The paper "Key Elements in a Performance Management Process " is a perfect example of a management assignment. Performance planning is the first component of a performance management process. It is a very crucial part of the whole process as the employee and the appraiser get to jointly define the purpose of the process and why it is important for both of them. At this stage, it is important to define what the whole process is all about (Brewerton and Millward, 2001). The appraiser views performance standards to form the frame of reference which is used to judge the performance of an employee.
To the employee, it becomes important for them to know from the appraiser what is expected of them. According to (Brewerton and Millward (2001) at this stage the two participating parties; the supervisor and the employee, can accomplish several important objectives that are crucial that this point. They are; defining goals, discussing expectations from key performance areas which can be performed by the employee within the stipulated performance evaluation time. This process can only be considered complete upon mutual agreement of the supervisor and the employee.
The supervisor should clearly define roles, discuss specific job requirements and answer appraises questions. Evaluating performance Performance appraisal or evaluation is conducted twice per year in many organizations; One in mid-year and another one at the end of the year. The appraise gives his filled up personal ratings in the self-appraisal form but ultimately the final ratings are provided by the appraiser. Performance evaluation is intended to give performance information to be used for the administrative and development purposes of the concerned individual within the organization.
How the process is conducted and the outcome may have an effect on employee’ s attitudes towards the performance management process and thus influence the final achievement of the process. It is common to see ratings for administrative purposes being biased to motivate employees but maybe harsh for development purposes of which the employee doesn’ t get a hint about but are used to develop him/her (Breakwell and Millward, 1995).
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*Breakwell, G., & Millward, L. (1995). Basic evaluation methods: Analysing performanace, practice and procedure, Wiley
*Pettijohn, C. E., Pettijohn, L. S., & d’Amico, M. (2001). Characteristic of performance appraisals and their impacts on sales force satisfaction. Human Resource Development Quarterly,Vol 12 #2, pp.127-146.