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The Creation of A Performance-Oriented Culture

The document discusses creating a performance-oriented culture through setting individual, section, departmental, and corporate targets. Employees found target setting helpful for planning but also a complex task. Training sessions covered target setting and defining competencies, but questions remained around how to measure competencies and better distinguish good and poor performers when assessment was not strongly linked to rewards. Bringing more clarity to target setting and defining competencies was suggested to strengthen the performance culture.

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Zeeshan Qara
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26 views4 pages

The Creation of A Performance-Oriented Culture

The document discusses creating a performance-oriented culture through setting individual, section, departmental, and corporate targets. Employees found target setting helpful for planning but also a complex task. Training sessions covered target setting and defining competencies, but questions remained around how to measure competencies and better distinguish good and poor performers when assessment was not strongly linked to rewards. Bringing more clarity to target setting and defining competencies was suggested to strengthen the performance culture.

Uploaded by

Zeeshan Qara
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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The creation of a performance-oriented culture

• Positively viewed by all employees

Manager explains:
Corporate objectives

Departmental Targets

Section Targets

Individual Targets
• Target setting provides direction to employees and facilitated planning of their
activities by prioritizing and channelling their efforts.

• Employees perceived appraisals as development tool to nurture them by


addressing competency gaps and objective setting.

• Some described it as ‘complex task’ and found difficult to set concrete targets
each year.
External and Internal training sessions

• Fakher Shah an external trainer • Target setting


• Define competencies
• Asif Saeed an internal trainer

• Debates about usefulness of competency measurement had also needed to be


addressed.
• Employees wanted to know how to measure competencies?
• Not much distinguish between good and poor performers.
• Employees not valuing the assessment, because of remote link between rewards
and performance e.g. low increment, same level of increment.
• For a stronger performance culture they should assign 70% weight to
performance objective and 30% to behavioural part.

It is the clarity which needs to be brought regarding both


target setting and competencies

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