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develop and manage performance management
ideal performance management system
ideal performance management system
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Performance Management
Performance management (PM) systems are created to evaluate and develop the performance of an employee within an organization, ensuring their performance is aligned with the strategic goals of the organization (Aguinis, 2013). PM systems should meet certain criteria to ensure that the system is helping the organization by motivating the employees and providing feedback to increase performance. If implementation and execution is not done properly the PM system can do more harm, than good for the organization.
Performance Management System
PM system should be chosen based on the culture and location of the organization (Aguinis, 2013). There are multinational organizations with PM systems in place that are consistent throughout the organization, however, they very slightly with the ways in which the individuals are evaluated aligning it with both the culture within the organization and the culture of the country they are in. Centura is a hospital system located within Colorado and Kansas. They have created a PM system that is consistent throughout all of their hospitals, departments, and corporate offices. While there is no such thing as a perfect operating PM system, this organization has created one that works well for them and their employees.
Fourteen Performance Management Characteristics
Aguinis (2013) describes fourteen PM system characteristics and how they should ideally work. These characteristics are: strategic congruence, thoroughness, practicality, meaningfulness, specificity, identification of effective and ineffective performance, reliability, validity, acceptability, inclusiveness, openness, correctability, standardization, and ethicality. Each of these characteristics has an ideal expectatio...
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...umerical standards that cannot be corrected until the next evaluation year, and the values of the organization are open for interpretation and due to the leader, are usually not correctable. Last of all, ethicality is lost as the leader uses their personal view of the employee for evaluation regardless of work ethic, causing such individuals to lose a promotion even though it was deserved.
Conclusion
The current PM system at Centura is a good start. There are issues with the system due to the bias of the leadership. This is a hard issue to resolve, however, if the system was updated to reduce inconsistencies with interpreting the values of the Centura organization the issue could be lessened. Which would decrease the bias of the leaders and increase the moral of the employees and their performances. Increasing employee retention and overall associate satisfaction.
...th of experience in its interpretation. As a result of this, older more traditional managers may struggle to ascertain the validity of this form of metric (Maney, 2013).
The Mayo Clinic (Mayo) provides a compelling and instructive example of the critical role of performance measurement in managing performance behaviors. An analysis of the Mayo approach offers insightful understanding of effective performance management practices. Accordingly, this paper reviews the Mayo performance management system from four perspectives (a) leadership strategy, (b) performance measurements, (c) human resources management, and (d) the alignment of performance with strategy. The discussion concludes with an assessment of the alignment of the elements comprising the Mayo performance management system with recommendations for strengthening those alignments.
...ure tends to be the reason for the misconduct, then changing it is an important aspect. Finally, a department needs ethical leadership. If strict and fair discipline is involved, then potential misconduct is deterred from view (Pollock, 2012).
“Using PM System doesn’t improve the performance of an organization. PM system incorporates of not only evaluating performance appraisals but also rewards. As quoted by Sheridan (2009) and Latham (2005), “the cultural maturation of performance based can take decades to implement and requires the organizations to allocate the required resources”. Technology plays a pivotal role in future of PM systems where e-monitoring of performance of employees in Hilton and other entities respectively can change the evolution of performance management thus bringing necessary and important changes to stay competitive in the market as well increasing an individual’s productivity in the company (Sheridan & Latham, 2005)”.
The RM system falls into the broader process of the performance management model within the organisation, as stated by Clark (as cited in Human Resource Management, 2000). This involves the continual process of setting performance objectives, measuring outcomes, providing feedback on the results, providing rewards which are linked to desired outcomes and finally evaluating and making amendments to objectives and activities of the system.
...uations. In the hospital, for example, a nursing group may go through the motions of accepting the new manager expectation but look for sanction to act from another, thus creating conflict and confusion within the team.
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Performance management is a great tool for both the employee as well as the organization. For the employee, it gives the employee a clear picture of his areas of improvement and helps him improve and grow. From the organization’s perspective, it lets them understand the potential they have in their employees and how to realize them. It helps them to analyze who are worthy of being held onto and whom to let go so that the organization grows. In all, an effective tool, if used in the correct manner by all the parties involved.
Jules, P, & Holzer ,M. (2001). Promoting the Utilization of PerformanceMeasures in Public Organizations: An Empirical Study of Factors Affecting Adoption and Implementation. Public Administration Review, 61 (6): 693 – 708.
For Key Performance Indicators (KPI) to be successful, it needs to have the following characteristics:
Performance management is used for the basis of promotion, reduction in force purposes (talent management), gives transparency of what an organization is looking for, merit increases, and lastly it provides protection against lawsuits for unlawful termination by keeping written documentation. Performance evaluations are advantageous to both the organization and the employee. A leading advantage of performance evaluations is it gives the employee an opportunity to create and achieve smart goals. Although performance evaluations primary function is to measure whether an employee is a good fit or a bad fit for the organization, its function is so much a broader. Performance management is tool purposely used to motivate employees to examine themselves and determine if they have selected the profession that is best for them; consequently the feedback an employee receives from their superior supports them with increase their knowledge and
Quality is a word which has been used for a very long time, lots of books have been written about it, and many of the world scientists have defined it in many different ways. In this research paper, I will emphasis on the Quality Management System, why is it important? What is it used for? What is the importance of having a Quality Management System? Many people think implementing QMS costs a lot and all the benefit is a piece of a paper which say that your company is certified in having QMS so you can only hang this picture or certificate on the wall and tell your smart customer that you have it. In fact, no blames on them, they have not used this system yet, they do not know that this system save a lot and a lot of money for companies. They do not know that this system create a dynamic motion within the companies so everyone know what he/she is doing, everybody understands his/her role, and everyone can feel being an important part of the process then everybody can work towards a clear and unified target. However, having a lot of benefits requires a reasonable cost and in the same time it worth. There are several organization which are concerned and involved in this issue, those organizations have produced a unified standards and those standards have its requirements. The International Standardization Organization which located in Switzerland which have a contribution of 157 countries have produced a standard which is concerned about the QMS.
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.
performance appraisals and broader performance management interventions. Since the 1970s, goal-setting has been used as the core of management by objectives (MBO) programs. In the last two decades, many programs and systems similar to MBO have been developed and proven their effectiveness through the productivity measurement and enhancement system or programs based on the balanced scorecard approach. [2]
Performance Management is a critical component to organizational success. However, creating, developing, and maintaining a system that captures all the characteristics of an ideal performance management system should involve an ongoing collaboration between leadership and employees to achieve a successful outcome. After all, the performance and success of the organization is dependent upon the employees. Therefore, performance management should incorporate organizational goals, employee goals, and continuous feedback that reflect individual’s contribution (NorthCoast 99, 2012).