Management Performance at the University of Colorado - Essay Example

University of Colorado mission, vision value statement says that they value their campus community, employees, and their institutional heritage. It also says that they achieve organizational excellence through; A safe environment, An engaging workplace, Staff development, Teamwork and partnership, Integrity and accountability, open and respectful communication, An inclusive community, Quality, competitive, value-added services, Innovation and continuous improvement, environmental sustainability, etc (the University of Colorado at boulder: Mission, Vision, Values). When we compare the actual performance management against the vision, mission, value statements, we can conclude that most of the claims made in the mission, vision, value statements are reflected in the actual performance management system. In other words, the CU performance management process is directly connected with the employee’s performance plan and the strategic visions of the university. “The supervisors measure an employee’s performance contributions not only in terms of skills, competencies, and outcomes and how her/his position contributes to achieving the goals of the work unit but also in terms of a positive contribution to the strategic direction of the campus” (UNIVERSITY OF COLORADO PERFORMANCE MANAGEMENT PROGRAM, p.6).

“Under the Colorado State University Performance Management Program, the direct relationship between performance evaluations and pay rate change has the potential of creating disputes due to differences of opinion between employees and their supervisor” (Human Resource Services). One of the major drawbacks of Colorado University's performance management processes is the over-involvement of supervisors in judging the performances of the employees. The supervisors may have their reservations, prejudices, and biases concerning the performances of each employee. Such prejudices and biases may prevent the employees from getting proper rewards for their better performances. For example, a supervisor may rate an employee lowly because of his previous disputes or personal clashes with that employee. Even if that employee performs well, the supervisor may still underrate him. Thus his outstanding performances may go unnoticed by the organization. Such employees may not make any deliberate attempt to perform well because of such maltreatment by the supervisors. The University management should make conscious efforts to eliminate the personal matters from the professional matters as far as the supervisor-employee relations are concerned.