Managing Performance

Performance management is an ongoing collaboration process that takes place throughout the year between a boss and an employee in pursuit of achieving the organization's strategic goals. The process of communication includes clarifying objectives, setting goals, defining goals, providing feedback, and evaluating outcomes.

Performance management covers how workers are assessed by supervisors, how employees judge their employers and fellow employees, and how individual employees assess themselves. Performance management's main goal is to improve the quality of work as effectively as possible. Through defining an employee's current status, structuring goals and expectations, and evaluating the time and effort expended on achieving those goals, managers may make adjustments or recommend new courses of action to better accommodate and accomplish their intended goals.

Quality management is focused on evaluating how the workers of a company have performed tasks previously in an effort to improve future performance. Good managers are trying to provide consistent input and receive feedback from staff, rather than relying on periodic evaluations. This helps a manager to decide what motivates employees to work hard, such as future pay impact, evaluate what challenges make it difficult for employees to do their jobs effectively, and make adjustments to the workload if necessary.

In some organisations, it is anticipated that administrators will provide detailed instructions on how to handle a specific task for employees. High power distance is referred to as this type of management approach. The opposite approach makes it possible for workers to function more freely to accomplish a stated objective. Depending on the situation and organizational culture, managers must understand which approach works best.

Globalization has brought new opportunities for growth to businesses, but it has also intensified the challenges of balancing a workforce's success from different cultures. Managers must ensure that workers are regulated by the policies of an organization, but must also ensure that cultural values are taken into consideration. Managers need to understand what drives employees to work efficiently. While in some cultures monetary compensation may be considered important, others may consider empathy towards the personal and family well-being of the employee as a greater motivator.

References

Armstrong, M., 2010. A Handbook of Performance Management. New Delhi: Kogan Page Limited.

Bowen, D.E. & Ostroff, C., 2004. Understanding HRM firm performance linkages: The role of the "strength" of the HRM system. Academy of Management Review.

Harun, M.Z. & Mahmood, R., 2012. The Relationship between Group Cohesiveness and Performance: An Empirical Study of Cooperatives Movement in Malaysia. In International Journal of Cooperative Studies. pp.15-20.

Holzer, H.J., Stoll, M.A. & Wisoker, D., 2001. Job performance and retention among welfare recipients. Washington, DC: The Urban Institute.