Important Performance Management - Assignment Example

?Questions on Performance Management Performance management is the process of involving the employees in determining the best solution for improving the effectiveness and outcome of the organizations goals. This first step in this process is planning the work. This can be done as a group, or as individuals. First you outline the goals that need to be accomplished and allow the employees to come up with the solutions for how to finish them in a timely, successful manner. Then, have the employees continuously manage their performance and report how and if they are meeting the goals they outlined for themselves. It is also important that the company continually provides training in the latest innovations and ideas for their employees, so that they have the best tools necessary to improve their, and the companies, overall performance. The company can then periodically rate the performance of its employees to provide feedback. Positive feedback and good performance should be rewarded and encouraged. If there is negative feedback it is important to then uncover areas that are in need of improvement. Due to the fact that performance management allows employees to fill a sense of ownership in their work and goals, it generally greatly increases the productivity of the organization. The fact that the employees are receiving continual training, and rewards for their improved performance also improves the employee’s overall sense of worth and well being. This provides a win- win situation company wide (Daniels 1-10). 2. There are two groups of people involved in business behavior, the leaders and the followers. The behavior of one of the two groups can either positively or negatively affect the behavior of the other. So what exactly is business behavior and are their any laws to govern what is acceptable and what is not? Despite what you might see marketed in various books and journal articles today as the, 100 unbreakable business laws, there are actually not a set group of laws that governs business. This is due to the fact that every business and company interaction is as different as the people that compose them. There are, however, guidelines for how business should be conducted. One of the guidelines is to not reward bad behavior. This is for both managers and employees. As Dr. Edwards noted, “well over 90% of the problems of quality are due not to frontline employees, but to management”. The rule of, “I don’t care how it gets done just get it done,” no longer applies. Ethics and moral responsibility in the process of achieving your goals sets a higher sense of morale and trust among the organization. As a result performance is actually improved. Behavior is the key to quality because you do not lead people in business you lead their behavior (Daniels 48 – 50 + 94). 3. Pinpointing is the act of trying to find the exact spot or issue that could be changed to improve overall effectiveness. Having the ability to accurately pinpoint is essential to performance management because allows the manager and employee to go to the source of the problem and uncover methods for irradiating it. Pinpointing should not be viewed or approached as a negative, but as a positive means for growth and development. Managers not only have the right but the responsibility to overview the work f their department and pinpoint areas that can be improved. It is not the sole responsibility of the managers to pinpoint, however, effective managers will train the employees to pinpoint problems as well. Since employees deal with the more day to day operations of the company if they are able to pinpoint and do away with problems early on, it helps to elevate a later possibly larger issue from occurring. This helps to improve overall managing performance because the more areas of concern that are pinpointed and eradicated the smother the department and company as a whole will run (Daniels 99-101). 4. Performance feedback is an essential tool in performance management. It should be ongoing between both managers and employees’, providing both with information on what performance was expected and what performance was given. This is valuable to the individual because everyone, whether a front line employee or a manager, wants to know how well they are performing. It gives the satisfaction of a job well done, and it provides knowledge for areas in which can be improved in the future. Due to the fact that performance feedback can be both a motivator and give useful information on what needs to change, it is invaluable to the organization. It helps to improve productivity and helps encourage and demonstrate to employees how to reach their goals (Daniels 118 – 120). 5. A coaching manager is, “someone who uses coaching to develop talent in his or her business unit, in order to achieve business or organizational results” (2). Any manager can be a coaching manager, and every manager who wants to succeed in running a profitable organization should strive to be a coaching manager. What distinguishes a successful coaching manager is the fact that they do not tell people what to do, instead they guide them to learn, think and grow for themselves. In order to be a successful coach you also must have a coaching mindset. Which is the mindset that you are there to lead people to be the best they can be; a coach encourages, challenges, and develops. A coaching dialogue is when two people meet, formally or informally, to discuss a problem or task that one is working on. They do not just discuss the results; however, they discuss how the employee will reach those results. The process in this case is just as important at the end result because it helps the individual draw on lessons of experience. Coaching is essential to the success of performance management because it focuses on not telling people what to do, but aiding people in the development of solutions for their own tasks. This makes it priceless, therefore, for managing performance. If the manager aids the employee in arriving at their own solutions then the employee can take more pride in the performance outcome (Hunt 1-4). References Daniels, Aubrey C., and James E. Daniels. Measure of a leader: the legendary leadership formula for producing. 10th. New York: Mc-Graw Hill , 2007. Print. Hunt, James M., and Joseph R. Weintraub. The Coaching Manager: Developing Top Talent in Business. 2nd ed. Thousand Oaks, CA: Sage Publication Inc., 2011. Print. Read More