Performance Management

 

Performance Management

Performance Management - Definition

P

erformance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and reviewing results.

Performance management is the continuous process of improving performance by setting goals that are aligned to the strategic goals of the organization, planning performance to achieve the goals, reviewing progress, and developing the knowledge, skills and abilities of people (Armstrong, 2016).

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 A basis for understanding more fully the gaps in the link between HRM and performance has  model which has been developed both in the USA (Becker,Huselid,Pickus and Spratt,1997)and in the UK(Guest,1987,1997)

Most employees want direction, freedom to get their work done, and encouragement not control.  The solution is to make it a collaborative development system in two ways. First, the entire performance management process – coaching, counseling, feedback, tracking, recognition, and encourage development. Second, when managers and team members ask what they need to be able to do bigger and better things, they move to strategic development (Egan, 1995).

Global context

Facebook strongly believes that the manager trumps the brand. In 2011, when Facebook was growing quickly, the company noticed that the gap between their managers that were doing a great job and those who weren’t was increasing. Hence, developing great managers who supported the company culture and values became a priority for Facebook. .

Conclusion:

HR has an important role in redesigning performance management systems. However, it should not be about HR developing yet another sophisticated process to add or replace existing processes17. Holbeche, L. (2015). Rather than being owned by HR, the process should be owned by those directly involved (employees and managers). This entails that HR needs to start an open dialogue with employees and managers to determine the necessary components of an effective performance management system.

References:

https://hr.berkeley.edu/hr-network/central-guide-managing-hr/managing-hr/managing-successfully/performance-management/concepts

Armstrong, M., (2016).Handbook of Management and Leadership for HR: Developing effective people skills for better leadership and management. 4^th ed. Philadelphia: Kogan Page.

(Becker,Huselid,Pickus and Spratt,(1997)HR as a source of shareholder value research and recommendations HRM Journal

Egan, G., (1995) .A clear path to peak performance, People Management, 18 May, pp 34–37.

Holbeche, L.,(2015). The Agile Organization.  How to build an innovative, sustainable and resilient business. Kogan Page Publishers.

Dewettinck,K & Blondia, H .,(2016). Trends in Performance Management, Report co-created by Hudson and Vlerick Business School Centre for Excellence in Strategic Talent Management.

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