Asignment Performance Management Essay

Weiss and Hartle (1997) A handle for establishing a sh ard actualizeing nearly what is to be attaind and how it is to be achieved, and an approach to managing people that increases the probability of achieving success * In my experience writ of execution counsel means different things the different people. In the company I currently work for mental process guidance is estimation of in the negative as being a process by which managers argon able to take employees to task over bad exploit and ultimately get rid of them. This whitethorn seem archaic and it is the close to negative example I find come across in my work life so far, however, even in more preceding thinking companies employees argon often skeptical and suspicious of the withstanding into action counselling process.Conversely I have been fortunate to see performance management at its best. For me performance management is all about taking the affectionateness goals of the organisation and ensuring that de partmental, squad and singulars tasks and behaviors link to and support these goals. In this way employees see to it what is expected of them, why the work is signifi toleratet and how it links into the boilers suit performance of the organisation. They are engaged and feel confident in their work sharp that they are contributing to the success of the company. public presentation management assists oganisations in incite and empowering their employees by riding horse clear goals and advantageing them not only for what they achieve but also the way in which they achieve. In doing this organisations laughingstock instruction on what is really important to the success of the business. They mess recruit and observe the best employees, and strike and develop by cultivation and challenging the workforce. Performance management allows succession mean so that job roles dismiss be filled with skilled, touch offd, experienced employees.Comp angiotensin converting enzyments o f Performance ManagementPerformance management is a cyclical process involving a number different components. Goal setting is a key component of the Performance Management process. The organisations overall goals should start the chain and depending of the size and structure of the system these goals. The process should start with the organisational goals which are designed to ensure the performance of the organisation leads to made business. These goals cascade down to business areas, departments, teams and separates. For individual(a) employees their job description and the teamsgoals ordain form the basis of their individual goals. It is important that they understand how their own goals link into those of the organisation, why the work they are doing is important and how it contributes to the overall success of the organisation. There mustiness be agreement on individual goals if they are to be embraced by the individual and they must be ingenious if they are to be effect ive.SpecificMeasureableAchievableResults Orientated (Relevant)Time forswearIt is important that individuals are clear on what is expected of them, that they feel the goals can be achieved and that they that they are challenging and interesting. Key to the achievement of goals is regular communication. discourse may be formal or informal but can include updates from the individuals, feedback from colleagues, managers and clients, one to ones or team meetings. This communication is invaluable in employees on track to achieving their goals and making changes when necessary. Performance appraisals are an early(a) important component of performance management. These events are often undertaken annually and provide a formal appraisal of the individuals competence in their role. Individuals and their managers have the prospect to discuss, provide feedback and present of the individuals achievements (against goals) and, in whatsoever organisations, the way in which those achievements w ere met (behaviours).Some companies also undertake half annually reviews or appraisals with the view to making sure that that performance stays on track between annual appraisals. This is also an opportunity to review active goals and set new ones. Performance improvement or development planning is another part of performance management. Areas for improvement or development may be identified at any time during the performance management process but typically come out of appraisal discussions.As with goals it is important that at that place is agreement on development plans and that activities to develop individuals are varied and effective. If employees are going to achieve their goals and develop their skills, knowledge and speech communication within their role they must have access to the appropriate training and learn. Whether employees requiredevelopment because they do not meet their current performance requirements or in order to progress to the next train, training and coaching are also key elements within a comprehensive performance management process.Motivation and performance ManagementThis relationship between penury and performance management can be complex and individual to distributively employee. There are numerous penuryal theories all of which have elements of genuineness to them. I have looked at two motivational theories, McGregor and roar. Douglas McGregors speculation details two contrasting models of workforce motivation ** Theory X suggests that the average person is basically lazy and turn int exchangeable work. They prefer to be told what to do and dont want responsibility. As such there needs to be tight control of the individual and threats of loss or punishment are the best ways to motivate them. Theory Y is the opposite, assuming that most people enjoy work, that they are happy to take responsibility under the right circumstances and that they can be self-motivate to do a good job. This motivation can be enhanced whe n managers are able to appreciate the employee and develop their trust.Victor Harold Vrooms theory, to me, has links to the Y Theory, the theory suggests that factors such as personality, skills, knowledge, experience and abilities drive an individuals performance. It proposes that employees are motivated by what they expect to receive in return for their effort and what that expected reinforce means to the employee. This is referred to as Expectancy theory and links together in the following way Expectancy Does the individual feel the effort they frame in in will lead to high performance.What is their levels of confidence in what they are capable of doing? Do they have the appropriate resources, knowledge and training to carry out their role? Instrumentality If the individual achieves a high level of performance is there come back for their efforts and can they be sure they will receive it. Employees must be able to trust that they will. Valence Is the support offered/expected one that the individual values. For the reward to motivate it must have importance for the individual, be it fiscal, recognition, promotion and so on.For me the key to Vrooms theory and its success in motivating employees is that every individual is different, each(prenominal) has their own needs, wants, expectations and values found on the individuals frame of reference. Management must know and respect the individual and what they want.Reward within Performance managementI have already discussed reward in relation to motivation and how the reward on offer may need to bespoke to the individual in order to be effective. There is, however, a far wider human face to reward with a performance management process.Reward to attract and to motivatePay is usually the first thought when talking about reward in employment. It is important that a realistic but attractive compensation is offered initially when recruiting new employees. Pay continues to be important for most individuals pas sim their employment, however it is not the only way in way employees can be rewarded. Within my current organization pay is only change magnitude annually, across the board, which has little to do with performance except for acknowledging that employees are rewarded for works for the company in personal credit line with cost of living rises. Currently there is no performance management process within my organization other than dealing with poor performance in a theory X style, employees are serviced with a notice of improvement linked to termination of their contact. international of the annual pay increase financial reward is only presumptuousness if a good employee threatens to leave. Practice is known to all employees via the grapevine and acts to demotivates those who dont wish to take this approach. I have, however, worked within another organization where annual increases were calculated on performance throughout the year based on a truly robust appraisal system. Engaged a nd motivated employees were encouraged to collect factual evidence of their achievements and to present and rate this evidence at their appraisal. Ratings were discussed and agreed and then, then to ensure fairness, underwent cross calibration at departmental level. Employees felt they were treated fairly and rewarded not just for their efforts over the year but for their ownership of managing their own performance.Another type of reward for performance, which is being rolled out currently by my employer, is to provide opportunity for high performingindividuals to their knowledge of the business through a follow scheme. This has raised employees morale as they feel they will be able to perform more effectively and this could, in turn, lead to ameliorate opportunities and perhaps promotion. It has also encouraged other individuals to improve their performance in order to be able participate in the scheme. As I have discussed an employee perception of the value of reward will vary f rom one to another. values The need to provide a variety of rewards in line with employees expectations and personal preference is supported in the concept of impart Reward schemes. These scheme look at all the rewards and benefits that are or could be provided to employeesrecognitionwork/life balancecompany husbandryemployee developmentenvironment, including job design and the physical workspace.*Management and Motivation, Vroom, V.H., Deci, E.L., Penguin 1983 (first published 1970) ** Wikipedia3 x components of total reward system 1 of which should b non financialWeiss and Hartle (1997)