Components of an Effective Performance Management System
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This article discusses the components of an effective performance management system, including goal setting, rewarding good performance, manager reviews and feedback, planning, engagement survey, and social recognition. It explains how these components contribute to improving employee performance and aligning organizational goals.
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Student’s Last Name1 Human Resource Management By (Name) Course Professor University Date
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Student’s Last Name2 Introduction Performance management system refers to the systematic method that is used to assess the performance of employees. The performance management system identifies skills, competency, and knowledge gaps that exist which helps the organizations to devise ways to make improvements by providing trainings, coaching, and guidance to employees. This reduces conflicts within groups and employees in general. This is because employees are clear about the expectations from their roles hence putting in efforts to meet performance standards. Moreover, implementing the performance management system is important to an organization. It motivates employees to take new challenges and innovate through structure process. It is an approach through which companies align their objectives, goals, and mission with available resources such as material and manpower. The performance management system has components that are useful in providing guidelines to an organization. The first element of the PMS is goal setting. Setting goals in an organization is important since it gives the company direction. However, organizations should not only set goals but specific and challenging goals. The goals should be specific, measurable, achievable, relevant, and time-based (Yadav and Dabhade, 2013, pp.47). Therefore, goal setting is an important component of performance management software. Goal setting assists an organization to achieve more. On the other hand, an organization should encourage team goals compared to individual goals since team goals motivate team members to work hard. The performance management system of an organization should enable the setting of goals in an easy, simplistic, and straightforward manner that inspires the teams to set goals and achieve a crucial milestone at work.
Student’s Last Name3 Rewarding good performance is another important component of the performance system. Performance appraisal should be followed by reward and recognition. An organization should reward and recognize the employees. The management of any organization should take it as a portion of performance review and management process in order to stimulate the team and employees that have achieved their performance targets. The employees may be motivated through paid holidays, medical insurance, job promotions, and career development. This will motivate the employees to work hard knowing that their efforts will be recognized (Baird, Schoch and Chen, 2012, pp.171). In addition, offering rewards and recognition for performance well done is a method of shaping behavior so that employees can work hard to qualify for an appraisal through their continuous contribution to the company’s goals. According to the incentives theory of motivation, people are inspired towards behaviors that lead to rewards and they are demotivated from behaviors result to negative consequences (Bednall, Sanders and Runhaar, 2014, pp.47). The theory relates to operant conditioning where behaviors are performed in order to gain reinforcement or avoid punishment. According to this theory, the actions of individuals are aimed at gaining rewards. Therefore, this relates to this component of performance reinforcement in a way that when employees are motivated, they work because they are certain that their handwork will be appreciated. Another component is the manager reviews and feedback. A manager review refers to a process where employees can evaluate the strengths and possible training needs of their leaders. This approach gives leaders a chance to get useful feedback from their workers about core skills needed to lead a group appropriately (Behery, Jabeen and Parakandi, 2014, pp.29). Example, employees may find out that the leadership of the manager is affecting the group instead of helping the team grow. Through the employee’s complaints and suggestions, the managers may
Student’s Last Name4 get training on how to effect the change and lead the group well. Managers’ evaluations can be useful in identifying sectors that collide with the company’s goals and objectives. This may lead to easy achievement of the company’s goals. On the other hand, the employees also get apprehension from the valuator on the specific parts that need improvement and data on whether they are adding any benefit to the performance level that is expected or not (Di Gravio, et al., 2016, pp.356). Furthermore, the employee is given open feedback with the recommended type of training and development needed. The appraiser embraces all the required stages to ascertain that the workers meets the results for the firm through personal guidance and counseling, representing the workers in coaching program, and mentoring program which enhance the capability and improve the firm’s general performance. Planning is also an important component of PMS. Planning involves the process where the company’s managers and supervisors meet with their workers to identify, discuss, and set plans for performance for the next appraisal period. However, for planning process to be effective, it should state what the employees need to do and specific standards that they should attain. The planning process should locate a major responsibility that contributes directly the achievement of company’s goals which the workers ought to perform and will be held responsible for during performance reviews (Bititci, Cocca and Ates, 2016, pp.1786). Planning involves innovation, better growth, and execution. This gives the organization direction hence making employees and managers be committed to achieving their target. On the other hand, this component is important since it helps the company to plan for the future and forecast any deficits that may occur such demand of employee, increase in customers, or shortage in customers and device strategies to cope up with such challenges.
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Student’s Last Name5 Moreover, engagement survey another component of an effective performance management system. It is important for the manager to conduct a survey in the organization since it assists in gaining an insight into what matters most to the employees (Blume, Rubin and Baldwin, 2013, pp.277). The main reason for conducting a survey in an organization is to find out if the employees are involved in the organization’s activities or not. Besides, the survey is used to measure strategic alignment, performance, satisfaction, and competencies that the employees contribute to the organization. The engagements but validated statistically against other organizations if they are supposed to provide useful results (Haines III and St-Onge, 2012, pp.1158). Employee engagement may be assessed using short surveys with a few questions. This type of employee survey can be done at any time since it will enable managers to have a better understanding of how their employees are engaged. Social recognition is another element which involves providing employees with the tools to develop meaningful associations with each other. This involves tools such as feedback apps that encourage and empower employees to rejoice the behaviors and success that they experience daily with their workmates (Decramer, Smolders, and Vanderstraeten, 2013, pp.361). Organizations should encourage any tool that makes dialogue simple and encourages the sharing of feedback among employees. The social recognition tools of a performance management system include feedback software tool impraise and praise tip. Social recognition facilitates the sharing of information and ideas that may be helpful to the organization (Ren, Skibniewski and Jiang, 2012, pp.644). Nonetheless, this component is essential in reducing cultural diversity and conflicts in an organization. Conclusion
Student’s Last Name6 The performance management system identifies skills, competency, and knowledge gaps that exist which helps the organizations to devise ways to make improvements by providing trainings, coaching, and guidance to employees. The system has several components which include goal setting. Setting goals in an organization are important since it gives the company direction. Rewarding good performance is another significant component of the PMS. Moreover, the manager’s reviews and feedback as an element of PMS refers to a process where employees can evaluate the strengths and potential training needs of their leaders. On the other hand, planning as performance management system involves the process where the company’s managers and supervisors meet with their workers to identify, discuss, and set plans for performance for the next appraisal period. Other components for an effective performance management system include engagement survey and social recognition. These components are important in ensuring that the performance system of an organization is effective.
Student’s Last Name7 References Baird, K., Schoch, H. and Chen, Q., 2012. Performance management system effectiveness in Australian local government.Pacific Accounting Review,24(2), pp.161-185. Bednall, T.C., Sanders, K. and Runhaar, P., 2014. Stimulating informal learning activities through perceptions of performance appraisal quality and human resource management system strength: A two-wave study.Academy of Management Learning & Education,13(1), pp.45-61. Behery, M., Jabeen, F. and Parakandi, M., 2014. Adopting a contemporary performance management system: A fast-growth small-to-medium enterprise (FGSME) in the UAE.International Journal of Productivity and Performance Management,63(1), pp.22-43. Bititci, U., Cocca, P. and Ates, A., 2016. Impact of visual performance management systems on the performance management practices of organisations.International Journal of Production Research,54(6), pp.1571-1593. Blume, B.D., Rubin, R.S. and Baldwin, T.T., 2013. Who is attracted to an organisation using a forced distribution performance management system?.Human Resource Management Journal,23(4), pp.360-378. Decramer, A., Smolders, C. and Vanderstraeten, A., 2013. Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction.The International Journal of Human Resource Management,24(2), pp.352-371.
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Student’s Last Name8 Di Gravio, G., Mancini, M., Patriarca, R. and Costantino, F., 2015. Overall safety performance of Air Traffic Management system: Forecasting and monitoring.Safety science,72, pp.351-362. Haines III, V.Y. and St-Onge, S., 2012. Performance management effectiveness: practices or context?.The International Journal of Human Resource Management,23(6), pp.1158-1175. Ren, Y., Skibniewski, M.J. and Jiang, S., 2012. Building information modeling integrated with electronic commerce material procurement and supplier performance management system.Journal of Civil Engineering and Management,18(5), pp.642-654. Yadav, R.K. and Dabhade, N., 2013. Performance management system in Maharatna Companies (a leading public sector undertaking) of India–a case study of BHEL, Bhopal (MP).International Letters of Social and Humanistic Sciences,4(49), pp.49-69. .