
Some ways to enhance ability
• Resupply. • Retrain. • Refit. • Reassign. • Release.
Good performance management helps everyone to know;
• • • • • • • what the business is trying to achieve their role in helping the business achieve its goals the skills and competences they need to fulfil their role the standards of performance required how they can develop their performance and contribute to the development of the organisation how they are doing when there are performance problems and what to do about them.

Is it lack of ability or motivation?
For every hundred men hacking away at the branches of a diseased tree, only one will stoop to inspect the roots. - Chinese proverb
Performance = Ability + Motivation
Where: • Ability is the person's aptitude, as well as the training and resources supplied by the organization • Motivation is the product of desire and commitment
(Beer 1981 p25)
Improving motivation
• Setting of performance goals. • Provision of performance assistance. • Provision of performance feedback.
Creating a performance improvement plan – key questions