logo

Performance management (DOC)

   

Added on  2020-01-07

17 Pages5961 Words177 ViewsType: 177
Leadership ManagementProfessional DevelopmentDesign and Creativity
 | 
 | 
 | 
MANAGINGPERFORMANCE
Performance management (DOC)_1

TABLE OF CONTENTSINTRODUCTION ...............................................................................................................................3Key practices in managing performance .............................................................................................4Definitions of performance management........................................................................................4Key messages...................................................................................................................................4Identification, comparison and critical analysis of appropriate models of managing PERFORMANCE.................................................................................................................................6Models of managing performance...................................................................................................6Benefits and limitations of models..................................................................................................9Identification and evaluation of role of manager/leader and role of HR representative and differencebetween them........................................................................................................................................9Role of managers in performance management..............................................................................9Role of HR representative in performance management...............................................................10Evaluation of relationship between manager's role and HR representative ......................................11Benefits..........................................................................................................................................11Limitations.....................................................................................................................................12Overlaps.........................................................................................................................................12How effective relationship can enhance management of people for organisational effectiveness ...13CONCLUSION .................................................................................................................................14REFERENCES...................................................................................................................................15Illustration IndexIllustration 1: Performance management..............................................................................................4Illustration 2: Cycle of performance management...............................................................................5Illustration 3: McGregor's theory.........................................................................................................8Illustration 4: Appreciative inquiry theory...........................................................................................9
Performance management (DOC)_2

INTRODUCTION Performance management tends to assure that the employees not only meet theirresponsibilities, but together put their best efforts to meet the expectations of their respectiveorganisations. Managing performance thereby allows the organisation to utilise the potential traitsof their employees (Nathuji, Kansal, and Ghaffarkhah, 2010). It is hereby described as acomprehensive process that begins from the two leading considerations of monitoring anddeveloping the desired attributes in the employees to further rate their growth and evolvement. Thisalso involves yet another prospective mode of rewarding them as a mean of appreciating their liableachievements.It is for a prime attainment of organisational goals and objectives, a considerablemanagement of employee’s performance is a necessary perception that in turn contributes in thesuccess of the business. This is however done by ensuring that the efforts made by the employee’sare precisely aligned with the undertaken objectives of the business (Sidiroglou-Douskos Misailovicand et. al., 2011). It together increases the motivation level of the personnels with a significantenhancement in their performance that is usually done by providing timely feedbacks to them andoffer varied developmental opportunities. Timely sessions of training are evident to play a greaterrole over here where the employees are largely benefited by some applicable measures of drillingthat is done by opting from one of the measures known as on the job and off the job methods oftraining. Wherein, these tactics are also evident to provide a ground for aligning the system ofrewards with the carried performance of the workers.The present report has focussed on some critical measures of performance managementwhere it has critically analysed the role of line managers and leaders in it. It is along with yetanother scrutinisation of their relationship with the HR representatives in the management ofemployee's performance as a mean of achieving success in the organisation. With a similar contextto it, this report will tend to focus on managing the carried performance of individuals in anorganisation (Ashton, 2011). A leading purpose behind selecting this topic is an integral intercessionof the employees where they makes a vital contribution in smoothly running the business in anefficient manner. The current study will therefore involve some key practices of performancemanagement by together enlightening some other substantial subject matter of motivating,recruiting, coaching the employees as a mean of leading the upcoming changes of the marketplace.
Performance management (DOC)_3

KEY PRACTICES IN MANAGING PERFORMANCE Definitions of performance managementAustin, (2013) has defined performance management as an ongoing process ofcommunication between a supervisor and a subordinate which exists throughout the year, in supportof achieving the strategic objectives of the organisation. The communication process includesclarifying expectations, setting objectives, identifying goals, providing feedback and reviewingresults.Bogetoft, (2013) has defined the term performance management as a systematic process bywhich the overall performance of an organisation can be enhanced by improving the performance ofthe individuals within a team. It is a pivotal mean for promoting the carried performance ofemployees by communicating expectations, defining roles within a required competence frameworkand establishing achievable benchmarks.Key messagesPerformance management (PM) is not newly discovery. It Goes back to 100’s of years backbut the ‘How’ has massively changed over the years therefore two definitions of the same year havebeen chosen accompanied with a short brief how it changed throughout the years.Main message in the first definition is that performance management is a continuous process ofcommunication between a supervisor/line manager and an employee which continues the wholeyear (West and Blackman, 2015). The author here focuses on communication between thesupervisor and employees. Also, it focuses on the alignment of strategic objectives with thiscommunication. Author lays emphasis on the whole communication process which consists ofIllustration 1: Performance management(Source: Sidiroglou-Douskos Misailovic and et. al., 2011)
Performance management (DOC)_4

End of preview

Want to access all the pages? Upload your documents or become a member.

Related Documents
shrm in organisation
|20
|4872
|262

Strategic Human Resource Management
|13
|3935
|31

Human Resource Management: Strategies for Sustainable Competitive Advantage at Bentley Motors
|12
|3751
|451

The Role of Rewards in Performance Management
|5
|994
|131

Hrm325 strategic management human resource
|12
|3664
|94

Performance Management Analysis
|4
|540
|39