Performance Management

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We have stressed the importance of organizational productivity and recruiting, selecting, and promoting the best qualified candidates. The next topic requiring attention is that of performance management.

Sometimes when one thinks of performance management, one automatically thinks of the performance evaluation. Performance management is much more complex than just the performance evaluation; performance evaluation is only one component of the process. Edwards (2005) defines performance management as "the total process of observing an employee's performance in relation to job requirements over a specified period of time, setting goals, documenting performance during the period, and then providing feedback in the form of an appraisal."

Reading Assignment: For an introduction to the concept of performance management and the steps associated with it, please go to the website below. U.S. Office of Personnel Management's website on ("Performance Management," n.d.). Read the overview and then click on each of the steps at http://www.opm.gov/perform/overview.asp. You will find some outstanding resources associated with each step. (You need not read the links associated specifically with the federal program). Alternatively, you can view this document: via the attached PDF file. Performance Management Collection.pdf

The Job Analysis, the Job Description, and Performance Expectations

Performance management begins with a review of the job analysis and the job description. You'll recall from the previous module that an analysis identifies the various tasks associated with a given position. The job description provides a narrative written summary of the tasks, duties, and responsibilities of the position and should reflect observable actions (Edwards, 2005).

The next step in performance management is the writing of performance standards (sometimes referred to as performance goals, performance expectations, performance measurement objectives, and various other phrases).

While "generic" or "standardized" expectations may have been developed at some earlier point (hopefully with input from the employees [or volunteers]), the supervisor and the employee need to review the applicable performance expectations --- what performance is expected, perhaps modify them as desirable or to keep them current, and agree on a performance plan for the employee.

A basic job expectation is defined as "a statement of the result an individual employee will achieve when he/she is doing a job satisfactorily" (National Fire Academy, n.d.).

Once "satisfactory" is defined, expectations are developed for the other rating categories associated with the task (usually those that are in fact used later in the performance appraisal). For example, using a five point scale, the other performance levels might be unsatisfactory, needs improvement, exceeds expectations, and outstanding.

While the primary focus of expectations is behavior, if traits are being evaluated, specific expectations/criteria associated with each should be developed as well.

To be effective, performance expectations must meet the following criteria.

According to the National Fire Academy, (n.d.), each expectation must:

1.Apply to only one critical job element.

• Avoid lumping singular behaviors together.

2. Be specific.

• Tell who is to be evaluated.
• Tell what is to be evaluated.
• State level of achievement required.
• State by when and/or under what conditions behavior is to be performed.

3. Be realistically attainable.

4. Be legally defensible.

• Valid.
• Free of bias.

5. In compliance with applicable laws, regulations, and organizational policies and procedures.

You will recall that in Module III we suggested these be developed along with the job description. If an employee knows what is expected, he / she is much more likely to strive for the expected level of performance.

These performance expectations will be grouped together into categories in order to evaluate performance at some point in the future.

When developing standards, individual as well as team standards must be considered. For example, in the fire service an individual standard can be developed for the timeframe in which the firefighter is expected to achieve an evolution, like donning full protective clothing and a self-contained breathing apparatus. A team standard involves a collective effort to perform a certain evolution such as a hose lay or ventilation evolution.

Resources

Performance standards should be developed in concert with your employees. They perhaps have a better idea of what is realistic. Obviously, the job analysis and job description are fundamental resources. Also, look at the standards developed by your respective professional organizations. For example, in the emergency service, national standards and certification standards can be used in developing performance expectations.

The Performance Plan and Implementation

While performance expectations regarding job performance will be the core of such a plan, the plan would logically include any training objectives or goals, and perhaps other activities for the individual's career and/or professional development.

Now, at this point performance management requires that the supervisor facilitate performance and encourage performance. Facilitating performance entails removing obstacles, minimizing constraints, and providing adequate resources so that the expectations can be met.

Encouraging performance means monitoring it and rewarding good performance in meaningful and timely ways.

Throughout the evaluation cycle, the supervisor needs to provide both positive and constructive feedback.

If poor performance is observed, it must be called to the attention of the employee in a timely fashion. If a supervisor is doing a good job of monitoring performance and facilitating the improvement of unsatisfactory performance, employees should not expect to see an abundance of "unsatisfactory" marks on their annual performance evaluations. There will be no surprises for the employee, or volunteer.

Performance Notes

Keep performance notes. A constant monitoring of performance is critical. Documentation of the person's performance -- both the good and the not so good – is critical. Without the supervisor's performance notes, it is unlikely the worker will get an accurate performance evaluation. You can see a sample performance log and a sample T account in your text on pages 158 and 159.

If each employee or volunteer, is working to maximize his/her performance as an individual and as a team member, the organization as a whole will be performing at a higher level.

Reading Assignment: Please read Chapter 12, pages 243-245 "Performance Management," from the Fire Service Personnel Management textbook by Steven Edwards.

References

Edwards, S. Fire Service Personnel Management. 2nd ed. Upper Saddle River, N.J: Pearson Education, 2005.

Office of Personnel Management. " Performance Management ." http://www.opm.gov/perform/overview.asp

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