Performance Management Process - Case Study Example

Surname: Presented to Institution Name, Location Date Performance management process For the performance management to succeed in its bid to ensure that the worker in the organisation has performed well there are some key elements that one should follow and without any doubt the success will come their way. Without these elements of success in the performance management system, one can never achieve a system that encourages success and bring up a true sense of value at work for workers. The most important elements of the performance management include (Engelmann, 2001). Planning and Expectation Setting To achieve any gaol in the management of performance one must plan and evaluate the chances of achieving the goals, these evaluations should be made very clear and very concise in order to ease the chances of achieving them. Specific time frame for the goal should be well set and adhered to. The performance management success requires that the gaols should be well set and planed and the organisation should remain on course by adhering to the plans (Engelmann, 2001). Monitoring The performance management system should monitor well its performance with time. This performance management tool is very significant since it helps a lot in tracking the performance of the organisation and also the performance of the employees. When the workers are given a chance to evaluate and track their performance this will give them a sense of ownership of their personal development which a very important quality that should be developed within an organisation (Martin, 2000) . Development and Improvement There is a need to encourage improvement in the performance of the employees after you have monitored well their performance. When a worker in an organisation is very much encouraged to achieve his/her goals the employer should not just relax but should bring in the ways that will capacitate the performance of the employee beyond his/her target, a successful performance management system should always strive to achieve more and more and should not just set limits since it will not maximize the potential of the employees (Engelmann, 2001). Periodic rating Any manager should not wait until the day of judgement in order to act appropriately on the need to strength the performance managements system. Continuous rating on the performance of the workforce and continuous feedback of their progress is very essential since this will ensure that they keep on track their performance on meeting their well set goals in the future (Martin, 2000). A very successful performance manager should help the employee to achieve the goals; this is due to the fact that employees have varied capabilities (Martin, 2000). Some of them can estimate and clearly see their performance development, others don’t even speculate whether they are going to fail or not until the last minute when they are already messed up when they realise. Some have a lot of confidence in their abilities and this makes them fail to plan for the future. This is the reason why the manager should give the workers a continuous periodic assessments and ratings from the time the goal is set and the time it is supposed to be achieved (Engelmann, 2001). Rewards and Compensation A competent and highly diligent employee need to be appreciated and recognised in order to be motivated to go an extra mile in attempting achieve other triumphs in the next rounds. The rewards and compensation element is very important when looking for the success of the performance management. There are vary many ways that an employee can be rewarded or being offered compensation to them when the targets that are offered to them are achieved or even when they are not achieved but they workers did every thing in their abilities to achieve the target. The rewards and compensation process should never be ignored or delayed since it is the only best way of uplifting the motivation of the employees to put more effort in the work. The benefits of performance management system A competitive, good and well designed performance management system always have a goal of working towards making the organisation achieve its objectives by ensuring that the performance of all individuals and teams formed in an organisation are well managed. A performance management system makes the entire organisation have one vision and mission, this is achieved mainly by making the various teams and individual to understand well their role in making the organisation achieve its goals (Martin, 2000). The system of performance management is designed to work as a machine that is used to evaluate and appreciate the performance of an individual or a group in the organisation. Therefore, organisation is able to know weather the workers are working towards the achievement of the organisation gaols and objectives. When attempting to see whether they are forging in the right direction or not they will be able to identify and pin point the areas that need to be developed and improved(Martin, 2000). To secure the future of the company by making sure that they keep continuous checks on the performance, the manager is given a chance by the performance management system to assist the employees and the organisation itself in improving the areas of weakness and strengthening the areas that are not badly of. The performance management system also enables the manager and the heads of the organisation to set and carry realistic goals and objectives. There is also the need to continuously review and manage the performance against the plans and objectives this will ensure that as time move the plans are manage from time to time (Engelmann, 2001). The employees too are given by the performance management system an opportunity to identify their weaknesses and also their strengths, this way the organisation can work on the training plans of the employees on their areas of weakness. The teams and the organisation can also identify the areas that need training or changes in order to achieve its goals. The most important thing that the system too will grant an organisation is the realisation of the assistance that is needed and where to get the help (Engelmann, 2001). By making sure that the organisation implements the basic elements of the performance management system, the system will contribute largely towards the performance of the organisation as an overall and also the planning of the staff’s work, their morale and motivation both as an individual in the organisation and also as a group or teams. The most important ideology surrounding the performance management system is that it owned by both the employee and the employer. The system is there to benefit both the employee and the employer; this therefore encourages a very positive approach to the management of the staff in an organisation without very critical assessment (Greguras, 2003). The system will also focus a little on the aims of the post that an individual have been posted hence enabling an individual employee understand the roles that he/she plays in the achievement of the objectives of the organisation. The employer is motivated mainly by ensuring that correct and clear objectives are well set, motivation is well engendered and training is availed for all the staff without discrimination based on the length that an employee has served or seniority of an individual(Martin, 2000). The system should continuously manage the affairs without failure, the performance management is a continuous process and their evaluation should be very specific. The manager in charge of the performance of the organisation will always receive consultation continuously throughout the process. The manager in the same line should never give any new information that is not expected since them the continuous discussion and assessment does not that a change, hence the risks are managed without any problem (Engelmann, 2001). The pros & cons of performance evaluation methods Many companies and organisations that have grown tremendously use a good number of very common methods of evaluating the performance progress of the organisation. Each of the methods has its own pros and cons but at the end of the day the company should use the methods to achieve its desired results. They have to find criteria to determine which of the methods that is available will give the best results for them; to be able to do this one needs to comprehend the significance of performing the evaluation process. As well stipulated the appraisal is meant to motivate the employee to have a better performance in his/her work (Engelmann, 2001). Rating scales method This is the method that used in evaluation of performance of employees by listing their characters alongside the scale that shows the level at which individual employee has the specific trait. The managers who do the evaluation should rate the performance of the employee by determining the performance of each trait in an individual employee, this will depend mainly on the level at which the performance of an individual poses the trait. The trait that the performance management usually look into while evaluating the performance of the employees include the initiative, the quality of the work done by the employees, knowledge and the speed of working the graphic method of appraisal reduces the limits of biasness and also the gives a good level of precision. Using the method can also can leave the employee questioning why the company has to subject them through such ratings but this is avoided by providing the space for comments. Any analysis done on the employees is very insignificant unless it helps the employees on the areas that are meant to improve (Martin, 2000). There are other methods that are associated to the graphically rating-scale method. These include the behaviourally anchored method; this is where the behaviour of the employees is scaled with the critical behaviours that a particular job needs. For example when a public relation officer is needed behaviours such as politeness and ability of the employee to cope with the diverse culture by being tolerant and not abusive is required hence this method has to be applied to achieve good results(Greguras, 2003). Comparison method The use of comparison of many people and the forced distribution methods are very common methods of evaluation methods by comparison. These two methods that are very common and critical compare the performance of the employee and other who are doing the same work field. This method is very convenient in that it give the performance management the ability to know what points did the employee performed well and which parts the employee under-performed as compared to the other employees in the same position, the responsibility of communicating this to the employee ids also their role. When the employee is informed of the point’s weakness he/she then should improve on. This kind of method motivates the competitiveness within the company’s workplace by the highly competitive workers. This risk that comes with applying this method is that it can lead to in-fighting, jealousy and hatred within the employees of the company (Engelmann, 2001). An example o f how this method could be applied is when looking trying to improve the performance of accountant in a banking industry one can rate their speed of serving the customers and even the carrying out of the transactions. This will motivate a lot the performance of individual accountant through competition and efficiency (Greguras, 2003). 360 feedbacks method This method is very popular; it is used mostly by many organisations. In this particular method the other stakeholders of the organisation are given an opportunity to evaluate the employees. These include colleagues, subordinates, and even the customers are allowed, many other parties that have an interest in the in evaluating the employees are given an opportunity. A team of supervisors formed also does the evaluation (Martin, 2000). The most important advantage that this method is that the employee is granted an opportunity to see how other people he/she works with view hi/her in terms of the performance in the job. This method also gives the management a better chance of evaluating the employee performance using many diverse perspectives. The limiting factor is that biased evaluations, negative feelings by the employees, and very poor alignments in the evaluation with the objectives of the company affect a lot the use of this method (Greguras, 2003). A way in which this method could be estimated is when attempting to evaluate salesmen in a company since they interact a lot with the customers, supervisors. Hence, this method works the best (Engelmann, 2001). Narrative techniques This is a very critical but also very independent method of evaluating the performance of an organisation. This method involve a very deep analysis of the of the job done. Assessments essays containing the details of the positive and also the negative presentation of work are given in a very critical and independent way are given. It involves a thorough analysis of the employee performance and behaviours. The only problem of concern is the reaction of the employee towards the evaluation technique. He/she might take it positively or negatively to bring down the system. This method is mostly used in evaluating the performance of top ranking employees like managers and directors since mostly they are few posts and their field is very critical (Engelmann, 2001). References DeNisi, A. S. (2000). Feedback effectiveness: Can 360-degree. Academy of Management Executive journal , 129-139. Engelmann, C. H. (2001). Managing individual performance: An. WorldatWork journal , 220-380. Ghorpade, J. (2000). Managing the five paradoxes of 360-degree feedback. Academy of Management Executive journal , 140-150. Greguras, G. J. (2003). A field study of the effects of rating purpose on the quality of multisource ratings. Personnel Psychology , 1-21. Hillgren, J. S. (2000). Understanding performance measures: An approach to linking rewards to the achievement of organizational objectives. WorldatWork journal , 261-276. Lee, J. H. (2004). actors related to court references to performance appraisal fairness and validity. Public Personnel Management journal , 61-78. Martin, D. C. (2000). The legal ramifications of per-formance appraisal: The growing significance. Public Personnel Management journal , 379-406. Weatherly, L. A. (2004,). Performance management: Getting it right from the start. SHRM Research Quarterly , 1-10. Read More