The Origins of Performance Appraisal and Performance Management and the Differences Between Them.

Performance appraisals, performance reviews and/or appraisal forms are a part of the performance management process. In general, performance appraisals are not favored. People in organizations would prefer not to be advised they did not do tell this year compared to the previous years. Managers would prefer not to put themselves in a scenario that could possibly turn into an argument from an employee about a performance appraisal that was not that great. If the ultimate goal of a performance appraisal is employee development and organizational improvement, we have to consider moving to effective performance management system to avoid any conflicts. The successes of performance management strategies sound favorable to many, however, there are managers and supervisors that make decisions that affect the moral and performance of the employees. Moral can become the heart of an employee’s motivation to succeed and be happy at work.

Performance management can be defined as a systematic process, which helps an organization by improving the effectiveness of its

Performance appraisal is a method which is increasingly used to evaluate employees to determine the degree to which they are performing effectively and encourage them to direct their energies towards organizational performance. Although the appraisal is being practiced, there are criticisms made against the system which generally arise from within the Orthodox and radical management frame work.

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

Andrews (2014) pulled together considerable amounts of research about performance management from around the world and came to four conclusions:

There are so many focuses or themes that I might construct on my individual paper on ‘Developing high performance working’. One of them is functions of performance management; this will include strategic, administrative and the developmental. According to (Baron and Armstrong, 1998 cited in Bloisi, 2007:254), they “emphasise and integrated nature of performance management”. The second one is the administrative function; several organisations nowadays use performance management to evaluate employees about their salaries, retentions, redundancies and individual performance. Lastly, the developmental function should enable managers to identify where employees are not performing well and how they can improve it. Additionally, I will be explaining the performance appraisal and how does it process. According to (Bloisi, 2007:259), performance appraisal is the “process of measuring and evaluating employees’ performance. It can be a useful tool for employee development”. Dealing with poor performance is another topic that I will include in my individual paper; managers have to identify employees with poor performance, so they can take an action on them. Lastly, I will include performance management and how managers can administrate performance within the

Performance management is the system in which the employees are reviewed at regular intervals so they are monitored to tell the employer how they perform in their jobs and can they improve their performance. Employee performance measurements can determine an employee 's compensation, employment status or opportunities for advancement. This is usually carried out by the employee’s manager, however it is practical to include HR managers in the process. In order to be competitive, companies must continue to monitor the performance of its employees.

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.

Performance appraisal is an evaluation and grading exercise undertaken in organizations to achieve several objectives such as employee motivation, identification of training needs, rewards and remuneration, employee development through feedback etc. [Fig. 1]. All methods for performance appraisal have several advantages and disadvantages based on location of the firm, socio-economic environment, vision and mission of the firm, organizational structure and other factors. Organizations in different industrial sectors may have different focus areas of work and different values and thus, expectations from employees vary across sectors.

CIPD (2012) ‘While performance appraisal is an important part of performance management, in itself it is not performance management: rather, it is one of the range of tools that can be used to manage performance. However, it is a common mistake to assume that if organizations implement performance appraisals, they have performance management. Performance management is a holistic process bringing together many activities that collectively contribute to the effective management of individuals and teams in order to achieve high levels of organizational performance. The process is strategic, in that it is about broader issues and long-term goals, and integrated in that

Throughout every organization, there is a system set up for effective performance management. It is known that there is a continuous process associated with performance management. In order have success in the process; managers must have extensive knowledge of the mission and goals of the organization. Once the mission and goal is set in place, there should be a cascading effect that trickles down to each employee within the organization. This paper summarizes an article titled “Performance Management Done Right: It’s Not the Form, It’s the Process” (Murray, n.d.) The published article breaks down what performance management actually entails and introduces a variety of ways to implement the tool that helps build

Performance Management Within the Workplace The basis of the mainstream of performance appraisals within the modern workplace is one person (a manager or executive) rating one more, an intrinsically individual process. There are distinction such as 360 degree appraisals that include the judgment of others such as clientele and peers/colleagues in the process but it is the action of one person transitory judgment upon another that is subjective in nature and the root cause of many of the problems encountered in the research associated with performance appraisals. Performance appraisals are of importance to the organisation, as they often provide the only measure of an individual's contribution and

The definition of the term ‘performance management’ varies in different literatures. As Hutchinson(2013) summed up, combined with Den Harton’s theory(2004), it is a continuous process which links individual and team objectives with organizational goals by measure and improve employee’s skill and performance. According to Armstrong (2012), human resource management aims at making sure the organization has the most talented, skilled and engaged people in order to attain its goals. In this context, performance management is one staple practice helping managers identifying and retaining most competent employees as well as correcting poor performance.

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.

Research has identified a gap amongst the managers and employees’ perception about performance management theory and its actual practice (Bratton J. and Gold J. 1999). In practice, most organizations do not employ the performance management process to its full capacity in motivating employees (Morris et al. 1991). Though in theory, the general acknowledgment that performance management is a tool used to promote employee understanding of its contribution to organizations strategic goals; while also ensuring that the right talent and skills are centered on the things of importance. Yet in practice, it is regarded as just a documentation phase that is used to fulfill basic organizational and statutory requirements (CIPD 2009). In simple terms, performance management can be described as a strategic part of human resource management; which is an all-inclusive process that aims to bring together various aspects including performance appraisal (Boxall and Purcell, 2003). Noticeably, an important aspect of performance appraisal is enhancing performance, which is a key element of organizational life and performance