Performance Management For Execution Assessment – Importance And Strategies

Components of a Performance Management System

Discuss about the Performance Management for Execution Assessment.

The process of performance management happens to be continuous and flexible and the various components which are an integral part of performance management system in any setting include planning, execution assessment, overall review, renewal as well as reconstructing as one of the important prerequisites. Performance management is an important tool for the managers in order to ensure that the organization expands and succeeds in all the endeavors it takes. There are numerous tools and techniques through which performance of employees should be measured. (Mone, Eisinger and Guggenheim, 2011).

The various methods of performance management and appraisal decide the amount of reward and recognition the employee will receive from the organization where he/she works. The rewards could be financial or non- financial, but irrespective of its type, it motivates and inspires the employees to try harder and achieve better results not only for him but also for the organization as whole. (Ates, Garengo, Cocca and Bitici, 2013).The ways of measurement are different for different organizations, but it is important to ensure that appropriate yardsticks and performance management tools are being used for performance measurement.

If we refer to the case study of the library system in University of Ghana, there are many shortcomings with respect to proper evaluation of the components of performance management and its effective implementation. Out of the different components identified, according to me, the major shortcoming is regarding the behavioral attribute. One of the important aspects while doing performance management and appraisal is to make sure that the parameters kept for measuring any attribute should be measurable in nature. (Van Dooren, Bouckaert and Halligan, 2015).

Here, the job description is not clear and the performance management is to be done on general behaviour. Various vague rating systems are prevalent at the Balme Library and the different employees belonging to different job descriptions and hierarchical level are all rated using the same ratings irrespective of any consideration.  The choice of general behaviour as a measurable component without really clarifying the true meaning of general behaviour is definitely going to yield poor results. Whenever ratings are being done, it should be performed without slightest of ambiguity. There should not be any relative confusion with meaning or misconception in the meaning of any word or term. ( Walker, Damanpour and Devece, 2010).Just as every individual has specific fit and not every size fits everyone, it is definitely not a good idea to use a single form of rating for every employee as something suitable for one employee might not work for others.

Importance of Performance Management

How to measure, or what are the characteristics to be looked for, who will do the appraisal regarding good behaviour is not mentioned. Another important aspect which has been left out is the criteria for deciding and discriminating between, good, bad and average behaviour and the attributes which should be indexed under general behaviour. In the absence of the same, it is extremely difficult to rate or provide appraisal for any person.

The misalignment of components can have serious effects on the overall performance management system. In the present scenario, as the general behaviour as a yardstick is very ill defined with vague rating scales which do not have anything substantial, the morale, zeal and enthusiasm of the employees suffer to a significant extent thereby reducing the productivity. (Biron, Farndale and Pause, 2011).As the employees get an average score on their respective performances irrespective of their job role or description, there is no incentive to boost their morale and inspire them. The healthy competition and working in a time centric working environment cease to exist as employees just keep them occupied and do not really work hard to perform better. They don’t have anything to look forward to, which will enhance their zeal to do a particular job in a way that it strengthens the organizational work ethics. In the absence of a proper performance management plan, the whole organization suffers as none of the employees are keen to improvise or work in an incentive based environment. They are fully aware that the rating of general behavior will always have some average values irrespective of how good or badly they behave, as this attribute completely lacks measurable yardsticks. So, in the long run the performance of the organization declines significantly and it might be difficult to sustain.(Pollitt, 2013)

Discussions regarding what should be done in the organization for growth, what is expected out of him in terms of his attitudes, reactions and behaviour in the organization is very essential. As discussed above, if the general behaviour is not defined for a proper understanding, not only does it lead to the lack of zeal of the people but also results in the employees becoming complacent and laidback in the behavioural approach they have towards the organization. The organization would not be in a position to challenge them , if they behaved in an immoral way as they can very well claim it to be ‘just’ according to their point of view and circumstances. Here the organization would not even be in the position to fall back on a general behaviour list that they unfortunately never made. It is seen that a lot of unwanted situations are to arise if the general behavior is not specified in an organization. (Fee, 2014).

Tools and Techniques for Measuring Employee Performance

A major factor that plays a very important role in the motivation of the people working in an organization is proper communication; the communication is not only horizontal in nature i.e. with other colleagues but also vertical in nature thereby leading to the development of a fluid communication system between the line managers and the subordinates. Communication will help the managers in the Balme library to understand the employees better and help them to develop a cordial relation with them. Firstly, in order to improve the productivity of the individuals, the managers need to create a check list of ‘good behavior’. They need to specify a list of expectations that they have from the employees, specifying what the employees should do in the organization to fare well in the performance appraisal systems. (Gruman and Saks, 2011). Alongside the managers should also ensure that this is emphasized at and brought to everybody’s notice. Having done this the organization can also publish the ratings, in terms of their behaviour, according to which the employees will be judged upon. If a list of do’s and don’ts are created in the library, the employees will slowly start assessing their behaviour in terms of that list and will easily be able to judge themselves. Furthermore, in order to motivate the employees the managers should come up with some extra benefits that would be provided to them if they scored well in their general behaviour appraisal. For example. Those who did well could get a day off or some extra recreational time. (Bacal, 2011). On the other hand, those who could not score well could be asked to pay for everyone’s coffee or asked to leave last in the office. Such unconventional ideas could help in infusing a sense of healthy competition in the people to fare well in the appraisal.

It is not only the employees that need to be motivated, but also the managers. The managers should be made aware about the importance of a good general behaviour form and its impact on the employees. In order to make it comprehensible the managers could be sent for a few training programs to increase their interest and enthusiasm. They should be taught the system of grading the categories of jobs depending on their responsibilities and specificities. The managers should be active in undertaking sudden rounds and scrutiny of the library as this would sharpen their ability of judgment. A good performance management is the key to motivated employees who convert the doable to deliverables leading in an organization. (Moynihan and Pandey, 2010).Thus the implementation of a good general behaviour form is necessary to build a healthy office environment and constantly motivate the employees towards the achievement of their set goals.

References:

Ates, A., Garengo, P., Cocca, P., & Bititci, U. (2013). The development of SME managerial practice for effective performance management. Journal of Small Business and Enterprise Development, 20(1), 28-54.

Bacal, R. (2011). Performance Management 2/E. McGraw Hill Professional.

Biron, M., Farndale, E., & Paauwe, J. (2011). Performance management effectiveness: lessons from world-leading firms. The International Journal of Human Resource Management, 22(06), 1294-1311.

Fee, M. C. (2014). Human resources management.

Gruman, J. A., & Saks, A. M. (2011). Performance management and employee engagement. Human Resource Management Review, 21(2), 123-136.

Mone, E., Eisinger, C., Guggenheim, K., Price, B., & Stine, C. (2011). Performance management at the wheel: Driving employee engagement in organizations. Journal of Business and Psychology, 26(2), 205-212.

Moynihan, D. P., & Pandey, S. K. (2010). The big question for performance management: Why do managers use performance information?. Journal of public administration research and theory, 20(4), 849-866.

Pollitt, C. (2013). The logics of performance management. Evaluation, 19(4), 346-363.

Van Dooren, W., Bouckaert, G., & Halligan, J. (2015). Performance management in the public sector. Routledge.

Walker, R. M., Damanpour, F., & Devece, C. A. (2010). Management innovation and organizational performance: The mediating effect of performance management. Journal of Public Administration Research and Theory, muq043.