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Performance management can be defined as a systematic process, which helps an organization by improving the effectiveness of its

Performance Management is both a strategic (about broad issues and long-term goals) and an integrated (linking various aspects of the business, people management, individuals and teams) approach to delivering successful results in organisations by improving the performance and developing the capabilities of teams and individuals.

Performance management is essentially about creating a strong communication with the people around you in your working environment. It helps a manager monitor and assess how well their employees are

When looking at performance management it can be defined as (1) ‘a process which contributes to effective management of individuals and teams in order to achieve high levels of organisational performance. As such it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved.’ We can see from this definition that managing performance is crucial to the overall performance of the organisation and meeting its goals and objectives. This process must then be strategic but also link other aspects of the organisation such as individuals and teams. As defined above, performance management is ultimately about achieving high levels of

1. Explain at least 2 purposes of performance management and its relationship to business objectives.

Performance management relates to an organization’s ability to implement a system to evaluate and advance employee performance. Achieving peak performance requires consistency, clear objectives, and constructive employee evaluation. According to Mithas, Ramasubbu, & Sambamurthy (2011), an organization must design the performance management system based on extensive research about the organization’s mission, and then properly communicate the purpose of the system to employees, stakeholders, and decision makers. After the performing the research, the information should be used to establish the appropriate performance management specialized for the organization. In addition, an effective performance management system should align

1.1 Describe at least two purposes of performance management and their relationships to business objectives.

The main purpose of reward within a performance management system are to retain, motivate employees and reduce turnover.

Performance management is essential in creating an organization that is high performing and supporting employee development (Yale.edu, 2010). Therefore the organizational performance philosophy should align performance management processes towards the goals of performance planning, review, coaching, and development. First, employees are responsible for communicating about performance and ensuring that they are successful towards the development and continually striving for customer service excellence in support of organizational strategy. Next, management is responsible for ensuring that employees understand their

Performance management is the process of planning work assignments, setting expectations, monitoring processes, rating performance, and rewarding performance. Performance management systems are used by organizations to identify, measure, and develop the performance of individuals and teams. The goal of an effective performance management system is to strategically align employee performance with company goals and objectives (Smither & London, 2009). In order to achieve optimal performance, organizations are tasked with implementing innovative solutions that ensure performance management systems that deliver real results and improve performance (MacMillan, 2015). Organizational leaders are responsible for understanding the performance management system in order to focus on employee efforts that will help in achieving both individual and organizational goals (Opm.gov). In this paper, the author will suggest the key processes that DSM needs to provide within its system in order to successfully link its key success factors (KSF). The author will select three drivers, and examine the central manner in which DSM management has aligned its business strategies to performance management. Lastly, the author will critique DSM’s competitive advantage by using three of the six assessment points outlined in the textbook.

The literature review brings up some interesting common themes and issues that run through the existing literature, research and definitions of performance management. These common themes will focus on features of performance management and its application in an organisation.

1. What is your performance management philosophy? What are you trying to accomplish by performance managing employees?

The definition of the term ‘performance management’ varies in different literatures. As Hutchinson(2013) summed up, combined with Den Harton’s theory(2004), it is a continuous process which links individual and team objectives with organizational goals by measure and improve employee’s skill and performance. According to Armstrong (2012), human resource management aims at making sure the organization has the most talented, skilled and engaged people in order to attain its goals. In this context, performance management is one staple practice helping managers identifying and retaining most competent employees as well as correcting poor performance.

The main reason for this report is to exhibit an understanding of Performance management. These days, organisations take diverse ways to deal with competitive advantage. Thus, there are a mixed bag of definitions for Performance Management. Performance management is a vital issue. It is based upon the human side of administration, and focuses on representatives as essential resources inside their organizations. As indicated by Price "Performance management is aimed at recruiting capable, flexible and committed people, managing and rewarding their performance and developing key competencies" (2007: 31).

Performance management aims at developing individuals with the required commitment and competencies for working towards the shared meaningful objectives within an organizational framework. (Lockett1992)