Performance MONITORING

PERFORMANCE MONITORING
WHAT IS PERFORMANCE MONITORING
• Performance monitoring makes a contribution in the evaluation of work methods

and employee performance.
Haynes 1984
• Performance monitoring may also be defined as a process of promoting a climate
of continuous learning and development, helping to sustain employee
performance at planned level, enhancing individual competencies and making
employee competitive with in an organization for productive contributions.
CHARACTERISTICS OF PERFORMANCE MONITORING
1. It is an aftermath activity of performance appraisal.

2. It is a tool to keep employee performance focused as required by the objectives and
goals set in the performance plans.
3. It provides opportunities to employees to correct performance regularly by making
use of feedback from managers.
4. It provides training and development opportunities to employees.
5. It facilitates career development of employees.
6. It strengthens relationship between management and employees ,based on principles
of management by facts.
OBJECTIVES OF PERFORMANCE MONITORING
• To provide learning, training and development opportunities to

employees
• To improvise individual job performance as well as methods and

techniques of measuring performance.
• To incorporate change necessitated by external environment

and affect overall performance improvement of the organization.
DSMC/ATI PERFORMANCE IMPROVEMENT MODEL
The DSMC/ATI Performance Improvement Model, shown in the diagram is

primarily a model for creating an improvement project. It has seven steps
and begins with establishing a cultural environment and results in
implementing a continuous cycle of improvement projects aimed at
improving organizational performance.
•Step1 :Establish the Transformation Improvement Process Management
and Cultural Environment
•Step 2: Define the Mission
•Step 3: Set Performance Improvement Goals
•Step 4 : Establish Improvement Projects and Action Plans
•Step 5: Implement Projects with Performance Tools and Methodologies
•Step 6: Evaluate
•Step 7: Review and Recycle
DSMC/ATI PERFORMANCE IMPROVEMENT MODEL
MULTI-SOURCE FEEDBACK IN PERFORMANCE
MANAGEMENT SYSTEM
Multi-Source Feedback is a process used in performance management system to solicit comments and views of
other individuals in the organization about an employee‘s performance relating to competencies and behaviors.
Features of Multi-Source Feedback
•  Feedback anonymity and rater confidentiality The source of feedback is unknown to an employee and
the inputs of employee’s performance is obtained from different sources and then it is aggregated using a
particular analysis format the feedback and is then provided to the employee.
• More than one rater and different sources Traditionally, a manager would undertake performance
assessment. Multisource feedback involves several individuals who view the employee‘s performance from
different aspects. These aspects may be any or all of those represented below
The most comprehensive type of multi-source feedback is 360-degree feedback, which involves an employee‘s
customer, peer, direct reports, self and manager.
IMPORTANCE OF PERFORMANCE MONITORING
Performance monitoring is important because-

•1. It provides scope for modification, change or alteration of the existing
performance management system, paving way for new and improved system.
•It helps in reviewing and correcting performance objectives as linked to

mission and objectives of the organization.
•It continually enhances performance of employees.
•It helps in realizing the full potential of employees and organization for
excellence in performance.
PROCESS OF PERFORMANCE MONITORING
• Identify gaps in performance plan and

demonstration
• Discuss, provide feedback and develop
improvement plan
• Seek employee commitment and verify for
adherence
Performance Appraisal
Performance Monitoring
Check:
Identify gaps in planned performance and Planning assumptions
actual performance Business Context analysis
Define:
Discuss, provide feedback and develop Key Performance
improvement plan. Indicators
Manage Effective performance

Seek employee commitment and verify and improvement
adherence Action plan implementation and
control
PERFORMANCE MONITORING PROCESS STEPS

Monitoring performance planning analysis and
development systems
If performance appraisals have to achieve the variety of developmental objectives ,the

appraisal system needs to be designed well and its implementation monitored. Most
appraisal systems are well designed but do not get properly implemented due to poor
monitoring and follow up.
Monitoring of performance appraisal systems can be done by using the following methods-
1. Individual contact- This is to find out the implementation status through interviews and
provide guidance wherever necessary. It is preferable to contact all individuals. If the
group is large it may be useful to contact all reporting or reviewing officers or a sample
of them. An interview schedule may be developed.
2. Analysis of Forms: Analyzing the forms received from the employees to find out trends,
problems etc and feeding the data back to line managers for use is another significant
way to monitor. The performance plans/KPSs/Tasks/Targets etc. may be compiled
department wise to see whether there are any missing links KPAs/tasks/targets and how
the parts are adding up to whole.
Monitoring performance planning analysis and
development systems
3.Line Manager task forces or departmental task forces- An organization wide or

department based task forces can be formed to monitor the implementation. Such task
forces may evolve their own methods of monitoring including a combination of individual
contacts, questionnaire, survey, short review workshops, analysis of forms etc.
4. Departmental Review Meetings- Each department could set aside a day or half a day
every year or every six months to review the implementation of performance
management system. In such departmental reviews all the employees may participate.
Commonly experienced difficulties could be identified and technical assistance sought to
help them overcome these.
5.Questionnaire survey: this is a most commonly used and a very useful method. In this
methods a follow up questionnaire is designed and sent to all the employees. The
questionnaire may deal with one aspect or comprehensively deal with all aspects of
implementation.
6. Presentation to top management or head of departments- this is not a separate

method but can be used as a potential mechanism to communicate the significance of
data generated through performance management system.
PERFORMANCE MANAGEMENT SYSTEM
MONITORING MATRIX
ANNUAL STOCK TAKING
Annual stock taking is a periodical and annual attempt to continuously assess the
extent of work as well as learning opportunity that have been optimally avail by
the manager. Inputs to stocktaking are provided by performance plans and
monitoring and mentoring records. Stock taking also provides several inputs to
future performance plan. Review in task assignments, task systems and tools are
also possible through stocktaking. An assessment of employee’s development
needs of future tasks and responsibilities is done more realistically to
stocktaking.
PERFORMANCE MANAGEMENT AUDIT

Performance MONITORING

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PERFORMANCE MONITORING

WHAT IS PERFORMANCE MONITORING

• Performance monitoring makes a contribution in the evaluation of work methods

CHARACTERISTICS OF PERFORMANCE MONITORING

1. It is an aftermath activity of performance appraisal.

• To provide learning, training and development opportunities to

• To improvise individual job performance as well as methods and

• To incorporate change necessitated by external environment

The DSMC/ATI Performance Improvement Model, shown in the diagram is

Performance monitoring is important because-

•It helps in reviewing and correcting performance objectives as linked to

•It continually enhances performance of employees.

• Identify gaps in performance plan and

Manage Effective performance

PERFORMANCE MONITORING PROCESS STEPS

If performance appraisals have to achieve the variety of developmental objectives ,the

3.Line Manager task forces or departmental task forces- An organization wide or

6. Presentation to top management or head of departments- this is not a separate

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