Managing Performance

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What is Performance?

It’s a measurement of how much Knowledge, Skills and Abilities are used to accomplish task. The actions applied by an individual to accomplish a task which came through their mental and physical effort that produced results which can be judged is called performance. Evaluation of how much input for the accomplished outputs.

“Performance means both behavior and results. Behaviors originate from the performer and transform performance thoughts to action. It’s not just the tools for results, behavior are also outcomes in their own rights, it’s the product of mental and physical effort applied to tasks and can be judge apart from results” (Brumbach, 1988). 

What is Performance Management?

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It’s a process to increase the performance of the organization by improving the performance of the employees by individually and team (Armstrong & Taylor, 2014).

It is a strategic and integrated approach to increase the effectiveness of the organization by increasing the performance of the people who work in them by developing the capabilities of the team and individual contributors (Armstrong & Baron, 1998).

It’s a method to manage the employees to perform to achieve the organizational goals. Organizational goal should be realistic that the employee can understand their objectives so they can perform accordingly which will enhance the performance.
“The organization must have the shared vision of the main goal of the organization which the employees should familiar about it, so they can understand their part to contribute to achieve the goal, so it will manage and increase the performance of the employees and the organization” (Fletcher, 1993).

The employer expectation given as goals should be fully or partly achieved by the employees will be evaluated by the employer to determine the performance.
“The performance management is a process to measure output by comparing with the expectation stated as objectives” (Armstrong, 2006).

Performance Management Cycle

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Ø  Planning

It includes the agreement between the manager and the employee regarding the objectives and competency requirements. Identifying the objectives and defining job role of the employee to meet the main objectives of the organization by that the criteria’s for evaluating performance should be defined.

Knowledge, Skills and Abilities (KSA) and criteria to succeed in the job should be clearly mentioned in the relevant job description. (Henderson, 2017)

Ø  Acting and Monitoring

Carrying out the required job to achieve the objectives according to the planning and redefine job role to meet the current requirements throughout the year. The line managers will coach the employees, monitor their progress and provide feedback time to time to keep the employees and work groups to work efficiently to achieve the goals throughout the year. By monitoring the progress consistently will help how the employees are doing and give support on personnel development plans, and also helps to identify and mitigate problems early.

Personnel development Plan – It’s a plan to increase the capacity to perform and reduce the performance gaps through training and development. Development effort can encourage and support to do better performance, avoid past performance problems and helps the employees to keep up the changes in the work place.

Ø  Review

It’s an assessment meeting done between employer and employee to discuss and evaluate the progression and completion of the objectives, to find out what are the performance issues, What are the improvements can be taken to mitigate the performance gaps, training and development to enhance the knowledge and skills, opportunities for advancement and rewards (E.g.: Salary increment, bonuses, promotion, etc.) and set goals for the future. Normally a performance review is done once or twice a year. The performance review meeting is a way to make use of the primary elements of performance management which are agreement, measurement, feedback, positive reinforcement and Dialogue. (Armstrong, 2006).

The advantage and disadvantage of Performance Management

Advantage

ü  Performance based communication

ü  Employee development

ü  Reward and recognition

ü  Appreciate worthy employees

ü  Under performers identified and eliminated

ü  Documented history of employee performance

ü  Allows for employee growth

Disadvantage

ü  Time Consuming – PM is a complex and lengthy process.

ü  Discouragement of Staff

ü  Unreliable sources can be used to measure employees

ü  Favoritisms

ü  Lack of knowledge on appraisal of the employers

(Lotich, 2012)

References 

Armstrong, M., 2006. A Handbook of Human Resources Management Practices, 10th ed. London: Kogan Page Limited

Armstrong, M. & Baron, A., 1998. Performence Management: The new realities. London, CIPD.

Armstrong, M. & Taylor, S., 2014. A Handbook of Human Resource Management Practice. 13 ed. s.l.:Kogan Page Limited.

Brumbach, G. B., 1988. Some ideas, issues and predictions about performence management. s.l.:Public Personnel Management.

Fletcher, C., 1993. Appraisal; Routes to improved performence. London, Institute of Personnel Management.

Henderson, I., 2017. Human Resource Management for MBA and Business Masters. London: CIPD.

Lotich, P., 2012. Smart Church Management. [Online]
Available at: https://smartchurchmanagement.com/advantages-and-disadvantages-of-performance-management/
[Accessed 12 09 2018].

Image 1 available in : https://www.pssi-int.com/2018/02/21/4-reasons-why-performance-appraisals-are-necessary/
Image 2 available in : https://hr.un.org/article/bringing-out-best-others-performance-management-training
Image 3 available in : http://www.whatishumanresource.com/performance-management-cycle