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Experiencing Performance Management and Performance - Essay Example

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As thev report declares, experiencing Performance Management and Performance, the assessment of employee’s performance is the part of a performance management process, during which a manager ensures the contribution of employee’s activities into the organizational goals…
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Experiencing Performance Management and Performance
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Experiencing Performance Management and Performance Planning The assessment of employee’s performance, according to Noe etal (2013), is the part of a performance management process, during which a manager ensures the contribution of employee’s activities into the organizational goals. The effectiveness of the process of performance management depends on the specification of relevant aspects of performance, evaluation of the performance and the feedback, which altogether are aimed to help organization to achieve business objectives and connect employees’ activities to the organizational goals. Effective performance management gives information for the day-to-day decisions and promotes the developmental aspect of performance where a manager establishes the employees’ needs to improve weaknesses and make employees aware on their strengths. The main sources of performance can be the managers or instructors, peers, direct reports from employees, self-assessment and feedback from customers (Rao, 2004). There can be, however, certain limitations in evaluation of employee’s performance by the manager or the instructor as one cannot see the employee frequently and thus the evaluation will be based on the third party influences. Despite that, the modern ways of managing employees such as virtual management or internet-linked office make it possible to conduct the performance management of an employee. Peers can be other types of source for evaluation one’s performance. Here Rao (2004) speaks on the potential problems from the peers’ reviews connected with the other employees to be less objective and thus the validity of their evaluations is unclear.
The assessment of my performance was done in collaboration with my instructor and other students, who have established my strengths and pointed on the fields for my further development. For me, as an industrial engineering student, the main strengths were identified as my ability to focus on the activities and the effective use of my knowledge in acquiring new processes. This knowledge in turn enables me to be a good strategist with the emphasis on research and collaboration with others. In addition, I was told that among my best features there are the ability to have strong writing skills and strong work ethic. However, there were also pointed out the main weaknesses of my performance, among which the level of my engagement is expected to be higher. As stated (Markos and Sridevi, 2010), the engagement of employees is built on the level of job satisfaction and commitment toward organizational goals and can help to create more efficient workforce. As soon as I do not always see the satisfactory opportunities for development in some cases and there is not everything I need for my effective performance, the level of my engagement is lower than among my peers. However, my accomplishments in terms of participation in the group activities and using of information effectively help to improve my performance. In order to put my strengths to work more fully, I think it is appropriate to be evaluated on the regular basis. I find myself a high potential student as I always try to deliver the strong results, acquire the new types of expertise and recognize that behavior counts my achievements. Based on my instructor’s feedback, in achieving the superior level of performance, I also try to become an example to follow for others reflecting the organization’s culture and values. It is, however, my task to remain a high potential student and for that purpose I was recommended to do more in order to achieve more and to use every opportunity for learning.

References
Marcos, S. and Sridevi, S., (2010). Employee engagement: the key to improving performance, International Journal of Business and Management, 5(12).
Noe, R., Steen, S., Hollenberg, J., Gerhart, B., Wright, P. (2013). Human Resource Management, 3d ed., McGraw-Hill Ryerson
Rao, T., (2004). Performance management and appraisal systems, HR tools for global competitiveness, SAGE Publications Read More
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