Dimunge Wasantha Premakumara,

Esoft Metro Campus.

Student #00098180

E138791.

PERFORMANCE MANAGEMENT PROCESS AND STRATEGIES. 

Introduction.

Performance management is an important HRM process that provides the basis for improving and developing Performance and is part of the reward system in its most General sense.-(Michael,1939)

PERFORMANCE MANAGEMENT,

Performance management is a systematic process for improving organizational performance by developing the performance of individuals and teams.

 It is a means of getting better results by understanding and managing performance within an agreed framework of planned goals, standards and competency requirements.

As Weiss and Hartle, (1997) commented, performance management is: A process for establishing a shared understanding about what is to be achieved and how it is to be achieved, and an approach to managing people that increases the probability of achieving success.

INTRODUCING PERFORMANCE MANAGEMENT,

The programmed for introducing performance management should take into account the fact that one of the main reasons it fails is that either line managers are not interested, or they don’t have the skills, or both.

It is important to get buy in from top management so that their leadership can encourage line managers to play their part.

THE MAIN CONCERNS OF PERFORMANCE MANAGEMENT,

 Aligning individual objectives to organizational objectives and encouraging individuals to uphold corporate core values;

Enabling expectations to be defined and agreed in terms of role responsibilities

Accountabilities (expected to do), skills (expected to have) and behavior's (expected to be);

providing opportunities for individuals to identify their own goals and develop their skills and competencies

PERFORMANCE APPRAISAL AND PERFORMANCE MANAGEMENT.

Performance appraisal can be defined as the formal assessment and rating of individuals by their managers at or after a review meeting. It has been discredited ,because too often it has been operated as a top down and largely bureaucratic.

In contrast performance management is a continuous and much wider, more comprehensive and more natural process of management that clarifies mutual expectations, emphasizes the support role of managers who are expected to act as coaches rather than judges and focuses on the future.

The Process of Performance Management system owned by the HR department rather than by line managers.

OBJECTIVES OF PERFORMANCE MANAGEMENT,

• The overall objective of performance management is to develop the capacity of people to meet and exceed expectations and to achieve their full potential to the benefit of themselves and the organization.

• Performance management provides the basis for self development but, importantly, it is also about ensuring that the support and guidance people need to develop and improve is readily available. importantly, it is also about ensuring that the support and guidance people need to develop and improve is readily available.

CHARACTERISTICS OF PERFORMANCE MANAGEMENT,

1. Agreement
2. Measurement
3. Feedback
4. Positive reinforcement
5. Dialogue

PERSONAL DEVELOPMENT PLANNING.

•A personal development plan provides a learning action plan for which individuals

are responsible with the support of their managers and the organization.

•It may include formal training but, more importantly, it will incorporate a wider set of

learning and development activities such as self managed learning, coaching,

mentoring, project work, job enlargement and job enrichment.

•If multi source assessment (360 degree feedback) is practiced in the organization

this will be used to discuss development needs.

CRITERIA FOR REVIEWING PERFORMANCE.

• The criteria for reviewing performance should be balanced between:
• Achievements in relation to objectives;
• The level of knowledge and skills possessed and applied (competences or technical competencies); 
• Behavior in the job as it affects performance (competencies);
• The degree to which behavior upholds the core values of the organization;
• Day to day effectiveness.

RATING PERFORMANCE,

• Rating scales can be defined alphabetically (a, b, c, etc ), or numerically (1, 2,3, etc ).

         Initials (ex for excellent, etc ) are sometimes used in an attempt to disguise  the hierarchical nature of the scale. The alphabetical or numerical points scale         

• points may be described adjectivally, for example, a = excellent, b = good, c=satisfactory and d= unsatisfactory.

DEALING WITH UNDERPERFORMERS,

Managing under performers is a positive process based on feedback throughout the year and looks forward to what can be done by individuals to overcome performance problems and, importantly, how managers can provide support and help.

Advantage & Disadvantage,

References',

1.     Harris, Hilary; Brewster, Chris; Sparrow, Paul (2003). International Human Resource Management. CIPD Publishing. ISBN 9780852929834.

2.Mettler T, Rohner P (2009). Performance management in health care: The past, the present, and the future (PDF). International Conference Business Informatics. Vienna. pp. 699–708.

Thank You, Stay Safe !