Managing Performance

 

Managing Performance 

 

Performance management is an ongoing collaboration between a supervisor and an employee that takes place throughout the year in order to achieve the organization's strategic goals. Clarifying objectives, creating goals, defining goals, offering feedback, and evaluating outcomes are all part of the communication process.

Performance management includes how supervisors evaluate employees, how employees evaluate their employers and coworkers, and how employees evaluate themselves. The primary purpose of performance management is to improve work quality as efficiently as feasible. Managers can make adjustments or offer new courses of action to better accommodate and accomplish their intended goals by describing an employee's current condition, setting goals and expectations, and reviewing the time and effort spent on reaching those goals.

Quality management is concerned with assessing how a company's employees have done duties in the past in order to improve future performance. Rather than depending on periodic evaluations, good managers aim to provide consistent input and get feedback from their employees. This assists a management in determining what motivates people to work hard, such as future pay implications, assessing what problems make it difficult for employees to accomplish their duties successfully, and making required workload adjustments.

 

Administrators are expected to provide thorough instructions on how to conduct a specific assignment to employees in various organizations. This form of management strategy is known as high power distance. The alternative approach allows personnel to operate more freely in order to achieve a stated goal. Managers must determine which strategy works best based on the situation and organizational culture.

Globalization has provided organizations with new chances for expansion, but it has also increased the difficulty of balancing the success of a diverse workforce. Managers must guarantee that employees are not just bound by the organization's policies, but also that cultural values are taken into account. Managers must comprehend what motivates people to function effectively. While monetary reward may be significant in certain cultures, empathy for the employee's personal and family well-being may be a stronger incentive in others.

References

 

Armstrong, M., 2010. A Handbook of Performance Management. New Delhi: Kogan Page Limited.

Bowen, D.E. & Ostroff, C., 2004. Understanding HRM firm performance linkages: The role of the "strength" of the HRM system. Academy of Management Review.

Harun, M.Z. & Mahmood, R., 2012. The Relationship between Group Cohesiveness and Performance: An Empirical Study of Cooperatives Movement in Malaysia. In International Journal of Cooperative Studies. pp.15-20.

Holzer, H.J., Stoll, M.A. & Wisoker, D., 2001. Job performance and retention among welfare recipients. Washington, DC: The Urban Institute.