Preformance Management System - Research Paper Example

Name Lecturer Subject 18th March 2014 Performance Management System Introduction Performance Management is defined as a process of outlining, managing, measuring, developing and improving the overall performance of the employees in a given organization. Therefore, organizations basically use performance management to stay focused on priorities; improve overall organizational outcomes; shift energy and focus, if needed, at periods of rapid changes; continually improve and develop the human resource, as well as, raise the bar of performance; and to cultivate a culture that will develop and attract employees (Davis 1). Such a system is thus an accountability tool that is used on all employees starting from the senior most executives to the subordinate staff (Davis 2). Performance Management System is a sequel to the quest of performance. It is an integrated, holistic and total management system (a 360 degree management system) directed towards endless excellence in performance – giving emphasis on processes and resources on their merit (Singh 1). In the twentieth century, many changes took place which necessitated change at various levels. Organizations were thus forced to keep pace with these changes and, as a result, evolved as they contacted the outside world. Inherent in these changes was the structure of management and a culture of sustained performance (Singh 5). It must however be noted that employees contribute a lot to the survival and success of a given organization and thus must be motivated in the correct way and their performance managed without causing ill-will (Dargham 1). While a lot should be done to achieve the goals and organizational objectives, one must also take into consideration the need to benefit the employees by recognizing them, issuing feedback and catering for their various needs as well as offering guidance at all levels (Dargham 2). Feedback It is important that articulate performance-related feedback is relayed to employees as clearly as possible (Dargham 7). The level of satisfaction of an employee on performance appraisal will be related to the employee’s work contribution and output. The first thing will be to explain to the employee that their performance is below the minimum in two out of seven arrears as stated on his JDP. Correct communication should be applied so as to create enthusiasm, commitment and understanding (Davis 2). The benefits of this system should be carefully explained to the employee and his own importance to the whole process should be emphasized, so as to build an aura of cooperation and willingness. At this stage, it should be explained to the employee what was expected of him. It should be done using proper body language and tonal variation such that he appreciates the process and sees your show of interest in his success and performance (UNH Performance Management Toolkit 1). It is important that all these sessions are scheduled in a private area where other employees cannot see or hear the conversation. This will go a long way to show the confidentiality of the process. The employee should feel respected and cared for by shielding him from taunting exposure to colleagues. In evaluating an employee’s performance, the following questions will be asked and the employee is encouraged to contribute towards structuring of the questions: a) Does he have the operational capacity to perform work assigned to him? b) Does he have appropriate resources at the work place? c) What is the level of difficulty of the work assigned to the employee? d) Is the employee properly trained to perform the tasks required? e) What is the level of motivation of the employee? f) How much improvement has the employee shown in the period of employment? g) Any other queries Feedback should relay information on performance improvement, as well as the actual areas that require improvement (Dargham 8). It should be correctly pointed out what it is the employee is doing wrong, or whatever the perceived inactions are. The employee should be encouraged to explain why he thinks he fell short of expectations and what can be done to improve the situation. There are main principles to consider during a feedback session. These include: Maintaining and enhancing self esteem, listening actively and responding with unfeigned concern, asking for help and encouraging proper involvement and sharing of feelings, thoughts, rationale and general work-related outlooks (UNH Performance Management Toolkit 2). The strengths of the employees should be enumerated and praised as positive contributions to the workplace. Every session should note progress attained in achievement of various goals as articulated. New areas of improvement should be discussed and re-discussed and working together should be re-emphasized (Dargham 8). At the very end of all feedback sessions, one should summarize the individual’s strengths, agreed areas of improvement and plans of action drafted. Performance Improvement Performance Improvement Plans are implemented to help correct performance problems and challenges in terms of expertise and skills of employees. It should not be applied to remedy behavioral violation of work terms and rules (Dargham 8). It must be noted that Performance Improvement Plans are carried out to correct performance problems in regards to expertise and skills and not to correct behavioral misconduct and or violation of rules. Behavioral misconduct is dealt with according to set Disciplinary Policy (Dargham 12). Performance related deficiencies include: Inability to meet set deadlines, substandard work and unapproved working methods. Behavioral problems on the other hand will include: Profanity by the employee at the workplace, refusal to perform assignments and/or tasks, theft and tardiness (Singh 435). On-the-job (internal) training will be necessary at this stage. Internal training will involve both Senior Management and Middle- level Management (Rock 27). The training will cover the following areas: 1. The employees expected work scope as signed in the terms of employment 2. Handling work-related stresses that interfere with performance 3. Proper team working while minimizing undue friction with other employees Each of the sessions will be covered in two sessions, weekly, such that the three areas will be covered in a period of three weeks. The training will include mentoring, executed by managers at the senior and middle level (Rock 26). The trainers will manage the expected change and guide the transition. The employee will be required to report his progress to the various trainers at agreed intervals, say, twice weekly. Training will incorporate practicing in dummy environments, activities that build and enhance skills as well as new approaches to performance of duties and challenging tasks (UNH Performance Management Toolkit 5). Mentoring will be necessary and will benefit both the mentor and the mentored. The mentors will have enhanced their self esteem, gained in terms of developmental fulfillment as well as their extensional influence within the organization (Singh 413). The mentored on the other hand gets needed support in various developmental tasks and guidance in avoiding previous mistakes. Access to the informed opinions of mentors greatly benefit the employee and enables him to identify opportunities as well as developmental needs by learning from the mentors’ collective experiences (Dargham 14). In working with the mentors, the employee will develop various competencies by learning directly and indirectly from the mentors. Therefore, the mentors should be people who can listen empathically, share professional experiences and learning, offer professional friendship, develop insight by reflection and also show interest in development of the mentored. External re-training is unnecessary at this point. This is because internal training is ongoing and is deemed enough in relation to the scope of the plan. As such, the underlying problems can be dealt with internally by engaging the various coaches within the ranks of the organization. This also means the cost of implementation of the plan will be kept as low as possible (Rock 15). Coaching Coaching will involve the formal and informal communication between the employee and the various mentors while I, as the supervisor, will track the employee’s progress. Emphasis will be on improvement of performance in the contested areas, correcting mistakes that undermine performance and also helping in improving performance in areas of satisfactory performance (Hall 4). The impact of internal coaching is profound and it gives a framework that deepens connections within the organization by strengthening existing networks. Thus, workers can have trusted people to call and lean on within the organization; they can obtain information, resources, guidance and understanding without disrupting the workplace (Rock 11). The coaching process will be structured such that each mentor gets adequate time and resources to work with the employee. The idea of growth of the individual will be measured in terms of the set goals, the reality of the situation, the options available and the way forward to deal with articulated issues (Hall 13). The above mentioned pillars of growth will be expounded as follows: Goals – What are the goals? What would we want to achieve? What differences should we like? Reality – What can the employee do currently? What are the shortcomings of the employee? What are the possible causes of the shortcomings? What has been tried to date? Options - What options are there in light of the situation? What benefits will arise from various options? What more can be done? The way to move forward – What are the steps to be taken to achieve the set goals? How and when will those steps be taken? What is the support structure to enable the attainment of the goals? The various activities and exercises to be carried out must be attainable and measurable. The coaching procedure should have a structured time frame that ensures continuation of day-to-day activities of the organization (Hall 14). The resources required for the process should be availed, and if unavailable, plans should be made to acquire them. Various support services will be required so as to make the coaching experience productive. The most obvious will be the availing of funds to facilitate acquisition of training equipment and materials (Rock 14). Such materials will include training tapes and videos, special training kits, recording devices and other electronic equipment as well as remuneration for various mentors and coaches. Other support structures include peer support of the process, enabling work environment, and moral/emotional support for the employee. Counseling and Disciplinary Processes In the event that the employee is unwilling to participate in the improvement plan as agreed on, it will be necessary to direct the employee to undergo counseling. Also, some disciplinary measures must be actuated in line with organizational procedures. The primary objective of these processes should be to maintain and improve workplace relationships and help the employee to reach the expected performance standards (Singh 556). Counseling and disciplining employees is usually a difficult experience. It is therefore important that issues of performance are dealt with progressively as they occur. The actions should not be a surprise to the employee and must be communicated properly and articulately. Counseling is usually carried out as a conversation (Hall 5). The supervisor and the human resource manager will plan for counseling sessions, in which the employee will be advised appropriately. Unsatisfactory conduct and performance will be highlighted and standard expected performance made clear. Previous meetings may be referred to and the employee called upon to explain why he is falling short of expectations, despite all the previous performance improvement investments. The employee will be given time to respond to the raised concerns and explain his mediocre performance (Rock 8). In the situation that counseling proves ineffective, disciplinary action must be taken immediately. A formal warning is issued as a last urge to push the employee to improve his performance. The employee is clearly informed of the supervisor’s dissatisfaction (Ducharme 220). A written warning follows suit and this is issued in collaboration with the Human Resource manager. The written warning details the specific areas of contention, expected performance improvements and the consequences to be meted out in the event of not attaining required standards in future (Rock 11). Termination Termination may result from: The employee’s conduct or performance has continually failed to meet set standards and this is despite counseling and prior warnings. Arrogant misconduct by the employee in question in regards to work expectations. The organization coming to a decision that the best course of action is immediate termination of employment of the aforesaid employee (Hor 2). Before further action is taken in regard to termination, the employee’s manager should request for review by the Termination Review Board. The board, after review of the situation, will determine if termination is appropriate. If dismissal is approved, the supervisor will notify the affected employee and liaise with the Human Resource Manager to make sure the employee checks out procedurally (Hor 4). Legislation and Standards/ Procedures It is only proper that the employer follow the set laws, standards and procedures in terminating the employment of an individual (Hor 3). As such, unlawful dismissal will constitute a situation where the employer: Has substantially and unilaterally changed or tampered with the employment terms prior to termination. Has willingly refused to comply with the agreed employment contract in respect to main clauses. Has shown an interest to do either of the above. The procedures towards termination are as follows: 1) Each and every employee should be given a chance to improve their performance and attain the set standards. They should also be given fair hearings in regards to accusations leveled against them. 2) The organization’s Human Resource policy is required to set clear and fair disciplinary procedures and rules of dismissal, in adherence to the labor laws. 3) Fair warnings should be given to the employees in regards to improving their performance. However, this is unnecessary incase of gross misconduct. 4) Termination payments, entitled to employees under state laws, must be awarded. Such will include owed wages, unused holiday payments and pro-rata long service leave. 5) The employee should be notified of termination of employment in ample time, and if not, should receive a payment in lieu of notice, meaning money equal to wages for the period of the notice. Thus, unlawful termination results when, in inobservance of all the above regulations, an employee is dismissed for prohibited reasons, usually explained as discriminatory (Hor 6). Works Cited Dargham, Saleh, A. http://www.fgm.usj.edu.lb/files/a12008-The Performance Appraisal System. 2008. Web. 18 March 2014. Davis Patricia, and Rogers Robert W. White Paper-Getting the Most from your Performance Management System.Development Dimensions International, Nesstar, 2012. Print. Ducharme, M.J. (2004), "The cognitive-behavioral approach to executive coaching." Consulting Psychology Journal: Practice and Research, Vol. 56 No. 4, pp. 214-24. Hall, Thomas, B., Improving Employee Performance Through Coaching. Louisiana State UP, 2012. Print. Hor Joydeep, and Keats Louise. Managing Termination of Employment: A Fair Work Act Guide. Sydney: CCH Australia Limited, 2009. Print http://www.unh.edu/hr/sites/unh.edu.hr/files/pdfs/ongoing-feedback-and-performance-management. May 23, 2011. Web. 18 March 2014. Lussier, Robert, N. Human Relations in Organizations: Applications and Skill Building. Boston: Irwin/McGraw -Hill. 1999. Print. Rock David, and Donde Ruth. www.workplacecoaching.com- Driving Organizational change with Internal Coaching Programs. 2010. Web. 18 March 2014. Singh, B. D. Performance Management System: A Holistic Approach. New Delhi: Excel Printers, 2010. Print. Read More