Concepts in Performance Management
Concepts in Performance Management
Performance management is the process of creating a work environment or setting where people are enabled to perform to the best of their abilities. Performance management is also a whole work system that begins when a job is defined as needed, and ends when an employee leaves the organization.
Why do we use performance management systems?
According to Cascio and Aguinis, (2005), performance management is a continuos process of identifying, measuring, and developing individual and group performance in organization. This is a process that is done for and employee annual review period that is used also to point out an employee’s strengths and weaknesses.
Performance Management is about having employees succeed and improve. This can only happen with the manager and the employee working together in a communication process to identify the barriers to success, whether the barriers are from the employee or the system of work, and then building plans to oversome those barriers.
There is always room for improvement in any system, but HR mangers should always be looking for ways to make performance better, and sometimes this may mean the manager and the employee need to figure out the best method to use in their unique situation.
Why do performance management systems often fail?
Some managers complain that formal performance appraisal interviews tend to interfere with the more constructive coaching relationship that should exist between superior and subordinate (Cascio, Aguinis, 2005). Interpersonal barriers may hinder the performance management process. (Cascio, Aguinis , 2005). Companies sometimes implement performance management and performance appraisals in ways that often guarantee failure. Why it fails far more often than it should has to do with mindset and techniques used. Some reasons a performance management syteme fails is: orangizations believes that performance management is about filling out forms, they focus on
Performance management is the process of creating a work environment or setting where people are enabled to perform to the best of their abilities. Performance management is also a whole work system that begins when a job is defined as needed, and ends when an employee leaves the organization.
Why do we use performance management systems?
According to Cascio and Aguinis, (2005), performance management is a continuos process of identifying, measuring, and developing individual and group performance in organization. This is a process that is done for and employee annual review period that is used also to point out an employee’s strengths and weaknesses.
Performance Management is about having employees succeed and improve. This can only happen with the manager and the employee working together in a communication process to identify the barriers to success, whether the barriers are from the employee or the system of work, and then building plans to oversome those barriers.
There is always room for improvement in any system, but HR mangers should always be looking for ways to make performance better, and sometimes this may mean the manager and the employee need to figure out the best method to use in their unique situation.
Why do performance management systems often fail?
Some managers complain that formal performance appraisal interviews tend to interfere with the more constructive coaching relationship that should exist between superior and subordinate (Cascio, Aguinis, 2005). Interpersonal barriers may hinder the performance management process. (Cascio, Aguinis , 2005). Companies sometimes implement performance management and performance appraisals in ways that often guarantee failure. Why it fails far more often than it should has to do with mindset and techniques used. Some reasons a performance management syteme fails is: orangizations believes that performance management is about filling out forms, they focus on
References: Moynihan, D. and Pandey, S. (2008). The big question for performance management is: why do managers use performance information. Retrieved from http://www.lafollette.wisc.edu/facultystaff/moynihan/JPART204.pdf Holding Positive Performance Appraisals. Retrieved from http://www.credoreference.com.libproxy.edmc.edu/entry/ultimatebusiness/holding_positive_performance_appraisals Cascio, W.F., Aguinis, H. (2005). Applied Psychology in Human Resource Management, (6th ed.). Upper Saddle River, NJ: Pearson Prentice Hall