3.2 Performance planning – performance execution113.3 Performance execution- performance assessment113.4 Performance assessment-performance review113.5 Performance review- performance renewal and re-contracting124.0 Conclusion125.0 Recommendations13References141.0 IntroductionAguinis (2009, p. 3) defines performance management as a continuous process designed for identification, developing and measuring the performance of teams and individuals and aligning the performance with the organisational strategic goals. It is worth noting that the key to the definition of performance management is the continuity and alignment with the organisational strategic goals. For instance, if a manager or a supervisor may fill a form once annually because it is a ‘requirement’ by human resource manager, then this will not be taken as a continuous process.
Robbins et al (2012, p. 444) adds that performance management system requires the manager to understand if their employees’ performance in their jobs is effective and efficient. Thus, it involves the establishment of performance standards that are employed in evaluation of the performance of the employees. Aguinis & Kraiger (2009) identified the following as the purposes of a system of performance management; strategic, administrative, developmental, communication, organisation maintenance and documentation.
Strategic purpose involve linking the goals of an organisation with individual goals thus, reinforcing the attainment of the organisational goals. Administrative purposes make this system a source of useful and valid information for decision making in regard to employees such as promotions and identification of poor performers. Communication purpose of the system allows informing the employees on how they are doing, learning about the expectations of the management and getting information on areas requiring improvement. Developmental purpose includes feedback in order to improve performance. Organisational maintenance leads to yielding of information about the current employee’s abilities, promotional potential and skills among others.
Documentation purpose ensures yielding of data which is essential for making administrative decisions. Grote (1996) refers the performance management system as an outgoing and continuous process or a cycle that consists of the following stages or components: prerequisites, performance planning, execution, assessment, review and renewal and re-contracting. Performance management process is aimed at improving the productivity of the organisation and employee growth among others. This report reviews and evaluates a case study of performance management process at Omega Inc by considering the links of the process.
It also identifies and fixes the disrupted links of this process. 2.0 Performance management links 2.1 Prerequisites-Performance planningAccording to Agunis (2009), before implementation of a performance management system, there are two prerequisites required. The first one is the knowledge of the mission and strategic goals of the organisation. The second one involves the knowledge of the job position that is in question. Thus, the clarity in regard to where the organisation is heading and the relationship between the mission and strategies of the organisation and the mission and strategies of each unit are very essential.
This allows the organisation to have a clear identification of its reason or purpose for existing, what to achieve, its preferred position in future as well as the strategies to use in order to achieve these goals. These goals cascade downwards through departments up to an individual employee. At this level each employee will have a set of goals which are compatible with departmental and organisational goals. The other essential prerequisite involves understanding the job in question. This is achieved through a job analysis that provides the key components of a specific job such as tasks, activities, products or services.
There are various tools of analysing job such as personality trait among others. If there is no idea on what an employee is required to do in a particular job, it means we will not have information on what requires to be evaluated and how to do it (Aguinis, Mazurkiewicz & Heggesstad 2009).