The Importance Of Job Performance

One stage in the management of performance system is when managers evaluate employees’ performances and provide them with feedbacks. One of the purposes of this stage is to identify employees’ strengths and weaknesses. As a result, managers should be able to identify performance and training gaps.

Employee performance is a performance criteria standard of an employee, they must have good behaviour and mustn’t do anything bad like waste time. Employees are rated on how well they do their jobs compared with a set of standards determined by the employer.

Analyzing jobs for an effective performance management framework, measuring employee’s skills and skill gaps should be properly measured. Job design is dependent upon the analysis of the job and the

An employees performance will depend on a number of factors – skill, knowledge, competence, aptitude, attitude and behaviours amongst other. Motivation is important as the level of motivation an employee has will determine how these factors are applied. Each employee will be motivated differently and is affected by a change by a range of variables. Motivation is fluid and will change throughout an employees life.

According to Principles of Management, (2012) Job performance refers to "the level to which an employee successfully fulfills the factors included in the job description." There are various components that can impact someone's job performance such as an individual's own capabilities and stress. Other factors that impact an individual's job performance is how they perceive the organization applies rules nd fosters relationships. An example of how SAS agrees with this and understands the importance of interpersonal relations and the impacts to job performance is seen in how they select managers. SAS emphasizes the value of supporting people by ensuring that any person considered for a management position has

In an organization employees are the important asset and play a significant role in the progress of an organization. Nowadays firms usually focus on the human capital in the form of the employees by giving them training, assisting them in career development and also work on performance management in order to keep the employees motivated and dedicated by giving them feedback through performance appraisals. Through these performance appraisals the employees are informed about their strengths that they can enhance and about their weaknesses that they can improve in the future.

To successfully transform themselves, high-performing organizations have found that they must fundamentally change their cultures so that they are more results-oriented, customer-focused, and collaborative in nature, and have recognized that an effective performance management system can help them drive internal change and achieve desired results. (Human Capital, 2004)

Typically, the performance of employees will reflect the beliefs of their managers. It is important that managers recognise the potential that lies within everyone they manage and treat them accordingly.

It is important to know how and what is measured on a performance appraisal; quality and quantity of work performed, and social efficacy are examples of what is to be measured. (GOMEZ-MEJIA, 2010) Performance will certainly differ subject to occupation description and team objectives, yet company business goals will not differ and relevance between the two must correspond with one another. This is a serious tool for management as it has the potential of corrupting a respectable performance appraisal system

Employee performance is composed of weighing employee’s talent, providing constructive performance feedback, and handling talent problems. Employee performance is measured to make employees aware of the manager’s expectations and to keep them on track by embracing goals, assessments, and measures (Cascio, 2010).

An effective employee is a combination of a good skill set and a productive work environment. Many factors affect employee performance that managers need to be aware of and should work to improve at all times. These include a lack of recognition of employees who are performing well, quality performance outcomes and an absence of a formal performance management system and poor working conditions (Awases, Bezuidenhout & Roos, 2013).

After discussing the three points of concern with the given company’s current evaluation form I will now discuss the most commonly used sets of criteria which should be evaluated in performance evaluation. The three most popular sets of criteria that people are evaluated on are individual task outcomes, behavior and traits. The first one I will discuss is individual task outcomes. This set of criteria would evaluate an employee based on how much volume that person is generating for the company. For example, if a worker is working on an assembly line and is producing a certain amount of parts per hour and is generating a certain amount of scrap per hour as well this would be an individual task outcome. The next popular set of criteria would be behavior. Behavior is a set of criteria that is evaluated based off how well a employee is able to care and show how they can contribute to the company in a positive manner depending on the job. For example, a elementary school teacher would be evaluated on her behavior due to how well she interacts with her class. Is she able to show compassion? Also is she able to show the children that she cares and loves for them. The next set of criteria that I will discuss is traits. Traits are actually one of the least scored criteria because they do not actually count on job performance like individual traits. Being able to show that you are competent in what you are doing

Murphy(1989) cited in Boon,Fern,Sze and Yean (2012:663) define job performance as "the set of behaviours that are relevant to the goals of the organisation in which a person works.” Armstrong (2010:248) defines performance as the behaviour in which organisations, teams and individuals get work done.’’Brumbach (1988) (cited in Armstrong, (2010:248) states that performance means both behaviour and results .Behaviours emanate from the performer and is an instrument of results .Campbell(1990) (cited in Armstrong, (2010:248) argues that “ performance is behaviour and should be distinguished from the outcomes because they can be contaminated by system factors”.

Job performance is normally measured by task related statements and behaviors. Nowadays, organizations pay more attention to the behaviors of how an employee can add more value and how they help to achieve the goals. These behaviors are called organizational citizenship and contextual performance. Counterproductive behavior viewed as a contrary to the organizations interest and they include theft in the workplace to the poor quality of work. Professional sport teams can help an organization answer numerous questions. These studies are relied on the individual and the team data, the data are analyzed to measure the task, counterproductive, and citizenship performance to find out whether the behaviors are from the individual or from the

Performance measuring is vital part which assessing value of employee and management. Performance can be measure through employee’s overall impact cost efficiency and effectives. (Anon., 2017)