Performance Management | Assignment (Doc)
Added on 2020-04-01
9 Pages2867 Words404 Views
Leadership Management
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Managing Performance ModuleMost of the organizations have a traditional system of defined goals and objectives for its employees that are measured by their supervisors based on their contribution and achievements through annual reviews and assessments. This system can be termed as performance management or career development performance review program. Performance generally has no theory to define itself but has numerous approaches and models built on specific disciplinary perspectives (Guest, 1997). Performance management is a process considered as an important component in employee’s career development that incorporates regular face to face performance review meetings leading to performance appraisals and underperformance management that are aligned with organization’s objectives(AHRI).It is strategic and operational process that should be managed holistically through HR strategic process with an aim to ensure employees contribute to business objectives (Scannell, and Gifford, 2017). According to Deming, ‘performance review nourishes the short-term performance, annihilates long-term planning, builds fear, demolishes team-work and nourishes rivalry and politics’. This research based essay will discuss Deming’s observations about performance management in current dateand how contemporary organizations have addressed its adverse outcomes. There will also be a discussionon HRM skills required to avoid these adverse actions,followed by the conclusion based on research and obeservations.Strategically, performance management process improves organizational performance through the performance development of its employees and teams by managing and understanding the performance within a framework ofestablishedshort and long term goals, organization’standards and competency requirements.Under operational process, it is a system used by organizations forsettingwork goals, regulate performance standards, assign and evaluate work, provide feedbackThe degree Deming’s observations about performance management are still true today.Deming observed several organization performances and outlined need for change to a group performance plan from individual performance plan. He suggested that focusing a group performance plan enabled an organization to improve productivity and quality (Deming, 1982). Deming outlined that a performance management systems should be based on; continuous
improvement, employee empowerment, teamwork, prevention, customer focus and process management. He emphasized that these bases should be used in setting right goals, establishing performance measures, focus on issues and concentrating on right kind of criteria. Deming argues that organizations should change from quantitative analysis of an individual employee and short term organizational goals and instead focus on long term planning of goal to enhance productivity and quality. Organizations should not focus on short term profits because they reduce organization progress through minimizing investing, deferring maintenance, and cutting down research. Deming’s acknowledges long term profits for their ability to improve productivity and quality in an organization. Deming outlined 14 points that can be used for long term profits in an organization. They include the following; purposing on improvement of the product, adopting a new philosophy, stopping dependence on inspections with an aim to achieve quality, avoiding rewarding in business based on price, constantly improving the system, instituting training on job, instituting leadership, driving out fear, breaking down barriers, eliminating target goals and slogans, eliminating work standards, eliminating barriers of workmanship pride, instituting programs of education and self improvement programs and enabling everybody in an organization to work toward transformation. Deming therefore emphasized on transformational leadership to managing performance in a workplace rather than individual quantitative monitoring and evaluation of an employee. Deming’s observations on performance management are still true today in many organizations. First, organizations still widely use quantitative performance measures. Organizations use annualor quarterly reviews to attribute individual employee performance. An employee is rated against the amount of returns to the organization that can be attributed to their performance. The quantitative performance measure is also used as a base of rewards of an employee. Deming noted that using quantitative performance measure in certain duration of time was a post mortem function of an employee performance plan. Secondly, organizations still have emphasis on individual performance. Organizations still focus on individual employee performance in the organization. Focusing on individuals in the organization discourages formation of effective groups in the workplace. Establishing of groups in the organization enables teamwork in the workplace. Today’s organization emphasis on an individual mployee performance plan leads to unethical behaviors among employees. Employees engage in organizations politics and rivalry toin the process of maintaining their personal performance. Employees also rework in the
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