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Managing Perform. for Results: Critical Thinking Assignment -6

Managing Perform. for Results: Critical Thinking Assignment

Module 12: Developing Employees through Performance Management

Personal Development Plan

As we have learned in Chapter 8, employee development through performance management is important. However, we must not ignore the importance of ensuring our managers and leaders are developed. Just like subordinates are measured using performance standards, managers should also be measured against set standards.

For this assignment, you are required to create a self-assessment of yourself. Specifically, pretend that you’re a manager. Discuss the following:

  • Overall Weaknesses (2 minimum)
  • Accomplishments in your Employment
  • Two (2) personal goals and two (2) professional goals that you hope to accomplish
  • Feedback that you can apply to achieve your goals. For this requirement, consider the feedback that you have received from parents, friends, classmates, instructors, etc. and how this feedback will assist you in improving/accomplishing your goals.

Think about your overall strengths and weaknesses in terms of competencies you need to be an effective manager at work.

–

Your well-written paper should meet the following requirements:

  • Be 6 pages in length. With the exception of a title page, no citations or references are required for this assignment.
  • This should be an honest assessment of your personal and professional needs.
  • This assignment can be written in paragraph form, or it can be submitted in a bulleted format with expanded comments.
  • Applied course material concepts, principles, theories and any applicable analytical tools along with at least two scholarly peer-reviewed sources.
  • Use Saudi Electronic University academic writing standards and APA style guidelines.
  • Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.
  • Review the grading rubric to see how you will be graded for this assignment.

==

  • The assignment must include an introduction, and in the introduction should include:

    • Includes a purpose statement

    Mentions the upcoming sections

  • The assignment must include a Conclusion
  • The assignment must include at least 4 strong, good references in addition to course book.
  • Course book must be used for this assignment.

    • The Course book is

    Aguinis, H. (2019). Performance management (4th ed.). Chicago: Chicago Business Press. ISBN: 97809988140-87

  • Please make sure to provide examples to explain points ..etc
  • Make sure to cite your statements and in-text citation using APA
  • Please find out the attachments
  • Please Use APA 7th edition,
  • Please attach copy of all references you use

    • Managing Perform. for Results: Critical Thinking Assignment -6
    Managing Perform. for Results: Critical Thinking Assignment
    Module 12: Developing Employees through Performance Management
    Personal Development Plan
    As we have learned in Chapter 8, employee development through performance
    management is important. However, we must not ignore the importance of
    ensuring our managers and leaders are developed. Just like subordinates are
    measured using performance standards, managers should also be measured
    against set standards.
    For this assignment, you are required to create a self-assessment of yourself.
    Specifically, pretend that you’re a manager. Discuss the following:
    ▪
    Overall Strengths (2 minimum)
    ▪
    Overall Weaknesses (2 minimum)
    ▪
    Accomplishments in your Employment
    ▪
    Two (2) personal goals and two (2) professional goals that you hope to
    accomplish
    ▪
    Feedback that you can apply to achieve your goals. For this requirement,
    consider the feedback that you have received from parents, friends,
    classmates, instructors, etc. and how this feedback will assist you in
    improving/accomplishing your goals.
    Think about your overall strengths and weaknesses in terms of competencies
    you need to be an effective manager at work.
    Your well-written paper should meet the following requirements:
    •
    Be 6 pages in length. With the exception of a title page, no citations or
    references are required for this assignment.
    •
    This should be an honest assessment of your personal and professional
    needs.
    •
    This assignment can be written in paragraph form, or it can be submitted
    in a bulleted format with expanded comments.
    •
    Applied course material concepts, principles, theories and any applicable
    analytical tools along with at least two scholarly peer-reviewed sources.
    •
    Use Saudi Electronic University academic writing standards and APA style
    guidelines.
    •
    Support your submission with course material concepts, principles, and
    theories from the textbook and at least two scholarly, peer-reviewed
    journal articles.
    •
    Review the grading rubric to see how you will be graded for this
    assignment.
    ==
    •
    The assignment must include an introduction, and in the introduction should include:
    Includes a purpose statement
    Mentions the upcoming sections
    •
    •
    •
    The assignment must include a Conclusion
    The assignment must include at least 4 strong, good references in addition to course
    book.
    Course book must be used for this assignment.
    The Course book is
    Aguinis, H. (2019). Performance management (4th ed.). Chicago: Chicago Business Press. ISBN:
    97809988140-87
    •
    Please make sure to provide examples to explain points ..etc
    •
    Make sure to cite your statements and in-text citation using APA
    •
    Please find out the attachments
    •
    Please Use APA 7th edition,
    •
    Please attach copy of all references you use
    Part III: Employee and
    Leadership Development
    ◼
    ◼
    Chapter 8: Performance Management
    and Employee Development
    Chapter 9: Performance Management
    Leadership
    Copyright © 2019 Chicago Business Press
    8-1
    Chapter 8
    Performance Management and
    Employee Development
    Copyright © 2019 Chicago Business Press
    8-2
    Overview
    ◼
    ◼
    ◼
    Personal Developmental Plans
    Direct Supervisor’s Role
    Multisource Feedback Systems
    Copyright © 2019 Chicago Business Press
    8-3
    Stakeholders in the Development
    Process
    ◼
    Employees
    • Help plan their own development
    • Improve their own performance
    ◼
    Managers
    • Help guide the process of
    development
    • Support success of process
    Copyright © 2019 Chicago Business Press
    8-4
    Personal Developmental Plans
    ◼
    ◼
    Specify actions necessary to
    improve performance
    Highlight employee’s
    • Strengths
    • Areas in need of development
    Copyright © 2019 Chicago Business Press
    8-5
    Personal Developmental Plans
    Answer…
    ◼
    ◼
    ◼
    ◼
    How can I continuously learn and
    grow in the next year?
    How can I do better in the future?
    How can I avoid performance
    problems of the past?
    Where I am now and where would
    I like to be in terms of my career
    path?
    Copyright © 2019 Chicago Business Press
    8-6
    Personal Developmental Plans:
    Overview
    ◼
    ◼
    ◼
    Developmental Plan
    Objectives
    Content of Developmental
    Plan
    Developmental Activities
    Copyright © 2019 Chicago Business Press
    8-7
    Company Spotlight
    ◼
    ◼
    ◼
    ◼
    ◼
    General Mills uses individual development plans
    (IDPs) throughout the company
    IDPs are created annually and focus on
    competencies and employee career aspirations
    Company hosts speakers, providing Web-based
    learning tools, and holding workshops
    Sessions are tailored to different positions
    IDP is kept separate from the annual
    performance appraisal to maximize effectiveness
    Copyright © 2019 Chicago Business Press
    8-8
    Overall Developmental Plan
    Objectives
    ◼
    Encourage…
    • Continuous learning
    • Performance improvement
    • Personal growth
    Copyright © 2019 Chicago Business Press
    8-9
    Specific Developmental Plan
    Objectives
    ◼
    ◼
    ◼
    ◼
    Improve performance in current
    job
    Sustain performance in current
    job
    Prepare employee for
    advancement
    Enrich employee’s work
    experience
    Copyright © 2019 Chicago Business Press
    8-10
    Content of Developmental Plan
    1.
    Developmental objectives
    • New skills or knowledge
    • Timeline
    2.
    How the new skills or knowledge
    will be acquired
    • Resources
    • Strategies
    Copyright © 2019 Chicago Business Press
    8-11
    Content of Developmental Plan
    (Continued)
    3.
    4.
    5.
    A time line regarding the
    acquisition of new skills or
    knowledge
    Standards and measures used
    to assess achievement of
    objectives
    Based on needs of organization
    and employee
    Copyright © 2019 Chicago Business Press
    8-12
    Content of Developmental Plan
    (Continued)
    5.
    6.
    Chosen by employee and direct
    supervisor
    Taking into account
    • Employee’s learning preferences
    • Developmental objective in
    question
    • Organization’s available resources
    Copyright © 2019 Chicago Business Press
    8-13
    Summary of list of
    Developmental Activities
    Copyright © 2019 Chicago Business Press
    8-14
    Employee Developmental
    Activities
    ◼
    ◼
    ◼
    ◼
    https://www.youtube.com/watch?v=q2Ad
    8l4u2jU
    Why are developmental programs
    important at Wegman’s? What were some
    of the benefits for Wegman’s?
    What are some of the objectives of the
    development programs at Wegman’s?
    What are some of the developmental
    activities included in “Upskilling” at
    Wegman’s?
    Copyright © 2019 Chicago Business Press
    8-15
    Direct Supervisor’s Role
    ◼
    ◼
    ◼
    Explain what is necessary
    Refer employee to
    appropriate developmental
    activities
    Review and make
    suggestions regarding
    developmental objectives
    Copyright © 2019 Chicago Business Press
    8-16
    Direct Supervisor’s Role
    (Continued)
    ◼
    ◼
    Check on employee’s
    progress
    Provide motivational
    reinforcement
    Copyright © 2019 Chicago Business Press
    8-17
    Feedforward Interview
    Goals:
    • Understand the types of
    behaviors and skills that
    individuals have that allow
    them to perform well
    • Think about ways to use these
    behaviors and skills in other
    contexts to make further
    improvements in the future
    Copyright © 2019 Chicago Business Press
    8-18
    Steps of a Feedforward Interview
    1.
    2.
    3.
    Elicit a success story
    Uncover the underlying
    success factors
    Extrapolate the past into the
    future
    Copyright © 2019 Chicago Business Press
    8-19
    Company Spotlight
    ◼
    ◼
    ◼
    ◼
    Diageo expects supervisors to play an
    important role in developing their direct reports
    Career development plan includes: formal
    review, goal setting, and regular monthly
    meetings
    Supervisor helps identify specific development
    goals aligned with the employee’s career
    aspirations
    Supervisor also help employees achieve
    development goals by ensuring employees
    receive training, coursework, etc.
    Copyright © 2019 Chicago Business Press
    8-20
    Multisource (360-Degree)
    Feedback Systems
    ◼
    Tools to help employees improve
    performance by using performance
    information gathered from many
    sources
    •
    •
    •
    •
    •
    Superiors
    Peers
    Customers
    Subordinates
    The employee
    Copyright © 2019 Chicago Business Press
    8-21
    360-Degree Feedback Systems
    (Continued)
    ◼
    ◼
    Anonymous feedback
    Most useful when used
    • For DEVELOPMENT
    • NOT for administrative purposes
    ◼
    Internet used for collecting data
    Copyright © 2019 Chicago Business Press
    8-22
    Multisource Feedback
    ◼
    ◼
    ◼
    ◼
    https://www.etsplc.com/philips-360degree-feedback/
    What is the objective of multisource
    feedback at Philips?
    Why have people at Philips reacted
    positively to multisource feedback?
    What were some of the benefits of
    multisource feedback?
    Copyright © 2019 Chicago Business Press
    8-23
    Copyright © 2019 Chicago Business Press
    8-24
    Copyright © 2019 Chicago Business Press
    8-25
    Copyright © 2019 Chicago Business Press
    8-26
    Copyright © 2019 Chicago Business Press
    8-27
    Necessary Organizational Norms
    Include:
    ◼
    ◼
    ◼
    ◼
    Cooperation
    Openness and trust
    Input and
    participation valued
    Fairness
    Copyright © 2019 Chicago Business Press
    8-28
    Is the 360-Degree Feedback
    System Always Beneficial?
    ◼
    Most effective for individuals who:
    • Are high in self-efficacy
    • Perceive a need to change
    • Believe change is feasible
    • Set goals and take action
    ◼
    Less effective for individuals who:
    • Are low in self-efficacy
    Copyright © 2019 Chicago Business Press
    8-29
    Overview of 360-Degree Feedback
    Systems
    ◼
    ◼
    ◼
    Advantages of 360-Degree
    Feedback Systems
    Risks of 360-Degree Feedback
    Systems
    Characteristics of a Good 360Degree Feedback System
    Copyright © 2019 Chicago Business Press
    8-30
    Advantages of 360-Degree
    Feedback Systems
    Copyright © 2019 Chicago Business Press
    8-31
    Risks of 360-Degree Feedback
    Systems
    •
    •
    •
    •
    •
    Unconstructive negative feedback
    hurts
    Are individuals comfortable with
    the system? (User acceptance is
    crucial)
    If few raters, anonymity is
    compromised
    Raters may become overloaded.
    Stock values may drop
    Copyright © 2019 Chicago Business Press
    8-32
    Characteristics of a Good
    Multisource Feedback System
    Copyright © 2019 Chicago Business Press
    8-33
    Characteristics of Multisource
    Feedback system
    ◼
    ◼
    ◼

    What characteristics of a good
    multisource feedback system are
    included in this example?
    What characteristics are not included
    in this example?
    Copyright © 2019 Chicago Business Press
    8-34
    Company Spotlight
    ◼
    ◼
    AAH Pharmaceuticals uses multisource
    feedback for employee development
    Steps include:
    • Communicating that information is only for
    development planning and feedback purposes
    • Ensuring information is anonymous &
    confidential
    • A one-day meeting about results away from
    the office to initiate a development plan
    • Six-month follow-up meetings to review
    progress
    Copyright © 2019 Chicago Business Press
    8-35
    Quick Review
    Personal Developmental
    Plans
    ◼ Direct Supervisor’s Role
    ◼ 360-degree Feedback
    Systems
    ◼
    Copyright © 2019 Chicago Business Press
    8-36
    All rights reserved. No part of this publication may be
    reproduced, stored in a retrieval system, or transmitted, in
    any form or by any means, electronic, mechanical,
    photocopying, recording, or otherwise, without the prior
    written permission of the publisher. Printed in the United
    States of America.
    Copyright © 2019 Chicago Business Press
    Copyright © 2019 Chicago Business Press
    1-37

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