绩效管理（第3版）课件

Chapter

11Managing

TeamPerformance11-1Copyright

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HallOverviewCopyright

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Hal11-2Definition

and

Importance

of

TeamsTypes

of

Teams

and

ImplicationsforPMPurposes

and

Challenges

of

TeamPMIncluding

Team

Performance

in

thePMSystemRewarding

Team

PerformanceDefinition

of

TeamCopyright

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Hal11-3Two

or

more

peopleInteractDynamicallyIndependentlyShare

common

and

valuedGoal,

Objective,

or

MissionImportance

of

TeamsCopyright

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Hal11-4Increased

pressure,

includingglobal

competitionFlexibility

in

flatterorganizationsComplexity

of

products

andservicesRapidly

changing

businessenvironmentsPerformance

Management

andTeamsCopyright

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Hal11-5PM

systems

should

target:Individual

performanceIndividual’s

contribution

to

teamperformancePerformance

of

entire

teamGeneral

Principles

of

PM

Relatingto

TeamsCopyright

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Hal11-6Design

and

implement

bestsystem

possibleConsider

dangers

of

poorlyimplemented

systemManaging

for

Improved

TeamPerformanceCopyright

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Hal11-7Don’t

limit

team

processeswith

other

task

ororganizational

requirementsProvide

good

team

designandorganizational

supportGive

feedback

onlyonprocesses

that

the

teammembers

can

controlTypes

of

TeamsCopyright

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Hal11-8Classified

byComplexity

of

taskMembershipconfigurationComplexity

of

Task

RangesFrom:RoutineWell-definedFew

deviations

in

how

work

isdoneOutcomes

are

easily

assessed-

to

-NonroutineNot

defined

wellNo

clear

specifications

on

how

to

do

theworkOutcomes

are

long

term

and

difficulttoassessCopyright

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Hal11-9Membership

Configuration

IncludesLength

of

time

team

expects

towork

togetherStability

of

team

membershipStaticCopyright

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Hal11-10DynamicTypes

of

Teams

Based

onMembership

Configuration

and

TaskComplexityDynamic°

NetworkTeamsMembershipConfiguration°

ProjectTeamsStatic°

Work

andService

TeamsRoutineNon-RoutineTask

ComplexityCopyright

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Hal11-11Types

of

TeamsCopyright

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Hal11-12Work

or

Service

TeamsProject

TeamsNetwork

TeamsWork

or

Service

TeamsCopyright

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Hal11-13IntactRoutine

tasksShare

similar

skill

setsProject

TeamsCopyright

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Hal11-14Assembled

for

specific

purposeTasks

outside

core

productorserviceMembers

from

different

functionalareasNetwork

TeamsCopyright

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Hal11-15Membership

not

constrainedby:Time

or

spaceOrganizational

boundariesTeams

may

include:Temporary

or

full-time

workersCustomersVendorsConsultantsWork

is

extremely

nonroutineExamples

of

PM

Approaches

byType

of

TeamCopyright

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Hal11-16Type

of

TeamType

of

PMApproachWork

and

ServiceTeamPeer

ratingsProject

teamOngoing

measurementsNetwork

TeamDevelopment

ofcompetenciesPurposes

of

Team

PMCopyright

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Hal11-17Traditional

goals

of

any

PM

systemSpecific

to

team

performance:Make

all

team

members

accountableMotivate

all

team

members

to

have

astake

in

team

performanceChallenges

of

TeamPMCopyright

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Hal11-18How

do

we

assess

relativeindividual

contribution?How

do

we

balance

individual

andteam

performance?How

do

we

identify

individualandteam

measures

of

performance?Six

Basic

Principles

for

Designing

aPMSystemThat

Includes

Team

PerformanceCopyright

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Hal11-19Make

sure

your

team

is

really

a

teamMake

the

investment

to

measureDefine

measurement

goals

clearlyUse

a

multi-method

approach

tomeasurementFocus

on

process

as

well

as

outcomesMeasure

long-term

changesPerformance

Management

Process(Overview/Review)PerformanceReviewPerformanceRenewal

andRecontractingPerformanceAssessmentPerformanceExecutionPerformancePlanningPrerequisitesCopyright

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Hal11-20PrerequisitesCopyright

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Hal11-21Knowledge

of

missionOrganizationTeamKnowledge

of

job

to

beperformed

by

the

team,

includingKSAsPrerequisitesCopyright

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Hal11-22KSAs

needed

for

most

teams:TaskContextualCommunicationDecision-makingCollaborationTeam

leadershipSelf-controlPerformance

PlanningCopyright

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Hal11-23Results

expected

of

the

teamBehaviors

expected

of

teammembersDevelopmental

objectives

to

beachieved

by

team

and

itsmembersPerformance

PlanningCopyright

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Hal11-24Facilitate

adaptive

learningEncourage

new

behaviorsFacilitate

generative

learningProvide

best

practices

recommendationsFacilitate

transformative

learningDeep

learning

by,

for

example,

bringinginmembers

of

other

teams

into

the

team

towork

temporarily

Innovation

and

changePerformance

ExecutionCopyright

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Hal11-25Team

responsibilitiesCommit

to

goal

achievementSeek

feedback

fromOne

anotherSupervisorCommunicate

openly

andregularlyConduct

regular

and

realisticpeer

appraisalsPerformance

ExecutionCopyright

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Hal11-26Supervisor

responsibilitiesObserve

and

documentTeam

performanceRelative

contribution

of

teammembersUpdate

team

on

any

changes

ingoals

of

the

organizationProvide

resources

andreinforcementPerformance

AssessmentCopyright

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Hal11-27Types

of

AssessmentsSelf-appraisalsPeer

evaluationsSupervisor

evaluationOutsider

appraisals

(if

appropriate)Performance

AssessmentCopyright

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Hal11-28Kinds

of

Performance

tobeAssessedIndividual

task

performanceIndividual

contextual

performanceTeam

performanceDimensions

of

TeamPerformance

to

AssessCopyright

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Hal11-29EffectivenessEfficiencyLearning

and

growthTeam

member

satisfactionPerformance

ReviewCopyright

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Hal11-30Two

meetings

with

supervisor

orreview

boardTeam

meetingIndividual

meetingEmphasis

on

past,

present,andfutureTeam

MeetingCopyright

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Hal11-31Discuss

overall

teamPerformanceResultsInformation

comesfrom:Team

membersOther

teams/outsidersSupervisor’s

evaluationIndividual

MeetingCopyright

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Hal11-32Discuss

how

individual

behaviorcontributed

to

team

performanceInformation

comes

from:Self-appraisalPeer

ratingsSupervisor’s

evaluationPerformance

Renewal

andRecontractingCopyright

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Hal11-33Make

adjustments

to

performanceplanInclude

plan

for

individualperformance

as

it

affects

teamfunctioningMaking

Team-BasedRewardsEffectiveCopyright

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Hal11-34All

employees

should

be

eligibleRewards

should

be:VisibleContinge