Effective Management of People Performance

The assignment focuses on the importance of managing people's performance effectively in an organization. It emphasizes the need to allocate work based on employees' expertise and competence, and to use KPIs to measure progress towards organizational targets. The document also highlights the significance of feedback, rewards, and recognition in motivating employees and improving their performance.

Running head: MANAGE PEOPLE PERFORMANCE
Manage People Performance
Name of the Student
Name of the University
Author note

1MANAGE PEOPLE PERFORMANCE
In an organization, division of work is one of the foremost tasks that have to be taken
care of by the managers who are in charge of the respective departments (Yu et al. 2014)
While allocation work and drawing up the plan of action for a given work it is very essential
for the managers to make sure that the best of the team is appointed for the particular task.
The appointment of the workforce should be aligned to the level of competence that certain
employees have over a certain domain. The people who are able to work on a certain topic in
a better way than others should be put in the task for that particular topic. This will ensure
that the best expertise is provided to the project. The goals and objectives of the company
should be kept in mind while allocating work as every organization has to work according to
targets. The way in which work is allocated and plans are made should be in line with the
targets of the work organization. The plan that will be formulated for a work should always
maintain that the lowest of the costs are incurred to the company. The entire work process
should be drafted with consultation from the experts who will provide suggestions that will
serve in the best interests of the company.
KRAs and KPIs are integral part of the planning process in an organization. These are
the tools that are used to measure the amount of target that has been achieved in the
organizational process. KPIs enable the organization to know the degree to which the goals
are achieved and the results that can be achieved by adhering to the organizational targets.
KRAs are long term while KPIs are short term (Arora and Kaur 2015). These allow for the
real time evaluation of the organizational progress. The performance management systems
are required to keep a track of the performance of the various employees and teams. The
performance needs to be in line with the targets of the organization. The code of conduct in
an organization makes sure that the employees are ethical in their behavior and approach
towards their colleagues. Such code binds the employees to be honest and makes them to
work with integrity and fairness. The various Human Resource Management tools such as

2MANAGE PEOPLE PERFORMANCE
rewards and recognitions allow the company to encourage the workers who have been
performing well constantly. Such activities motivate the employees and the mood of the
workforce is lifted up so that every individual goes ahead and tries to perform to the highest
level. For example, Companies such as Google and Facebook provide their employees with
free food, ride to work and even fitness perks such as Yoga and gym membership for free.
Feedbacks for poor performances are also a must so that the staff can work towards
betterment and get trained in order to excel in the work (Gong et al. 2017). It is essential for
an organization to keep in mind of the legal implications that can arise if an employee faces
unjustified termination. An employee has to serve the notice period if it is a sudden
termination initiated by the employee personally. All these processes make sure that the
organization works in the best way and both the employee and employer needs are fulfilled.

3MANAGE PEOPLE PERFORMANCE
Reference
Arora, A. and Kaur, S., 2015. Performance assessment model for management educators
based on KRA/KPI. In International conference on technology and business management
March (Vol. 23, p. 25).
Gong, Y., Wang, M., Huang, J.C. and Cheung, S.Y., 2017. Toward a goal orientation–based
feedback-seeking typology: Implications for employee performance outcomes. Journal of
Management, 43(4), pp.1234-1260.
Yu, H., Miao, C., An, B., Shen, Z. and Leung, C., 2014, May. Reputation-aware task
allocation for human trustees. In Proceedings of the 2014 international conference on
Autonomous agents and multi-agent systems (pp. 357-364). International Foundation for
Autonomous Agents and Multiagent Systems.