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BUS3 155 Performance Management and Development

Published : 06-Sep,2021  |  Views : 10

Question:

Design a communication plan that answers the key questions:
 
What is performance management?
 
How does performance management fit in the organizations strategy?
 
How does everyone benefit from the system?
 
How does the performance management system work?
 
What are the employees and supervisors key roles and responsibilities in implementing the system?
 
How is the performance management related to other key organizational initiatives?

Answer:

Performance management can be defined as a process or approach to deliver successful results in the organization. It is a process in which the activities ensure that the goals are met consistently through goal setting, communication, progress review, implementation of employee development plans and rewarding achievements. It is considered as a systematic process that aims at improving the overall process of the organization. The main goal of performance management is to promote and improve performance of employees so that there is maximum contribution towards the organization.  It is not an annual appraisal meeting nor it is self-evaluation. It is a system of creating an improved work environment where the employees are enabled to perform to the best of their abilities (Mone, & London, 2014).

One of the greatest challenges in an organization is to align the performance management in the organization’s strategy. Six steps can be followed to fit the performance management in organization’s strategy. Firstly, achievable goals may be set in a manner that need not be modified at the end of every quarter. Progress needs to be reviewed regularly to take any necessary corrective actions. Secondly, regular monitoring and discussion of daily achievements can help in motivating employees. Thirdly, learning must be linked to performance so that the employees can expand their skill set and reach personal goals. Fourthly, strong leadership needs to be ensured that would take the firm to new heights. Fifthly, formal learning needs to be integrated with employee performance management so that organizational growth and productivity can be advanced. Lastly, the appropriate talent management software shall be used to provide efficient infrastructure in support of high-performance organization (Stack, 2013).

A good performance management system is beneficial for the company. The system provides open and transparent feedback to the employees that create positive influence on job satisfaction. There are ample learning and development opportunities that enhance employee productivity. A harmonious relationship between the individual employee and line manager can be established based on empowerment and trust. With clear accountability, cost advantage, employee loyalty and retention the organization experiences benefits. The manager experiences benefits as there is savings and time and reduction in conflict. Therefore, the performance of the employees can be managed while providing benefit to the overall organization, manager and individual employees (Park, & Shaw, 2013).

To understand the performance management process, the management needs to understand their competition, employees, plan strategies and analyze the strengths and weaknesses. The performance management system begins with communication and planning in which the managers talk to their followers and share business goals and plan. The manager conducts a competency review at the end of every year whose results are used in the planning phase of next year. Further, the performance management involves day to day leadership that encourages achievement. Managers should also create an environment where their team members feel comfortable coming to them with any issues on a day to day basis (Harris, Brown, & Artis, 2014).

The employees and supervisors play a crucial role in implementing the performance management system. The managers play a key role of communicating the organizational mission and value to the employees and clients. Further, the supervisors clearly need to define their work expectations to ensure success of business goals and enhancing overall performance improvement. The supervisors’ role is to provide leadership from the top. They need to maintain simplicity in the overall performance management process. The employees also play a vital role as the entire performance management process revolves around them. They play a role in formulating performance management agreements with their line managers and participate in 360 degree assessment schemes. Additionally, the employees discuss their competencies and roles in conjunction with the supervisors. Therefore, training is necessary in all these activities (Kuvaas, Dysvik, & Buch, 2014).

Performance management process helps in setting the platform for rewarding excellence. The system involves alignment of individual employee accomplishments with the organizational objectives and mission. Performance management enables training initiatives that helps employees in managing their skills and performance. Also, performance management enables regular feedback processes that help employees in knowing their performance standard. By diagnosing issues in the performance at an early stage, corrective actions can be taken. Performance management involves targeted staff development that increases responsibility of the staffs. It also initiates the development of effective performance management system. Performance management system enables maintenance of performance record that is kept in the HR’s file. The historical record helps in recording employee performance and their development journey (Kroll, & Moynihan, 2015).

References

Harris, E., Brown, T., Mowen, J., & Artis, A. (2014). Exploring the Role of Productivity Propensity in Frontline Employee Performance: Its Relationship with Customer Orientation and Important Outcomes. Psychology & Marketing, 31(3), 171-183. http://dx.doi.org/10.1002/mar.20685

Kroll, A., & Moynihan, D. (2015). Does Training Matter? Evidence from Performance Management Reforms. Public Administration Review, 75(3), 411-420. http://dx.doi.org/10.1111/puar.12331

Kuvaas, B., Dysvik, A., & Buch, R. (2014). Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices. Journal Of Management Studies, 51(6), 845-868. http://dx.doi.org/10.1111/joms.12085

Mone, E., & London, M. (2014). Employee Engagement Through Effective Performance Management (1st ed.). Hoboken: Taylor and Francis.

Park, T., & Shaw, J. (2013). Turnover rates and organizational performance: A meta-analysis. Journal Of Applied Psychology, 98(2), 268-309. http://dx.doi.org/10.1037/a0030723

Stack, L. (2013). Managing employee performance (1st ed.). Highlands Ranch, CO: Productivity Pro.

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