The paper 'Manage Performance Management Systems ' is a great example of a Management Assignment. A competitive business needs to be able to ensure the attraction, development, and retention of productive employees (Dowling & Welch, 2008). Performance management involves setting of joint goals, continuous review of progress, communication, coaching and feedback aimed at improved performance and employee development. A Performance Management System (PMS) consists of employee development and performance appraisal where there is the creation of job descriptions, performance indicators and standards, identification of training and development needs, evaluation of employees and establishment of effective reward systems (Mitchell, 2007). Purpose of the Implementation Manual In the implementation stage of the 360-degree feedback, peers and bosses will be expected to offer performance and behavioral feed-back (Lepsinger & Anntoinette, 2009).
According to Peacock & Hailstone (2007), this practice has gained much prominence in human resource development and management practices. If implemented well, the feedback system can help in delivering significant returns on investment. This will however require thorough planning and implementation in order to avoid possible pitfalls and this will take place in phases.
There are various claimed benefits and this document suggests an implementation plan for the process in the organization. 1.2. Preface to the Manual This manual describes the performance management process to be adopted, including a detailed appraisal by use of the 360-degree feedback approach. The program will be made up of three stages: Performance Planning Observation and feedback Performance Appraisal Fig. a Diagrammatic Summary of the Appraisal Process 1.3. Objectives of the Manual This manual will: Identify and clarify policies relating to performance management Explain how each stage of the 360-degree feedback appraisal will be conducted Outline the various powers and responsibilities that stakeholders will have Provide the questionnaire templates for the feedback process The formulation of this implementation plan is guided by information gained from research relating to the best practices in performance management.
It recommends cooperating from every quarter in the organization as performance management is essentially evolutionary and occurs slowly. The ultimate expected result will be greater productivity for the company. 1.4. Why Appraisal? • To enable employees to always uphold the company’ s vision, mission, and core values at all times • To offer guidance on what management expects from each individual • To ensure the facilitation of constructive and regular communication between workers and their supervisors • observe, describe, document and appropriately assess employee performance • To create a framework for pay increases from time to time • To ensure the recognition and motivation of high performers • To facilitate the development of key competencies and communicating them so as to ensure that careers are managed well 1.5.
Why A 360 Degree Feedback? In the 360 degrees approach, the manager will interview employees and their peers. He or she will gauge each employee’ s set of technical skills, job performance, and acquire deep feedback regarding the employees’ behavior.
The approach will provide a number of advantages: The company can use it to monitor existing weaknesses amongst employees across the organization then come up with training programs to address shared weakness areas either across the organization or within certain departments It is the best in ensuring individual growth as it will help workers see if there are any consistencies in the ways in which different managers view them. Some employees might feel bothered when they think that they have been critiqued unfairly by managers who do not have much regular direct contact with.
Getting direct feedback from customers and colleagues helps employees to accept the information’ s reality.
Dowling, P and Welch, D, 2008, International Human Resource Management: Managing People in a Multinational Context, Thomson/South-Western: Mason
Lepsinger, R and Anntoinette, L, 2009, The Art and Science of 360 Degree Feedback, John Wiley & Sons Inc.: New York
Liviu, I, Emil, C and Delia, B, 2009, The Use of 360-degree Feedback Method, Economic Science Series, Vol. 18: 4
Mitchell, D, 2007, Performance Management, Kogan Page: London
Peacock, T and Hailstone, P, 2007, The 360 Degree Feedback Pocketbook, Management Pocketbooks: Alresford