Performance management

Performance management

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Performance management deals with the challenge organisations face in defining, measuring, and stimulating employee performance with the ultimate goal of improving organisational performance. Thus, performance management involves multiple levels of analysis and is clearly linked to the topics studied in strategic human resource management as well as performance appraisal

Today, performance management term as an overall description of a process of performance planning and review conducted by managers and individuals has largely replaced the term performance appraisal. The latter has often been relegated to a description of the performance assessment and rating aspect of performance management (Armstrong, 2014)

Aguinis (2005) defined that performance management is a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization. Further he said that It is five elements which are agreement, measurement, feedback, positive reinforcement and dialogue.

Cappelli (2008) noted that when employees fail in their jobs, part of the organization also fails. Performance management’s target is to eliminate or at least significantly reduce this possibility. 

Pulakos (2009) explained that performance management is the key process through which work gets done. It’s how organizations communicate expectations and drive behaviour to achieve organization’s goals.

Knowing this, many employers today take a more continuous affect to the performance appraisal system. For example, at Toyota Motors Lexington, Kentucky, Camry plant, the supervisors don not sit with individual employees to fill out forms and appraise them. Instead of it, teams of employees monitor their own results, even posting individual daily performance

Objectives of performance management

 The overall objective of performance management is to develop the capacity of people to meet and exceed expectations and to achieve their full potential to the benefit of themselves and the organization. Performance management provides the basis for self-development but importantly, it is also about ensuring that the support and guidance people need to develop and improve is readily available.

Chamberlin (2011) found that the real aim of setting objectives is for people to know exactly what it is they have to do, when they have done it, that they are able to do it, why they have to do it and that it is something they should be doing, and how they are progressing along the way.

REFERENCES

Aguinis, H (2005) Performance Management, Upper Saddle River NJ, Pearson Education

Armstrong. M, (2014). Handbook of Human Resource Management Practice, 13th edition

Cappelli, P (2008) Talent on Demand: Managing talent in an uncertain age, Boston, MA, Harvard Business School Press

Chamberlin, J (2011) Who put the ‘art’ in SMART goals? Management Services, Autumn, pp 22–27

Pulakos, W D (2009) Performance Management, Chichester, Wiley-Blackwell