Essays on Evaluation of Links in the Performance Management Process Assignment

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The paper "Evaluation of Links in the Performance Management Process" is a great example of an assignment on management. Performance management refers to the systematic process through which organizations involve their employees, both as a group and as individuals, in improving the effectiveness and accomplishment of objectives and goals. An effectively designed performance management system is a multi-step process that includes six interrelated components: pre-requisites; performance planning; performance execution; performance assessment; performance review and performance renewal and re-contracting (Stanley, 2007). Campbell and Lee (2003) have mentioned the following characteristics as being important elements of an ideal performance management system: meaningfulness; practicality; strategic congruence; identification of effective and ineffective performance; acceptability; fairness; ethicality and standardization.

A successfully designed and implemented performance management system provides employees the necessary support and direction to enhance their productivity on a regular basis. In addition to serving as important feedback to an organization’ s development initiatives, performance management systems can also provide valuable information for effective workforce planning. In today’ s organizations, performance management programs allow managers and supervisors to gain meaningful and timely insight into their employee’ s abilities and hence enable managers to execute better motivational strategies.

For employees, a comprehensive performance management system helps clarify job expectations and the perceptions of managers regarding job performance. A comprehensive performance management system can also provide timely and relevant information for newly hired employees. According to Mondy (2008), an effective performance management system puts in place mechanisms for rewarding excellence and outstanding achievement by linking employees’ individual efforts to organizational mission and objectives. This way, employees understand how their efforts contribute to organizational improvement. Through the use of standards, performance dimensions, and objectives, performance management systems focus on efforts, which provide a solid rationale for executing tasks.

Although performance management processes require time to plan and implement, these systems save a lot of organizational resources and time.

References

Aguinis, H 2007, Performance management, New Jersey, Pearson Prentice Hall.

Campbell, D and Lee, C 2003, Self-appraisal in performance evaluation: Development versus evaluation, Academy of Management Review, p. 302-314.

Cardy, R 2003, Performance management: Concepts, skills, and exercises. Armonk, NY: M. E. Sharpe, Inc.

Crane, T 2002, The heart of coaching: using transformational coaching to create a high performance culture, FTA Press – San Diego, CA.

Fiorenza, N 2007, Tuning up performance. Printing Impressions, 49(8), p. 54-58.

Grote, D 2002, The performance appraisal question and answer book: survival guide for managers. AMACOM – New York, NY.

Gunn, R & Gullickson, B2005, Feedback:gift to the giver. Strategic Finance, 87(2) p. 8-10.

McAndrews, J 2005, Managers should apply positive and negative feedback, American Agent & Broker, 77(7), p. 16-18.

Mclaughlin, P 2007, Giving good feedback, SuperVision, 68(2), p. 7-9.

Mondy, R 2008, Human resource management, 10th ed. New Jersey, Pearson Prentice Hall.

Mujtaba, B 2007, Mentoring diverse professionals (2nd edition). ILEAD Academy, Davie, Florida.

Nance-Nash, S 2006, Everybody’s a critic, PM Network, 2(20), p. 10-36.

Ritter, B & Nunnally, K 2002, Formalize the feedback: employee performance evaluations. Rural Telecommunications. 21(3), p. 32-36.

Roberts, G 2003, Employee performance appraisal system participation: A technique that works, Public Personnel Management.

Stanley, T 2007, Poor performance and due process, SuperVision, 68(1), p. 8-12.

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