Performance management is a continual process that renews itself to be events unfold, particularly as major events provide opportunity to exhibit knowledge and contribute to company goals. The components of the performance management process are not, in fact, stand-alone human resource initiatives. They are part of an integrated system with activities that should be aligned with organizational goals; under these conditions of integration and alignment, the entire process shifts from event-driven to strategic in nature (London & Mone, 2009).
The different objectives and intentions of assessments create a lot of conflict. Boswell and Boudreau (2000) describe two sorts of functions for assessment systems which are both useful and clear:
Performance appraisal is used for salary administration, promotion decisions, retention/termination decisions, individual performance recognition, and identification of poor performance, among other evaluative purposes. The appraiser assumes the role of 'judge' in doing this evaluation function. Differentiating between people is the primary goal of evaluative functions.
Dentification of individual training needs, performance feedback, determining transfers and attachments, and identification of individual strengths and shortcomings are all developmental activities. The appraiser assumes the position of a coach or mentor in this developmental function. Within-person examination is the primary focus of developmental functions (Armstrong, 2010).
While there has been a broadening of purpose and the linking of some of these different processes designed to impact performance, the main purpose of the performance management process in the UK still revolves around personal objective setting and appraisal against objectives, according to a CIPD performance management survey.In 90% of situations, this is included in the procedure (CIPD, 2005).There is a growing focus on the development components of evaluation, as well as a devolution of control and operation of the process from HR to line managers, according to trends that have maintained since the CIPD's previous survey (in 1997). (CIPD, 2005).
The focus of performance management, according to Baron (2004), is on factors like as acknowledgment, constructive criticism, personal growth, and career possibilities. However, there will always be a tension within career management, which must fulfill both the organization's and employees' interests.
As an example, I have been worked for Sri Lanka's largest conglomerates with interests in manufacturing, engineering, retail and plantation industries company Group for Last 10 + years and in there the Management always think about the Performance Management is the continuous process for identifying, measuring, and improving workforce performance.
Chances are that our company performance is not as good as it should have been. Also, our existing performance management system is doing nothing to elevate employee performance.
Actually, employees are unsatisfied about their salaries, working environment and other aspects such as welfare things, job security too, due to this employee turnover is very high with the in non-executives and factory worker employees.
So due to this they decided to change the Performance Management System with new identify the objectives as follows.
* Goals must be set and defined in order to achieve the company's objectives.
* Setting the right expectations for managers and employees
* Effective communication between individuals and teams
* Set performance standards
* Determining individual training and performance plans
After they determined the drawbacks of existing Performance Management System, they changed it on proper way with above key objectives.
That’s why we need a Performance Management System with correct objectives.
List of References .
Aguinis, H. (2019). Performance Management. 4th ed. Chicago: Chicago Business Press.
Armstrong, M. (2010). Armstrong’s essential human resource management practice : a guide to people management. London ; Philadelphia: Kogan Page.
Bassem, M., El Badawy, T.A. and Magdy, M.M. (2019). HR Managers’ Views on SHRM and Its Role in Influencing Organizational Performance. International Journal of Human Resource Studies, 9(4), p.221.
Boswell, W.R. and Boudreau, J.W. (2000). Employee satisfaction with performance appraisals and appraisers: The role of perceived appraisal use. Human Resource Development Quarterly, 11(3), pp.283–299.
Brown, T.C., O’Kane, P., Mazumdar, B. and McCracken, M. (2018). Performance Management: A Scoping Review of the Literature and an Agenda for Future Research. Human Resource Development Review, [online] 18(1), pp.47–82.
CIPD 2005. (2006). Development and Learning in Organizations: An International Journal, 20(2).
Elaine Diane Pulakos (2004). Performance management : a roadmap for developing, implementing and evaluating performance management systems. Alexandria, Va: Shrm Foundation.
Maley, J.F., Marina, D. and Moeller, M. (2020). Employee performance management: charting the field from 1998 to 2018. International Journal of Manpower, ahead-of-print(ahead-of-print).
Mone, E.M. and London, M. (2018). Employee engagement through effective performance management a practical guide for managers. New York Routledge.
Rodgers, R. and Hunter, J.E. (1991). Impact of management by objectives on organizational productivity. Journal of Applied Psychology, 76(2), pp.322–336.
Selden, S. and Sowa, J. E. (2011) ‘Performance Management and Appraisal in Human Service Organizations: Management and Staff Perspectives’, Public Personnel Management, 40(3), pp. 251–264. doi: 10.1177/009102601104000305.
