How Should We Manage Performance in Development Management - Essay Example

How to Manage Performance in Development Management Introduction Performance management is a process that involves control andorganization of performance of an organization or an individual, in accordance with the objectives that the organization or individual is supposed to achieve (Sommerville, 2007). This paper focuses on performance management in development management. There is minimal difference between development management and other types of management. For instance, every management requires planning. The only difference could be that, in development management, planning shapes the places where people work and live, and even a country as a whole. Good planning ensures that a country, a place or a region gets the right development, in the right place and at the right time (Clifford & Tewdwr-Jones, 2013). There is, however, no difference if development is perceived to be improvement projects and programs of the organization. This paper is focused on the latter. Performance management has various techniques through which it can be accomplished. A manager can decide to use a performance management system, or just develop a plan, and use various approaches to accomplish management missions. Performance management has to have a plan, performance indicators, performance standards, and basic performance principles (Boddy, 2008). This paper provides a detailed description of how one can manage performance in development management. Performance Management Performance management is an incessant process, of communicating and illustrating job priorities, responsibilities, and performance expectations to ensure there is an understanding between the employees and the manager. It ensures that the performance contributes to the goals of the development project. Performance management has to have defined performance standards and focuses on adding value. It has to encourage skill development to ensure improved performance. Performance management is meant for improving performance of the employees, as well as the organizations (Sommerville, 2007). A good performance management communicates the following to the employees of the organization: what the organization is trying to achieve, the skills and competencies they need to have to accomplish their missions, and the required standards of performance. It also communicates the employees’ role in accomplishing the goals of the organization, and what to do in case there are performance problems. These are the basic principles of performance (Sommerville, 2007). Significance of Managing Performance Performance management is good for the organization because it is expected that it will help improve the organization’s performance. Performance management also helps in the management of the employees, since it forms the key to the connection between the managers and the employees. It can foster the growth of trust and personal development, and can be the main building block of good communication in the organization. Managing performance is a key to knowing, and determining the level of engagement the employees can put in their work, or how they will perform. It also shows how well an organization has done, how it is doing, and how it can improve (Acas, 2010; Boddy, 2008). How to Manage Performance in Development Management Performance management depends on the aim of the organization and the strategies used by the organization. It can be achieved through the use of service plans, performance indicators, strategic plans, performance systems, and other management strategies. Performance indicators, for example can be used to set performance standards which will influence the basic principles (Cole, 2004). Management is all about being able to apply and knowing everything about; achieving things through people and for people, coping with change and uncertainty, and delivering performance (Pettinger, 2007). Achieving things through people and for people: performance management has to be achieved through people, but it also leads to achievement of things for people. Through performance management, individual employees gain extra skills, knowledge, and experience when they are trained by the organization for performance improvement. For managing performance, therefore, the manager should have the knowledge and ability to apply knowledge and skills about people for the organization’s good, as well as for the employees. Managing performance through the use of employees needs good human resource management, recognition of the importance of performance indicators, recognition of the organizational needs, how to improve performance and the importance of performance plans and strategies. Achieving things through people will need the knowledge about people skills necessary for achieving the aims of the organization, recognition of the right skills for improving performance, and implementation of such skills. Apart from recognizing the right skills, the manager needs to identify the best strategies or performance structure, which when used with the skills identified, will produce the targeted performance goals. The manager has also to set performance standards that will guide the employees’ performance levels hence influence overall performance (Pettinger, 2007; Cole, 2004). Management is also about coping with change and uncertainty: this requires identification of the changes that may affect the organizations and acting accordingly, to ensure the organization remains in operation. In development management, for example, emergence of new technology can see an organization implement relevant new technology for its survival and development. The new technology helps the organization to stay at par with others in a similar field. It will, therefore, have a foundation for continued development (Pettinger, 2007; Cole, 2004). The last component of management is delivering performance: this is the result of all the management activities. Any management activity has to be focused on a specific objective which contributes to the overall performance of the organization (Pettinger, 2007; Cole, 2004). Management of performance requires a performance management system, which constitutes a performance management plan, evaluation, and monitoring subsystems, and requires a competent manager. The performance management system is the procedure of planning, monitoring and coaching, evaluating employee performance in connection to organizational goals, providing the employee with feedback, giving rewards based on performance in relation to set performance goals, and developing a plan for the employee’s development (Sahu, 2009). The performance management system has two main objectives; an evaluation objective, and a development objective. The evaluation objective is focused on an individual’s readiness to perform duties with higher responsibilities; the individuals current competencies, and level of performance in relation to organizational goals. This objective assesses the individual’s capability to take on activities that will make improvements in the organization (Sahu, 2009). The development objective is focused on training employees to improve their performance and develop competencies; strengthening manager-employee relationship, diagnosis organizational and individual competencies; motivating the employees, and defining training requirements for development of competencies (Sahu, 2009). Performance is dependent on the objectives on the organization or department at the time. If, for example, a manager focuses on improving sales, he or she may improve performance through motivating the employees. Managing performance must focus on both its objectives. An evaluation objective identifies the areas that need improvement, and how to make improvements. The development objective ensures implementation of programs, and guidelines that improve employee competency. Performance management also requires a competent manager who recognizes the need for development, and how performance will contribute to such development (Kitchen, 2006). Conclusion Performance management is a process that involves monitoring of employee performance in relation to set standards. It involves illustrating job priorities, responsibilities, and performance expectations. Performance is measured by the attainment of organizational goals, or standards. The goals and standards require a certain level of competencies in order to be accomplished. In performance management, a manager has to recognize the need for such competencies and initiate the process of acquiring them. Acquisition can be from external sources or development of already employed skill. Performance management also requires evaluation of the organizational skills in relation to what it wants to achieve. The need for skills shows that, performance management requires a performance management system, specific performance standards, and a competent manager. References Acas. 2010, How to manage performance. Retrieved from: http://www.acas.org.uk/media/pdf/g/7/Acas_how_to_manage_performance-accessible-version-Nov-2011.pdf Boddy, D., 2008, Management: An Introduction. London: Pearson, Harlow. Clifford, B. & Tewdwr-Jones, M. 2013. The collaborating planner? Chicago, IL: The Policy Press. Cole, G. A. 2004. Management theory and practice, London: Cengage Learning EMEA. Kitchen, T., 2006, Skills for Planning Practice. Palgrave Macmillan, Basingstoke. Office of Personnel Management. 2013. Performance Management: Performance management cycle. Retrieved from: http://www.opm.gov/policy-data-oversight/performance-management/performance-management-cycle/planning/developing-performance-standards/ Pettinger, R. 2007. Introduction to management, fourth edition, 4th Ed., Basingstoke: Palgrave Macmillan. Sahu, R. K. 2009. Performance management system, New Delhi: Excel Books India. Sommerville, K. L. 2007. Hospitality employee management and supervision: concepts and practical applications, New York: John Wiley & Sons. Read More