The Problems And Challenges Of Performance Management

(Although main object of this research is organisational performance management system, aspects of individual performance will be considered where appropriate.)

This report is intended to assist with all the relevant information about the different types of performance management models that companies can conduct in order to gain a successful organisation. There are three main models being discussed throughout the report that contain differences in the way they approach and implement things in an organisation.

Help each individual to complete his task. Every team should follow the planned the assignment which set by the director of the organization because every team objective is linked to organizational objective. Team should inform the project manager of task status and any problem arisen. Every team should select right person having right skill and knowledge to compete the task.

This is an individual assignment. It has two parts. Save your two reports (one for each article) in ONE Microsoft Word file with your name and upload it here in Blackboard by the due date.

Performance management is an ongoing process which ensures employees contribute towards achieving organisation’s goals. CIPD insist that performance management should be about ‘performance improvement’ ‘development’ and ‘managing behaviour’. They also believe ‘Performance management is a process, not an event. It operates as a continuous cycle.’ However, organisations often see performance management as an annual task

274) is a process used to assess a team or individual’s abilities towards performance development and improvement. This process involves setting a goal towards an outcome, monitoring and evaluating via performance indicators, and rewards as well as penalties as the case may be. However, in the public sector, arguments have ensued that performance management often contradicts the blue print of public services or is rather strategically used by politicians to assert some form of control over the sectors and not to perform its intended purpose. Performance indicators albeit is fast becoming popular both in the public and private sectors, has a measurability often argued to be complex in the public sector as opposed to the private sector where only monetary values and profits are measured. Even though, the ultimate goal of this HR tool is to drive performance either in the private or public sector, the role of targets in the public sector is often debated as many studies have demonstrated their obscurity by questioning whether ratings or indicators can actually measure performance accurately. However, over the last decades, some studies have agreed that HRM tools have to a certain extent a drive on organisational performance both in the public and private sectors (Carter and Robinson, 2000, Boxall, 2003).

In the whirlwind of the merger between both companies, employee compensation is blown aside by both ‘Coast 2 Coast’ and ‘Yorkshire Trains’. Performance Management Strategy may be called upon to splice disparate payment plans into a program that complements the merged entities. Performance management is an unremitting process where managers and employees work together to plan, monitor and review an

The author details how these forces operate and suggests ways of adjusting to them, and, where possible, of taking advantage of them. Boddy (2017) believes that the collective strength of the five forces determines industry profitability, through their effects on prices, costs and investment requirements. The grater the collective strength of the forces, the less profitable the industry, the weaker they are, the more profitable. Appendices (3)

Performance management is a continuous process in which employees and managers work together to monitor, plan, and review their employees’ overall performance and their contribution to the organization. Additionally, globalization is bringing about an increase in competition in the workplace, therefore there is a need for an organization to regularly evaluate the performance of their employees to ensure that the organization has the proper skill sets in their employees in order to have a successful business (Bac, 2007). The objective of performance management is to improve and promote employee effectiveness. Furthermore, employee performance management involves various activities: planning to be done and setting expectations, monitoring performance continually, developing employees’ capacity to perform, rating performance periodically, and rewarding good performance (Leonard & Trusty, 2013). A supervisor, on the other hand, is a person charged with the responsibility of overseeing tasks at the workplace are ensure that objectives are carried out according to the instructions given. A supervisor has manager-like roles and is responsible for actions and productivity of a small group of employees. There are philosophers who refer to supervisors as workers, while other professionals refer to this position to be a manager. A

After going through a process of developing and determining the mission, vision and values of an organisation, a strategy document is developed. In this document processes and systems are put in place to ensure that the company is on track. Every so often, usually annually, a review of the company’s performance is taken into account. This review encapsulates the performance of systems and the people operating within the systems.

The starting point for performance management falls into strategic planning. It is the stage that defines the strategic objectives and priorities on which the organisation should concentrate. They set out the activities on which the organisation should focus, and formulate the basis for creating more specific targets (the strategic objectives). The mission and strategic objectives of the organisation should be the ones that can be agreed not only by the individual members of the organisation, but also by the customers of the organisation. It would be best if the representatives of the public participated in the process of setting objectives and targets, but it seems that normally ministers responsible to Parliament play a significant role in the process of setting objectives and targets.

Majority of countries are seeking to develop a culture in the public sector that is more performance oriented , one that gives much focus to efficiency, effectiveness, quality Customer care, an increased focus on results as well as more decentralised management (Petrie,2002). In the last two decades performance management in the public sector has shifted its focus to putting in place systems for measuring outputs and rewarding results (Heinrich, 2003).

We were tasked with critically evaluating our organisation’s performance system and make recommendations on how that organisation can improve its employee performance. We started off by defining and then discussing what a Performance Management System (PMS) is. Then we discussed why we need this system and what the organisation can do with information/ results drawn from the system .We also showed that implementing such a system is not easy as there can be hindrances to implementing it such as political, organisational, interpersonal hindrances as well as biases.

Performance management has become a high priority activity for many leading organizations over the past few financial years. Many people lost their jobs due to the economic downturns and many have left their jobs due to unsatisfactory reviews. Many of the affected organizations have started realizing how they really have understood their employee’s performance. Many question have been raised as to how they identify their top performers and how and on what basis do they conduct the review process. There is more to performance management than just rating the associate’s performance annually or bi-annually.

As organizations begin to understand that the total success of PM depends chiefly on the line managers. They can involve themselves in creating a sense of recognition for performance management, which would empower them to meet the deadline and achieve results, enabling them to manage their staff well. This would result in a positive approach towards the performance review process by the line manager. Managers worldwide are beginning to believe that an integrated approach to the management of performance is likely to be most successful.