Performance
management system is most frequently used for salary administration,
performance feedback and the identification of employee strengths and
weaknesses. In general, however, performance management systems can serve the purposes
of strategic, administrative, information, developmental, organizational
maintenance, and documentation. (Gabris & Ihrke, 2001).
Table 1.0 : Purposes
served by a performance management system
Source:
Performance Management, (2005). Edingburgh Business School, Heriot-Watt
University
When
a performance management system implemented in an organization there are various
purposes served by that system such as strategic, administrative, information,
developmental, organizational maintenance and documentation ( Aguinis, 2005).
1.
The
rating distribution.
Performance
management will help the management to reward good performers and recognize
their efforts, whereas it serves as a warning to poor performers to improve
their performance (Porter, et al., 2003).
2.
Identify
competencies
At
B. Braun, the organization has eight (08) Core Competencies defined globally
and they form the foundation for B.Braun learning plan and curriculum, for a
holistic and complete development plan for their employees.
Figure 1.0
: B.Braun Core Competencies
Competencies
are the measurable and observable knowledge, skills, abilities and behaviors
critical to successful job performance for the organization. These competencies
form the basis for a common understanding of employees’ skills to solve
problems and to complete tasks independently and adequately. They also unite
B.Braun globally, and provide an orientation for all development activity.
Therefore identification of these 08 competencies one of the outcome of
performance management in B.Braun International.
3.
Initiative
for Talent Management
Talent
management is another outcome of performance management in B.Braun
International. B.Braun employees are the keystone of all B. Braun activities. At
B. Braun, the organization rely on qualified and highly motivated employees in
every position to secure and sustain our success.
Talent
management is the implementation of integrated strategies to achieve motivated
and competent employees in their respective field of expertise.
In
B.Braun this multifaceted Talent Management includes,
·
Attracting qualified, motivated employees.
·
Intensifying development opportunities by
expending our existing education offerings.
·
Developing talent pipeline to sustain
growth plans.
·
Building a learning organization by
encouraging employees to take initiative for their own development.
Figure 1.1: Talent
Management Framework
Source:
B.Braun Knowledge Center
4.
Way
to Training and Development.
Once
goals are set, employees need to have the knowledge and skills to do the work.
Organizations that want high performance need to make investments in employee
learning and development (Williams, 2013). This will allow employees to
accomplish their goals both now and in the future.
Video
1.0: B. Braun Accelerator
Connecting
people with one another, exchanging knowledge and experiences, and transforming
innovative ideas into lasting solutions more quickly. These are the goals of
the six-month accelerator program supported by B. Braun. In November 2018
B.Braun announced the second Open Call for startups, looking for innovative
solutions to be implemented in our different company functions (including
ambulatory centers & hospitals) and improve processes as well as the
service level and quality of or products.
References
·
Aguinis, H. (2005), Performance Management, Edingburgh Business School, Heriot-Watt
University
·
B.Braun Knowledge Center
·
B.Braun Group, Youtube
·
Chuck
Williams, C. (2013), Management,
7th ed., Mason, Cengage Learning.
· Gabris,
G. T., Ihrke, D. M. (2001). Does
performance appraisal contribute to heightened levels of employee burnout? The
results of one study. Public Personnel Management
· Porter, L.,W., Bigley, G. & Steers,
R.,M., (2003). Motivation and Work Behavior,
7th ed., McGraw-Hill, NY.
Apart from your views Deloitte (2016) described that, the impact of performance management (PM) in effective employee engagement. PM is an essential tool to determine which employees are engaged and reaching their potential and organizations also should ensure to create opportunities to grow employee skills and improve retention to contribute effectively for the organ future succession (Ackland, 2017).
ReplyDeleteAgreed Teshan and according to Jain & Gautam (2014) employee performance management system help employees to understand what organization is expected from them and that will help workers to improve their performance and organization can plan their strategies aligned to employees behavior and performance accordingly.
DeleteAgree with your views. Effective performance management plays an important role in Effective employee management. The definition and implementation of the performance management system promote employee productivity and morale. Modern performance management is a realistic reflection of organizational culture and management progress. Like the people it is designed to support, modern performance management never stops learning, growing and developing (Harvard Business Review, 2017).
ReplyDeleteAbsolutely. Good and effective performance management requires clear objectives and regular assessment of each individual's performance, which helps determine the training and development plans that employees need (Buchner, 2007).
DeleteAgree with you Loshitha, A performance review system requires specific attention to be focused on a number of basic questions including who should feed back to the individual on their performance, the frequency of reviews, whether there should be an open system, how it is integrated with other people management practices, and how performance is going to be measured. The traditional practice is for reviews to be carried out by the immediate manager or supervisor as the person who allocates work and has the closest knowledge of the individual’s duties and performance (Mullins 2010).
ReplyDeleteExactly Gayani. According to Pulakos (2004) the main factors acquired as a result of effective performance management system are, clarifying job responsibilities and expectations, enhancing individual and group productivity, development of capabilities among the employees to their complete extent through operative feedback and coaching, stimulating ones behavior in alignment with the strategy, goals and values of the organization, providing the basis for making of operational human capital decisions, pay and reimbursements and bringing about improvements in communication between employees and managers.
Delete