Successful Implementation Of A Performance Management System

Performance management (PM) has been a part of organizations for many decades and primarily understood as a fundamental function of the Human Resources (HR) department no matter what the size or industry of the business. However, more recently performance management has shifted to being a competitive strategic advantage for organizations wishing to become high performing and overall successful. As such aligning PM with organizational missions, visions, values, goals, and strategies has now become the direct focus of HR professionals across the globe. As a HR manager, there are a number of situations which must be addressed with PM and support of other departmental managers. Presented is the application of the PM process, with analysis, responses and action items, for five emails written by department managers requesting advice on a number of situations from the organization’s HR manager at Precision Machining Inc.

A survey performed by Watson Wyatt showed that only three out of 10 workers agreed that their company’s performance management system helps improve performance and less than 40 percent of employees said their systems established clear performance goals, generated honest feedback or used technology to streamline the process (Pulakos, 2004). The successful utilization of a performance management system is dependent on an organization’s approach for “establishing a shared understanding about what is to be achieved, and how it is to be achieved” with its employees (Tracey B. Weiss, 1997). Successful performance

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

The implementation of a performance management system will allow managers to implement a goal setting process while periodically evaluating, coaching and rewarding their employees for the job that they have been hired to do. While participating in performance management meetings between managers and subordinates is not a pleasant environment, it is a necessary part of the corporate setting. If there is no formal performance management system in the workplace, the management team runs the risk of job performance and employee morale declining.

The most important part in creating your performance management system is ensuring all portions of the organization are involved in design, implementing, administering, managing, and evaluating the program (Group, 1994). In order to reform the current performance management system human resources must decide what currently works and consider how their competitors have set up their performance management systems. If you want to be competitive in the appeal industry it’s essential to pay attention to your competitors in order to keep retention.

Performance management is an active role a manager can take in his/her relationship with employees. Traditional methods of providing feedback to employees, most usually through an annual review, which actually serves to increase tension in both the manager and employee, are rarely constructive. Instead, performance management should be an on-going process. The most effective performance management styles, according to Pharmacy Management, Leadership, Marketing and Finance (Chisolm-Burns et al. 2011), can be described with the acronym SCORE: Strategic, Communication, Opportunity, Recognition, Engagement. Following is a detailed summary of each tactic.

Performance management systems (PMS) framework acts as a research tool in depicting the structure and operation of PMS of an organization in a more holistic way (Otley, 2009). It was developed based on Otley’s (1999) performance management framework and Simon’s (1995) levers of control framework. Performance management framework proposed by Otley emphasizes five central issues which he contends are necessary to be taken into consideration as part of the process in developing the PMS structure. The five central issues relate to the key organizational objectives, strategies and plans for the accomplishment of the organizational objectives, target-setting, rewards systems and finally the information feedback loops (Otley, 1999).

Our research and experience validates that in order to achieve an effective Performance Management system, it must be inclusive of the organizations objectives, Mission Statement, goals and core values. It must gain “buy in” and approval from all stakeholders, it must be clear, measurable and provide an opportunity for communication and feedback.

The internet is one of the largest fastest methods of communication we use in this world. It 's used to connect people to anywhere, or anyone around the world. The internet also consist of a large number of search engine and one of the biggest search engines today is google. Google today is the leading company in the world today, with many products and services that provide internet engine research, software, advertising, and cloud computing. Being a leading company in the world, google employees are the ones the drive and create ideas to the company beneficially.

I have experience in performance management and understand the performance appraisal or a disciplinary process. It aims to improve organisational, functional, team and individual performances. Effective performance management measures the progress being made towards the achievement of the organisation's business objectives. It does so by planning, establishing, monitoring, reviewing and evaluating organisational, functional, team and individual performance.

We were tasked with critically evaluating our organisation’s performance system and make recommendations on how that organisation can improve its employee performance. We started off by defining and then discussing what a Performance Management System (PMS) is. Then we discussed why we need this system and what the organisation can do with information/ results drawn from the system .We also showed that implementing such a system is not easy as there can be hindrances to implementing it such as political, organisational, interpersonal hindrances as well as biases.

Performance management is important in all organizations in helping to develop priorities and to identify the resources required to progress and maintain organizational accountability for the delivery of its primary objectives. Employee and employer expectations in both private and public sector organizations are changing as people become more aware of the importance of quality service. In the 1950s as reported by ADDIN EN.CITE Marrewijk20031249Marrewijk and Timmers (2003)1249124917Marrewijk, Marcel vanTimmers, JoannaHuman Capital Management: New Possibilities in People ManagementJournal of Business EthicsJournal of Business Ethics171-184442/32003Springer01674544http://www.jstor.org/stable/2507502610.2307/25075026 HYPERLINK l "_ENREF_5" o "Marrewijk, 2003 #1249" Marrewijk and Timmers (2003), people were more tolerant of poor services and could stand in queues for longer periods. They also endured the inefficiencies that came from lack of accountability in organizations. However, people have grown more and more concerned about the quality of public services they receive as well as their expectations of quality. This has led organizations to require increased assertiveness in demanding their employees to develop better quality services as well as greater accountability.

The performance management system (PMS) is still a work in progress: Performance metrics need to be assigned for each job and linked to the position agreement in the job description. Then, employees will be able to self-monitor performance on their own dashboard displaying their contribution (Cokins, 2010), which is linked to their job evaluation. Before the PMS is finalized the following considerations are offered, followed by a plan to implement a holistic performance learning system that incorporates the considerations.

This paper will help you to understand the stages of the performance management system and how it works to hold employees accountable for their jobs and maintain structure and communication between human resource managers and employees.

Many scholars have defined performance management, as it is aforementioned, the concepts itself are ambiguous and being used interchangeably with other term. The definition of performance management may be deduced from the definitions of performance and management. Performance defined as the potential for future successful implementation of actions in order to reach the objectives and targets (Lebas, 1995). Some argue that performance management extends beyond the concept of management appraisal or performance related pay of the 1980s, which address how a person should be rewarded after the completion of tasks over a given period (Mupazviriho, 2003 cited in Ohemeng, 2009), however performance management viewed not only on individual or personal appraisal, it is way beyond that, it is related with improving organizations (Armstrong, 1994) or Talbot (2010) might said improving government performance. Performance management apparently is a system through which organization set work goals, determine performance standards, assign and evaluate work, provide performance feedback, determine training and development needs, and distribute ‘rewards’ (Bouckaert & Halligan, 2008).