Performance and Reward Management

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Introduction

Every organization faces a shortage of resources including skilled human resources. This necessitates the emphasis on performance so that organizations can hire as few employees as possible while raising performance to the highest possible levels. Contemporary managers have the task to raise employee motivation so as to raise employee performance. This means that managers have to provide timely performance feedback so as to give direction to employees. Performance feedback is not a one-off issue but is a critical constituent in the continuous enhancement of contemporary workforce improvement (Anseel, Lievens, & Schollaert, 2009, p. 24). Performance feedback equips employees with the knowledge to modify their behavior so as to improve their individual and consequently group performance. At the absence of performance feedback employees are left in guesswork as they contemplate which areas to focus more efforts so as to develop professionally.

Aguinis, Gottfredson, & Joo (2012, p. 105) define performance management as the provision of information concerning an employee’s past conduct with respect to the stated goals and standards of behavior and results. The objective of performance feedback is to help the employee improve individual as well as team performance, employee engagement and motivation and ultimately job satisfaction. While there is consensus that performance feedback help in the attainment of the foregoing organizational goals, managers often find themselves uncomfortable in providing performance feedback. On other occasions, the provided feedback does greater harm than good with regard to helping employees to change behavior and improve performance. Aguinis, Gottfredson, & Joo (2012, p. 105) report resear...

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...-based approach. Business Horizons 55: 105-111.

Anseel, F., Lievens, F., & Schollaert, E. (2009). Reflection as a strategy to enhance task performance after feedback. Organizational Behavior and Human Decision Processes 110: 23-35.

Ligon, G.S., Graham, K.A., Edwards, A., Osburn, H.K., & Hunter, S.T. (2012). Performance Management: Appraising Performance, Providing Feedback, and Developing for Creativity. Handbook of Organizational Creativity 633-666. New York: Elsevier, INC.

Oettingen, G., Marquardt, M.K., & Gollwitzer, P.M. (2012). Mental contrasting turns positive feedback on creative potential into successful performance. Journal of Experimental Social Psychology 48: 990-996.

Renn, R.W. (2003). Moderation by goal commitment of the feedback-performance relationship: Theoretical explanation and preliminary study. Human Resource Management Review 13: 561-580.

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