Essays on Performance Management Process Case Study

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The paper 'Performance Management Process' is a great example of a Management Case Study. For the performance management to succeed in its bid to ensure that the worker in the organization has performed well there are some key elements that one should follow and without any doubt, the success will come their way. Without these elements of success in the performance management system, one can never achieve a system that encourages success and bring up a true sense of value at work for workers. The most important elements of performance management include (Engelmann, 2001). Planning and Expectation Setting To achieve any goal in the management of performance one must plan and evaluate the chances of achieving the goals, these evaluations should be made very clear and very concise in order to ease the chances of achieving them.

The specific time frame for the goal should be well set and adhered to. The performance management success requires that the gaols should be well set and planed and the organization should remain on course by adhering to the plans (Engelmann, 2001). Monitoring The performance management system should monitor well its performance with time.

This performance management tool is very significant since it helps a lot in tracking the performance of the organization and also the performance of the employees. When the workers are given a chance to evaluate and track their performance this will give them a sense of ownership of their personal development which a very important quality that should be developed within an organization (Martin, 2000) . Development and Improvement There is a need to encourage improvement in the performance of the employees after you have monitored well their performance.

When a worker in an organization is very much encouraged to achieve his/her goals the employer should not just relax but should bring in the ways that will capacitate the performance of the employee beyond his/her target, a successful performance management system should always strive to achieve more and more and should not just set limits since it will not maximize the potential of the employees (Engelmann, 2001). Periodic rating Any manager should not wait until the day of judgment in order to act appropriately on the need to strengthen the performance management system.

Continuous rating on the performance of the workforce and continuous feedback of their progress is very essential since this will ensure that they keep on track their performance on meeting their well-set goals in the future (Martin, 2000). A very successful performance manager should help the employee to achieve the goals; this is due to the fact that employees have varied capabilities (Martin, 2000). Some of them can estimate and clearly see their performance development, others don’ t even speculate whether they are going to fail or not until the last minute when they are already messed up when they realize.

Some have a lot of confidence in their abilities and this makes them fail to plan for the future. This is the reason why the manager should give the workers continuous periodic assessments and ratings from the time the goal is set and the time it is supposed to be achieved (Engelmann, 2001).

References

DeNisi, A. S. (2000). Feedback effectiveness: Can 360-degree. Academy of Management Executive journal , 129-139.

Engelmann, C. H. (2001). Managing individual performance: An. WorldatWork journal , 220-380.

Ghorpade, J. (2000). Managing the five paradoxes of 360-degree feedback. Academy of Management Executive journal , 140-150.

Greguras, G. J. (2003). A field study of the effects of rating purpose on the quality of multisource ratings. Personnel Psychology , 1-21.

Hillgren, J. S. (2000). Understanding performance measures: An approach to linking rewards to the achievement of organizational objectives. WorldatWork journal , 261-276.

Lee, J. H. (2004). actors related to court references to performance appraisal fairness and validity. Public Personnel Management journal , 61-78.

Martin, D. C. (2000). The legal ramifications of per-formance appraisal: The growing significance. Public Personnel Management journal , 379-406.

Weatherly, L. A. (2004,). Performance management: Getting it right from the start. SHRM Research Quarterly , 1-10.

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