Workplace Performance Management

 Workplace  Performance Management

As defined by Aguinis, (2005) the persisting process of recognizing, measuring and developing the performance of individuals and teams and aligning performance with the objectives of the organization is called as Performance management.

When employees fail,part of the employees also fails (Cappelli , 2008)

Performance Mange met Cycle

 Performance Management Cycle (Opm, 2005)

What is performance?

According to Brumbach, (1988) performance is defined as behavior that accomplishes results. 

Image 2 Three determinants of performance (Campbell, 1990)

The following three theories underpin performance management.

Goal theory

Goal theory as developed by Latham & Locke, (1979), highlights four mechanisms that connect goals to performance outcomes. 

Control theory

Control theory focuses attention on feedback. People will take corrective action to overcome the difference between what they are doing and what they are expected to do when they receive feedback on their behavior (Armstrong, 2014).

Social cognitive theory

According to Bandura, (1986) this suggests that what people believe they can or cannot do powerfully impacts on their performance.

Performance measurement

A crucial element of a performance management system is performance measurement which is purposeful, incorporated and fluid (Lemieux-Charles et al., 2003; Tarr, 2004).

Image 3 The Characteristics of performance measurement (Tarr, 2004)

Problems with performance management

There are three main classes of problems:

Image 4 Main classes of problems (Pollanen, 2005; Radin, 2003; Gianakis, 2002)

Aims of performance Management

Image 5 Fourfold purposes of performance management (Shields, 2007) 

The impact of performance management on organizational performance

According to Jones et al., (1995) here’s what performance management contribute to an organization,

Conclusion

Increasing the organizational performance through a performance culture could be achieved by performance management. It is an important process which connects people and jobs to the strategic goals of the organization. By carrying out performance management properly, people can be rewarded by recognition through feedback, providing opportunities to achieve, identifying the scope to improve skills and direction on career path.

References

Aguinis, H (2005) Performance Management, Upper Saddle River NJ, Pearson Education.

Latham, G P & Locke, E A (1979) Goal Setting – a motivational technique that works, Organizational Dynamics, Autumn, pp 442–47.

Armstrong, M. & Taylor, S., 2014. Armstrong's Handbook of Human Resource Management Practice.

Tarr, J. (2004), available at: www.theacagroup.com/performancemeasurements.htm (accessed 15 June 2007).

Pollanen, R. (2005), “Performance measurement in municipalities: empirical evidence in a Canadian context”, International Journal of Public Sector Management, Vol. 18 No. 1, pp. 4-24.

Radin, B. (2003), “A comparative approach to performance management: contrasting the experience of Australia, New Zealand and the United States”, Vol. 26 No. 12, pp. 1355-76.

Gianakis, G. (2002), “The promise of public sector performance measurement: anodyne or placebo?”, Public Administration Quarterly, Vol. 26 No. 1/2, pp. 35-64.