This
analysis concluded that coaching, development and giving/receiving feedback is
a learned and essential skill for all employees in the organization regardless
of their position and hierarchy (Roberts, 2001). Performance management system,
employee and manager training and development unconditionally necessary for
improving their performances (Helm et al., 2007).
Also
performance management evidenced that it’s a strategic and integrated approach
to deliver sustained success to organizations by improving the performance of
the people who work in them and by developing the capabilities of teams and
individual contributors (Armstrong and Baron, 2004).
According
to B.Braun Knowledge Center performance management as a tool to identify and
develop the competencies in employees. Core competencies are the foundation for
a common understanding of which skills employees need to solve problems and to
complete tasks independently. B. Braun core competency model applies to all
employees and supports organization’s strategy by defining a common set of
skills and capabilities are the "DNA" of the organization which to
facilitate the development of a high-performing global workforce when it is
integrated and applied across the employee lifecycle.
Organizations
can identify the most eminent judgement of and employees’ performance by using
an appropriate evaluation method and it will be standardized and employees will
get motivated as they experiencing a fair evaluation for all the workmates
(Armstrong, 2006). It’s good to use multiple methods for evaluation pf
performances as it will provide broader view of the areas in which employees
need to improve and where to invest more (Alain,2013).
It’s
an important criteria to consider in benefits of performance management when
designing an accurate performance assessments to minimize the impediments
direct to decreasing the risk of employee dissatisfaction. Effective
performance management will lead an organization to achieve its goals
empowering and encouraging its coworkers (Jerry et al., 2008).
It’s
concluded that performances management is a constant process of improving
performances by setting SMART goals which are aligned to strategic goals of an
organization, Planning performances to achieve said goals, reviewing and
assessing and developing the knowledge, skills and abilities of employees and
celebrating their success with fair rewards, which B.Braun International
practices continuously worldwide.
References
·
Alain, P., (2013). The
Quick and Easy Performance Appraisal Phrase Book. 1st ed.
USA, Career Press.
·
Armstrong, M. (2006) Performance
management: key strategies and practical guidelines .3rd ed. London
and Philadelphia, Kogan Page.
·
Armstrong, M. and Baron, A.
(2004). Managing Performance: Performance management in action.
London, CIPD.
·
B.Braun Knowledge Center.
·
Helm, C., Holladay, C.L.,
& Tortorella, F.R.,(2007). The performance management
system: applying and evaluating a pay-for-performance initiative.
Healthcare Management.
·
Jerry W.
Gilley, J.,W., Dean,
P., Bierema,
L. (2008). Philosophy And Practice Of Organizational Learning, Performance
And Change. Cambridge, Perseus Publishing Services.
·
Roberts, I. (2001). Reward
and performance management. In I. Beardwell & L. Holden (Eds.), Human
resource management: A contemporary approach (3rd edn). Edinburgh,
Pearson.
Hi, agreed to your argument on the impact of performance management system on the employee performance. Further Armstrong and Baron (2004) emphasize that performance management is a effective tool to managers to ensure that managers effectively manage their employees. Watkins (2007) argues that most public sector organizations in African countries has not given enough attention to use performance management to improve employee performance.
ReplyDeleteHi Hasith. There is a reason behind it. Many practices and tools will have to be incorporated, rendering performance management systems quite complex and such complexity clearly poses considerable challenges to organizations regarding the design and implementation of performance management systems (Fletcher, 2001). This complexity not likely to diminish anytime soon due to pressures for improved performance, technological advances, and cultural issues in implementing performance management across borders (Almond & Ferner, 2006).
ReplyDeleteAgree with you Loshitha, further Performance management is a process which brings together many aspects of people management. It is about performance improvement at individual, team, department and organizational levels (Mullins 2010). Management programs and systems intended to improve one performance determinant often have unintended side effects on other performance determinants, and the side effects may be positive or negative. Even if a program is able to achieve its primary objective, adverse side effects may cause it to be abandoned (Neo 2010).
ReplyDeleteAgreed Loshitha. Ricci (2016) in order to putsuccessful performance management systemsin place, organizations must know whatcharacteristics of thesesystems are most instrumental in producing beneficial organizational outcomes Ricci (2016). Good performance management system is capable enough to increase organizational performence and effectiveness (Ricci, 2016).
ReplyDelete