Name of the student: Performance management and high performance working Introduction According to Piskurich (2002) performance management is the process of initiating a shared workforce about what is to be achieved at an organization level…
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Therefore, performance is the process which adds to the effective management of individuals and teams so as to attain levels of organization performance. In addition, performance management initiates a shared understanding about what is to be attained and a vital approach to leading and improving peoples’ skills that will ensure achievement of company’ objectives (Foster, 2008). Therefore, performance management is a strategy which is related to every activity of the organization set up in the perspective of its human resources culture, policies, style and communication systems. The character of the strategy majorly relies on the organizational context and is dynamic from one organization to another. Consequently, the way in which employees are managed at work place tends to make a big difference in organizational performance (Jesuthasan, 2011). In today’s organizations, there is considerable evidence that a coherent style to manage people provides the foundation for significant gains in performance. Recently, a modern approach to manage organizations has cropped up that places employees and their skills at centre stage. This approach is referred to as high performance working. ...
In addition, there should be fair treatment for individuals who leave the company as it changes and engages in the demands of the external community thus showing trust and commitment based on relationships within and outside the organization. A high performance working entails embracing greater employee involvement in order to achieve high levels of performance. The correct dimension this takes varies, however it entails activities in human personnel management for example, appraisal, workforce development, pay and incentives (Jesuthasan, 2011). It also involves work organization such as job design and team working, employment relations, management and leadership activities encompassing strategic management and business advancement as well as line management and organizational development. In high performance work places, all of these practices and policies are underpinned by a philosophy of individuals’ management that emphasizes on learning participation and autonomy. Many organizations have already initiated a high performance working approach and are harvesting the fruits of doing so, otherwise for those who have not; it can sometimes seem an expensive and discouraging possibility (Foster, 2008). In spite of the proven gains, the perceived difficulty of enhancing such comprehensive transformation can be a real obstacle. Skill utilization involves maximizing the contribution that individuals can make in the work place and the level of which people’s abilities have been deployed, developed and harnessed optimizes organization output capacity. Whatever takes place at work place is thus considered crucial to utilization of the available skills and this justifies why various organizations should run to achieve a high performance working (Foster, 2008).
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According to Michael (2005) this involves offering good terms and conditions of employment to motivate workers and enhance commitment. Two decades ago, trade unions and collective bargaining used to be the only methods of ensuring worker satisfaction hence improved productivity, but nowadays, employers have invented various measures to enhance performance.
Typically, majority of the performance management systems incorporate performance reviews, learning activities, coaching and mentoring, performance measurement metrics, rewards, team work and training and employee development programs (Aguinis 2012). Historically, performance management was used to determine the wage based compensation of employees and drive employee behaviours that aimed at attaining organisational objectives.
During this process, objectives are set for employees, their performance is rated against the set objectives, and their future development activities are outlined in order to contribute to achieving of the set objectives.
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