Essays on Human Resource Management - Performance Management Term Paper

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The paper "Human Resource Management - Performance Management" is a brilliant example of a term paper on management. Traditionally performance management has been defined as a process used in evaluating employees' performance parallel to organization goals and objectives. The outcome of this analysis is used to reward the employee through promotions or salary increments or punishments such as demotions. Basically, the process measures the output of employees collectively after a certain period (Lee n. d,1). However, in recent times, performance management has been revamped in a way that the employees are evaluated individually over specific tasks done every day and the feedback given, sorely aims at motivating the employee (Buckingham & Goodall 2015, 11).

Excellence is rewarded and weaknesses are strengthened through training and encouraging teamwork. For a company to be successful in its day to day activities, there have to be constant and effective performance reviews. Through performance evaluation, staff and their supervisors are able to: Discuss the performance of staff and the jobs they do Set goals and aims for the development of the company Establish the specific objectives which should be aimed at contributing to different departments Discuss accomplishments as well as expectations of the employees Briefly outline what the benefits of performance management are/why it's important When the process of performance management is conducted diligently and with a lot of transparency, it improves the performance of the employee.

According to Colin Biggers and Paisley, their new model of assessing employees enhances teamwork as the team leaders communicate regularly at an individual level. Through performance management employees are constantly reminded of their strengths, roles, and expected outcomes for that specific task. Active involvement of team leaders encourages trust and employee engagement in the organization (Wang & Hseieh 2013, 3). Evaluating an employee objectively rather than subjectively encourages fairness in the process.

The fair evaluation process makes the employer form fair appraisals. When the employees feel their appraisal s genuinely related to their performance, their trust in their leader's increases, commitment in their work increases, and these promote job satisfaction (Lau & Oger 2012, 5). In regards to Pettit, Goris & Vaught (1997,83), giving feedback regularly in a form of compensation or training is a form of organization communication.

This highly determines employee job performance and job satisfaction. Describe what the old performance management system in CPB was The old performance management was more of a performance measurement and appraisal system rather than performance management (Broadbent & Laughlin, 2009; Neely, Gregory & Platts 1995). This system was rated unsatisfactory by employees especially on the areas of fair play, managing poor performers, and transparency in the performance and salary review process. Otley (1999) says that performance management should be linked to an organization’ s control system and should go beyond measurement to the management of performance.

Lau and Oger (2012) aver that fairness should be evaluated on two fronts; how fair the process of performance management is, and how fair the rules and processes used when making decisions are. However, the old system succeeded in achieving what Tung, Baird, and Schoch (2011) call achieving set goals. For instance, employees at CBP understand the firm’ s values, goals, and strategy. Its effectiveness comes in communicating the goals and strategy of the organization and aligning employee goals with organizational goals. However, as its shortcoming comes in the area of employee participation in processing information, decision-making, and problem-solving (Wagner, 2004).

References

Anderson, V. 2014, Research Methods in Human Resource Management, Chartered Institute of Personnel and Development, CIPD House, London.

Broadbent, J. & Laughlin, R. 2009, 'Performance management systems: A conceptual model', Management Accounting Research, vol. 20, pp. 283-95.

Buckingham, M & Goodall, A., 2015, Reinventing Performance Management, Harvard Business Review, United States.

Guest, D.E. 1997, 'Human resource management and performance: a review and research agenda', The International Journal of Human Resource Management, vol. 8, no. 3, pp. 263-76.

Lau, C & Oger, B 2012, ‘Behavioral effects of fairness in performance measurement and evaluation systems: Empirical evidence from France’, Advances in Accounting, incorporating Advances in International Accounting, vol. 28, pp. 323–332.

Neely, A., Gregory, M. & Platts, K. 1995, 'Performance measurement system design', A literature review and research agenda, vol. 15, no. 4, pp. 80-116.

Otley, D. 1999, 'Performance management: a framework for management control systems research', Management Accounting Research, vol. 10, pp. 363-82.

Rousseau, D.M. & Barends, E.G.R, 2011, 'Becoming and Evidence-Based HR Practitioner', Human Resource Management Journal, vol. 21, no. 3, pp. 221-235.

Taticchi, P., Balachandran, K. & Tonelli, F. 2012, 'Performance measurement and management systems: state of the art, guidelines for design and challenges', Measuring Business Excellence, vol. 16, no. 2, pp. 41-54.

Tung, A., Baird, K., & Schoch, H.P. 2011, 'Factors influencing the effectiveness of performance measurement systems', International Journal of Operations & Production Management, vol. 31, no. 12, pp. 1287 - 310.

Wang, D & Hsieh, C 2013, ‘The Effect of Authentic Leadership on Employee Trust and Employee Engagement’, Social Behavior and Personality, vol. 41, no. 4, pp. 613-624.

Wagner, A.J. (1994), “Participation’s effects on performance and satisfaction: a reconsideration of research evidence”, Academy of Management Review, Vol. 19, pp. 312-30.

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