HR-Survey > Employee Opinion > Dimensions

Survey Questions: Managing Performance

Definition: Managing Performance is the process of establishing clear goals and expectations, communicating roles and responsibilities, and using measurable criteria to track and assess individual and team outcomes. It involves continuous monitoring through benchmarks and performance audits, timely feedback, and formal reviews to identify areas of strength and improvement. Managers support growth by providing training opportunities, increasing responsibilities for high performers, and implementing targeted remediation plans when performance falls short. Recognizing accomplishments through fair rewards and celebrating contributions builds accountability, motivates excellence, and aligns effort with organizational success.

Goals and Objectives

Goals and Objectives focus on what needs to be accomplished. This behavior emphasizes defining specific, measurable outcomesâwhether long-term or short-termâand aligning them with organizational priorities. Leaders who excel here clarify departmental targets, adjust goals as conditions evolve, and ensure that individuals understand and commit to achieving those aims. It's about setting direction and tracking progress toward completion, often using metrics or milestones as accountability markers. In this context, goals serve as the compass that guides performance across roles and functions.

My manager sets long and short term goals.
The supervisor measures job performance of subordinates against defined goals and objectives.
My supervisor sets clear and ambitious goals to be met.
The project manager ensures that team goals are met 85 percent of the time.
My supervisor adjusts performance goals as needed to meet the demands of the department/organization.
Leaders set specific and measurable goals for others and follows through to ensure completion.
My team leader sets challenging goals and objectives.
My manager makes sure the team's goals are met.
Our manager measures performance of goals and objectives.
Our manager aligns individual and team goals with the organization's goals and objectives.
Our department provides employees with necessary resources to accomplish their goals.
My team leader ensures team members understand the department goals.

Performance Expectations

Performance Expectations focus on how work should be carried out to meet those goals. This behavior sets clear standards around quality, timeliness, behavior, and contribution - ensuring employees know what excellence looks like in daily execution. It reflects a managerial responsibility to establish fair, actionable criteria for evaluating performance, provide consistency across roles, and foster commitment to those standards. It's less about the destination and more about the operating norms that support the journey.

Supervisors set performance expectations that are clear, specific and concise.
The supervisor establishes standards for expected performance.
My manager aligns individual and team performance expectations with the organization's expectations.
My manager revises the objectives and key results (OKRs) required for the position on a quarterly basis.
The project manager creates clear standards that are understandable and fair.
My manager obtains commitment from employees regarding completion of tasks.
Leaders ensure employees understand their performance expectations.
The supervisor ensures employees understand how work is to be completed.
The project manager sets the objectives and key results (OKRs) required for the position.
The project manager sets and maintains high standards for self and others.
The project leader ensures employees understand performance standards/requirements.
Managers plan and set work expectations.

Determines Measures

Determines Measures emphasizes the design and definition of performance standards. This behavior involves identifying relevant KPIs, aligning OKRs with organizational goals, and selecting or adapting frameworks that specify what success looks like. It's a strategic and foundational activity focused on deciding what to measure, why it matters, and how measurement should be structured. Leaders who determine measures are setting the rules for evaluation, often integrating both quantitative and qualitative indicators to ensure alignment between performance and purpose.

My supervisor establishes indicators to measure levels of performance.
My team leader establishes standards for expected performance.
My manager ensures that OKRs are aligned with company objectives.
My manager determines the operational standards needed for performance of the job.
The project manager links qualitative objectives to quantitative key results.
Managers use established criteria for measuring job performance.
The project manager monitors performance on a regular basis.
My manager uses existing performance frameworks to define measures of performance.
Our department determines the Objectives and Key Results (OKRs) needed for the position.
My supervisor establishes measures of performance.
The project leader creates several measures of success for each goal.
Managers identify the Key Performance Indicators (KPIs) for the position.

Communicating Expectations

Communicating Expectations emphasizes clarity and shared understanding of performance standards. It focuses on making sure employees know exactly what is expected of them through role definitions, KPIs, OKRs, timelines, and production targets. This behavior fosters alignment and minimizes ambiguity by proactively conveying goals, responsibilities, and metrics. Effective communication of expectations lays the foundation for performance. It's the precondition for evaluating success, guiding effort, and enabling consistent execution

The supervisor conveys expectations for meeting performance metrics.
My manager makes sure commitments are understood and met.
The project manager communicates OKRs to employees regularly during monthly meetings.
Supervisors are consistent in clearly communicating job requirements.
My supervisor informs employees of the required sales/production targets.
My manager communicates the roles and responsibilities to the employee.
My manager ensures the employee understands the key tasks, goals and KPIs required for the position.
The department head ensures job descriptions are up to date and accurate.
My department ensures employees understand their performance expectations.
The company makes sure employees understand what is expected of them.
My supervisor articulates the performance requirements for the position.

Accountability

Accountability centers on ownership, follow-through, and consequences. It reflects a manager's commitment to holding individuals and teams responsible for fulfilling those clearly defined expectations. This includes tracking progress, reinforcing commitments, addressing missed objectives, and ensuring the delivery of results. Accountability moves beyond setting the standardâit ensures people live up to it, reinforcing trust, discipline, and credibility in performance management.

The supervisor assigns responsibility for meeting specific objectives.
My manager holds the team leader accountable for the team meeting key performance responsibilities.
Managers assign task and responsibilities and hold employees accountable for actions.
The project manager holds the team accountable for meeting objectives.
Our manager stresses the importance of meeting production quotas.
Supervisors ensure employees are accountable for meeting OKRs.
The company holds employees accountable for meeting performance expectations.

Measures Performance

Measures Performance focuses on the application and monitoring of those predefined standards. It reflects the practice of gathering data, reviewing benchmarks, and assessing how well individuals or teams are meeting expectations. This behavior is operational and executional to ensure that performance is tracked regularly (e.g., through quotas, metrics, or reports), and that assessments are tied directly to established goals. Measures Performance is about using it to understand and guide results.

My manager reviews monthly or weekly reports of quantitative metrics (sales/production) to measure performance level.
My department uses pre-established key benchmarks to measure performance.
My team leader reviews job performance shortly after completion of tasks.
The supervisor measures job performance of subordinates against defined goals and objectives.
My supervisor measures performance using standard production quotas.
The supervisor assesses employee performance against defined standards.
Our department records production quotas on a daily basis.

Monitoring

Monitoring reflects the ongoing, real-time evaluation of performance through regular check-ins, staff meetings, weekly audits, and informal feedback. It's a continuous, dynamic process that allows managers to course-correct, recognize progress, and resolve issues as they arise. Monitoring keeps performance visible and adaptive. Managers assess against established indicators and benchmarks to ensure goals stay on track, often making adjustments or providing coaching in the moment.

The project manager establishes indicators to measure levels of performance.
My manager uses weekly staff meetings to assess performance of key responsibilities.
Leaders hold audit of performance on a weekly or monthly basis.
Managers monitor progress to ensure performance goals are being met.
My manager monitors performance on a regular basis.
Our team establishes measures of performance.
My manager measures performance and provides feedback to employees regularly.

Performance Reviews

Performance Reviews are formal and retrospective assessments of employee achievement against predefined goals, standards, and OKRs. These are typically scheduled quarterly or annually and rely on structured evaluation frameworks, forms, and documentation. The focus is less on day-to-day observation and more on milestone-based reflection. This is summarizing performance, offering development feedback, and informing decisions like promotions, raises, or performance plans.

My manager performs thorough and timely employee performance appraisals.
The supervisor uses the current performance review process.
The project lead informs team members how their performance compares to stated goals.
The project manager conducts Objectives and Key Results (OKR) assessments on a quarterly basis.
The team leader uses the established performance review forms to maintain consistency in reviews.
Our manager performs thorough and timely employee performance reviews.
My manager conducts performance reviews of all employees.

Training and Development

Training and Development centers on building capability -- it focuses on improving performance through structured learning, targeted support, and skill enhancement. This behavior is often developmental or remedial in nature, used to close performance gaps or help individuals realize their potential. Leaders who emphasize training and development provide resources, recommend learning pathways, and create opportunities for growth based on current limitations or future needs. The emphasis here is on readiness: equipping employees with the knowledge and competencies required for success.

Leaders ensure employees are trained in areas where performance may be lacking.
Employees participate in training as needed to improve job performance.
My manager requires employees to participate in additional job training as part of a remediation program.
My supervisor trains and develops employees to realize their maximum potential.
My department provides support and resources employees need to do their best to accomplish goals.
My manager encourages employees to take additional training in areas where they had low performance scores.
The company provides employees with training as needed to increase their performance.

Increasing Responsibilities

Increasing Responsibilities reflects trust in demonstrated performance. It's about recognizing individuals who consistently exceed expectations and expanding their scope of work accordingly -- often as a precursor to promotion, leadership development, or increased autonomy. This behavior is a form of performance recognition, where stretch assignments and higher-level tasks are given as a reward and signal of confidence. The emphasis here is on advancement: building on proven success to drive organizational impact and career progression.

The project leader gives additional responsibilities to individuals who exceed standards.
Supervisors provide additional responsibilities for employees that exceed performance standards.
The team leader assigns additional responsibilities to facilitate internal employee promotions.
My manager awards new assignments to those who are most capable.
My supervisor increases responsibilities for high performing individuals.
Our department rewards exceptional individuals with additional responsibilities.

Poor Performance

Poor Performance behavior reflects the initial managerial response to substandard outcomes or behavior. It emphasizes prompt recognition, timely feedback, and corrective action to maintain accountability and prevent further decline. Managers operating in this space ensure that performance concerns are addressed quickly and consistently, often using disciplinary procedures, probationary status, or direct intervention to signal urgency. The focus is immediate: confronting issues early and clearly to protect team standards and reinforce expectations.

Managers address poor performance sooner rather than later.
The supervisor is consistent in corrective actions.
My manager addresses performance issues as soon as possible.
The supervisor presents performance feedback in a clear and concise manner to address performance issues.
My team leader places employees on probation if they fail to meet minimum performance standards.
My manager is consistent in disciplinary/corrective actions.
My manager uses timely and appropriate corrective/disciplinary actions.

Remediation Plans

Remediation Plans represent a structured path for recovery and sustained improvement. These plans define specific goals, outline corrective actions, and provide a timeframe for progress, often including follow-up checkpoints, developmental support, or coaching interventions. Remediation goes beyond disciplinary response by offering a roadmap for success and tracking improvement over time. It reflects strategic commitment to helping employees rebuild competency, reestablish trust, and return to acceptable performance levels.

Managers implement remediation plans that include specific performance goals in areas most in need of improvement.
My manager implements remediation plans as needed.
My manager initiates probationary actions for employees with sub-par performance.
My supervisor identifies specific actions to be addressed through the remediation plan.
Our department implements remediation plans for poor performing employees with follow up after 3 months.
The project manager initiates a performance improvement plan for underperforming subordinates.

Rewards and Recognition

Rewards and Recognition reflects a broad and inclusive culture of acknowledgment, emphasizing both informal and formal appreciation for contributions that support organizational goals. This behavior includes real-time praise, bottom-line impact recognition, peer validation, and leadership-driven acknowledgment capturing a wide spectrum of performance, from exceeding targets to contributing meaningfully to team success. Its scope is relational and motivational, aimed at reinforcing morale, visibility, and a culture of appreciation across various achievement levels and moments.

Leaders recommend employees for distinguished service award if warranted.
The project manager recognizes team members when they contribute significantly to the team.
Managers acknowledge employee contributions that support the bottom line.
My team rewards employees for exceeding goals.
Our department recognizes and values good performance.
My team leader acknowledges employee contributions that support the bottom line.
My supervisor ensures team members receive rewards for positive performance accomplishments.

Rewards Good Performance

Rewards Good Performance emphasizes formalized acknowledgment for exemplary achievement, often tied to specific types of contribution such as perseverance, creativity, long-term service, or leadership excellence. It's structured around criteria that distinguish individuals who consistently perform at a high level or go above and beyond. Done through institutional mechanisms like promotions, awards, or executive recognition. This behavior elevates performance to symbolic status, reinforcing standards and inspiring others by spotlighting exceptional effort.

My manager rewards employees for exceeding goals.
Our department recognizes employees who have courage in persevering against great odds and difficulties.
My manager ensures team members receive rewards for positive performance accomplishments.
Senior executives reward individuals who show imagination in developing creative solutions to problems.
My manager recognizes employees with a long and distinguished career of service.
Our department recognizes people who provide outstanding leadership in planning, organizing.

Administers Rewards Program

My supervisor administers the performance rewards program in a fair and equitable manner.
My manager is proactive in administering the reward program.
Our department ensures the eligibility of the proposed award recipient.