Job Description Of Manager Interview

Performance management relates to an organization’s ability to implement a system to evaluate and advance employee performance. Achieving peak performance requires consistency, clear objectives, and constructive employee evaluation. According to Mithas, Ramasubbu, & Sambamurthy (2011), an organization must design the performance management system based on extensive research about the organization’s mission, and then properly communicate the purpose of the system to employees, stakeholders, and decision makers. After the performing the research, the information should be used to establish the appropriate performance management specialized for the organization. In addition, an effective performance management system should align

Performance management is a tool that managers use to ensure that their companies remain at the top of their competitive edge. The Chartered Institute for Personnel Development (CIPD, 2008), defines performance management as a method by which individuals and teams are managed in a way that achieves high performance at an organisational level. The individuals within the organisation share an understanding of the achievement goals of the organisation. In order to achieve this, a general strategy is created, with each individual within the organisation understanding his or her role and requirements within such a strategy

As stated by Peter F. Drucker, “Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.” Performance management is essential to achieving an organization 's mission statement and business goals, and also in attracting, retaining, and motivating qualified employees. There are many benefits and reasons why an organization should execute a performance management system. Performance appraisals establish the basis for qualifying, recognizing, and rewarding employee contributions. In this paper, I will discuss what performance management is, the problems with the current performance management system at my organization, how other organizations have succeeded in their performance management system and how I would advise management at my current organization to improve our performance management system.

Prior to enrolling in an Organizational Behavior Management course I had no idea of all the necessary skills one must acquire in order to be a successful professional in the workplace. After being introduced to the multiple aspects that play an important role in the making of a great manager I learned that there are some aspects that are more crucial than others. Perhaps, some of the most fundamentally important ideas in management are the leadership, personality, motivation, decision-making and communication skills of the individual. In my experience, I view a good and effective manager first and foremost as a leader. A well-rounded manager has a personable personality and can engage and motivate a multitude of different personalities.

Performance management is defined as the process through which managers ensure that employees’ activities and outputs are congruent with organization’s goals (Noe, Hollenbeck, Gerhart and Wright, 2012, p.341).

This topic focuses and exploring the impact of good performance management on the workforce and also analyse the signs of good performance management and bad performance management. Performance management is a process of communication between an employer and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. Performance management is a continuing event and not just a yearly task.

The term performance management, may be defined as a systematic process utilized by companies or firms to enhance success by advancing the quality of performance of their staff. This involves the participation of all employees, whether on an individual or a team basis which promotes organization effectiveness in alignment with the organization’s goals.

Manager education for those leading the performance management process is necessary to ensure they take it seriously, and understand the many benefits (both to individual employees and the organisation) of a high-performing performance management system. Knowledge on the practicalities of effective implementation of performance and development plans would ensure they actually facilitate high-performance. This would enable managers to more accurately identify and clarify performance expectations, which would in turn enable them to set performance objectives that will drive high performance and can be measured reliably, with high levels of validity and specificity. Additionally, where necessary, managers should be trained on how to coach effectively to improve performance, and develop the skills and capabilities of their employees

The purpose of performance management is to get the most out of an employee, so they can help improve the company’s overall success. Performance management gives feedback that can be used for all HRM’s roles. The HRM’s role in the performance management process is to handle promotions, lay offs, trainings, and how much each person should be paid (Snell, Morris, & Bohlander, 2016). They are also responsible to incorporate pay for performance incentives. The HRM’s use a performance evaluation that measures each employee’s roles in their specific job requirements. This evaluation can be used for administrative purposes that gives input and results for all HRM’s activities. The performance management system also documents HRM’s actions if there is ever a legal problem. They need to set realistic goals for their employees and then evaluate them on the progress of these goals. The developmental purpose of having this type of evaluation allows HRM to hire the correct employees and make sure they are put into the best role that will further their career, as well as the company. If HRM can decide where an employee is best fit in the company, evaluate their progress, and train them where needed, the process will improve employee’s performance. This will lead to company success. In order to ensure the process aligns with the organization’s strategic plan, there needs to be a well-defined job description, communication, and well set goals in order to reach that success.

Job Description gives details of the job in respect of duties, responsibilities and other aspects. It is an overall

To understand the expectations of the managers, the employees need to know when they are performing well and when they are falling short. Their tasks should be prioritized and they should be provided the adequate support and feedback. Managers should pay heed to three aspects which define employee performance. They are:

Job description is not just a piece of paper that sits in an employee’s file. It is living document that will help you hire, manage, encourage, review, and, if necessary, discipline or terminate employees.

Armstrong and Baron (2009) defined Performance management as ‘‘a process for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and longer term‘‘. They also highlighted that PM is a “strategy which relates to every activity of the organisation set in the context of its human resource policies, culture, style and communications systems. The nature of the strategy depends on the organisational context and can vary from organisation to organisation”. Therefore, a good performance management is about a quality of service toward employees and the main aim is to create a ‘culture‘ where a high standard performance is part of everyday life of the organisation.

A managers are playing a very important role in performance management and therefore in achieving targets, improving and increasing effectivity and profitability and encouraging and supporting their staff to perform at their best, but furthermore, a bad management can bring a lots of problems such as alienation and de-motivation of the

I learned that a job description provides a list of specific qualifications, requirements, duties that exists with the designated job title. For example, if I want to become a law clerk, the job description requires I have legal research skills, an ability to interpret judges’ orders, or communicate case law.