Advantages of Performance Management Systems - Essay Example

HERE HERE YOUR HERE HERE Management Quiz Performance management is the systems that are in place to create a linkage between business strategy and goals and the job roles of individuals or teams throughout the organization. It is “established processes and working models that drive business performance towards a strategic goal” (Viscusi, 1). Performance management recognizes what the business is attempting to achieve and then setting up systems to improve worker performance and productivity toward meeting these goals. Performance management has many advantages for the organization. First, it helps employees to understand their weaknesses associated with their job roles so that they can improve and be more productive. This can lead to more advantage over competition with better skilled human capital. It can also change the organizational culture so that workers are more team-focused. Especially if they receive rewards for their efforts, they become more motivated and faithful to the business. The end result is higher productivity if goals are linked with systems to gain consistent, dependable worker results. The value for the individual is more recognition for their worthwhile contributions and might lead to more independence at their jobs if they are proven to be dependable and meet organizational goals. The feedback provided in these systems helps them to develop their strengths and gain an understanding of the organization’s mission. Rewards associated with their contributions could also motivate them to achieve and build their self-confidence in the process. #2 The term business is behavior means that the business is very much reliant on the skills, motivations, attitudes, and dedication of workers in order to be effective and successful. A business cannot be a thriving organization without all of the efforts of its workers and it is through their motivation and dedication that the company earns a profit. Therefore, business is behavior because without human capital and ambition, they cannot outperform competition or achieve their strategic mission or goals. The unbreakable behavior law are those beliefs that are driven by personal needs and personality factors that are part of lifelong learning. Businesses try to adapt their culture to fit a specific need, however if they conflict with these very important values or personality traits, it is likely they can never be broken. Behavior is key to quality because most businesses rely on teamwork in order to be successful, especially as the environment of business becomes more complex. Information systems technologies make it so that job roles are more inter-connected, therefore relationships must be built between divisions and know-how about other job roles are necessary to have a full understanding of the business environment and what it intends to achieve. If employees are satisfied, they will be more productive and show more loyalty to the company by performing their job roles effectively. The method by how employees conduct customer service, as one example, is dependent on their behaviors and attitude. #3 Pinpointing is identifying the specific outcomes desired of a management effort or goal. As one example, if the company needs more skilled employees with a better understanding of the entire organizational environment, they must pinpoint specific skills required to be focused properly. It is a detailed assessment of needs for the organization that might focus on critical areas to achieve long-term business goals and improve employee growth (proteus-international.com, 1). It helps managers to focus on exact areas to improve training or help employees gain better functional skills. The right pinpoint means being able to link goals with desired outcomes in a way that is meaningful for the organization. As one example, if the business has a need for cost reduction in warehousing, managers must pinpoint specific areas that continue to contribute to higher overhead. They might focus on labor as the right pinpoint and remove excess workers in areas where there is too much labor payment. As long as it is directly aligned with the goal, areas of focus represent the right pinpoint without getting strayed by focusing on other areas. Pinpointing is valuable in managing performance because it helps to isolate areas that require the most attention. Rather than focusing on a whole divisional improvement, it can look at individual job role function to look for ways to improve it. Pinpointing can isolate worker weaknesses in a specific area and only provide training in this one area to avoid high costs or to save management time. By providing only needed training, workers might not get frustrated or lose their motivation through redundant training systems. #4 Performance feedback is the systems that help guide workers regarding their weaknesses or strengths related to a specific goal or just their job role function. It is communication between managers and the employee that shows them where they need to improve or reward them for being dedicated and productive. Employees might be given appraisals, asked to fill out surveys, or just attend meetings with their superiors so that they can better develop their skills. The value that feedback provides to the individual is rewards if they are proven to be top performers, such as promotion or regular annual compensation increases. If a more complex system is used, like the 360-degree feedback system, it can open up communication lines with customers or other divisions that come in contact with the worker so that they are knowledgeable about other job role functions or the external environment. Feedback makes the employee feel more important and can improve their self-esteem. The value for the organization is a better management understanding of what frustrates or satisfies employees so they can focus on creating a more rewarding organizational culture. It also builds stronger management/employee relationships through regular interaction and candid discussion. When employees are shown their weaknesses and given opportunities to improve upon them, higher profit and competitive edge can be an outcome. Feedback improves communication not only between workers and managers, but throughout the entire business environment and all divisions that support it. #5 The coaching manager is one that acts somewhat like a guru or a counselor to employees so that they can be better developed and grow with the company. The coach is a form of counselor that uses positive behaviors of their own in the hopes that employees will take on these same attitudes and values. A successful coaching manager focuses on promoting harmony, charity and good works as part of a transformative leadership mentality (Bass & Steidlmeier, 188). They help employees to identify with their strengths so they can capitalize on it and become more knowledgeable and productive. They act as a guide for behavior and learning, perhaps through offering training or one-one-one communications meetings about development. The coaching mindset is one that is visionary, values-based, emotional and charismatic to gain employee commitment to achievement and growth (Antonakis & Hooijberg, 3). Coaching dialogue is routine communications that involve teaching employees how to become better developed and keeping lines of communication open at all times. The manager uses dialogue to help employees reflect on their behaviors and attitudes and examine their actions critically to understand where gaps in performance might exist so they can improve (Hunt & Weintraub, 4). Coaching applies to performance management because of the importance of setting up systems to improve employee motivation and productivity related to meeting organizational goals. By reflecting on their weaknesses, employees learn better and might be more motivated by the routine feedback between them and their managers. The goal is to get employees geared toward meeting goals, however this requires development. Coaching has value in managing performance because it isolates failures in learning, training or attitude that need to be improved that can lead to better competitive advantage and more dedicated employees. Bibliography Antonakis, John & Robert Hooijberg. “Cascading a New Vision: Three Steps for Real Commitment”, Perspectives for Managers. Iss. 157, 2008. Accessed April 2, 2011 from ABI/INFORM Global Database. Bass, Bernard & Paul Steidlmeier. “Ethics, Character, and Authentic Transformational Leadership Behavior”, Leadership Quarterly. Vol. 10, Iss. 2, 1999. Hunt, James M. & Joseph Weintraub. The Coaching Manager: Developing Top Talent in Business. 2nd edition. Sage Publications, Inc. 2011. Proteus-international.com. “Performance Management Systems”. Accessed April 2, 2011 at http://www.proteus-international.com/performance_mgt Viscusi, Stefania. “Top 5 Advantages of Performance Management in the Contact Center”. Entrepreneur.com, 2007. Accessed April 2, 2011 at http://www.entrepreneur.com/tradejournals/article/169597131.html Read More