Performance Management, articles &  tips
Performance Management, articles &  tips

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Performance management processes constitute: (1) planning—deliberation of what to do and setting expectations; (2) monitoring—continually checking on performance; (3) developing—improving the capacity to perform; (4) rating—periodically scaling performance in a summary fashion; and (5) rewarding—compensating good performance. 

The first process, planning, means structuring mindset on how performance should be channeled to achieve objectives considering the goals of the organization. By involving the employees in this process, there would be an increased comprehension on the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done. 

Employee performance plans should include establishment of elements and standards to be used for regulatory performance appraisals. It should be versatile, making adjustments in program objectives and work requirements easy. 

The second process in performance management is monitoring. It pertains to the consistent assessment of performance and providing ongoing remarks to employees and work groups while they are progressing in attaining organizational goals. Employees’ evaluation enables the supervisor to see if employees are meeting predetermined standards, to make revisions to problematic standards. 

Developing, the third process can be defined as increasing the capacity to perform. This can be staged through trainings, seminars, and assigning projects that would introduce new skills or higher levels of responsibility, and improve work processes or methods. These developmental activities pave way to encourage good performance, strengthen job-related skills and competencies, and help employees keep up with changes in the workplace, such as the introduction of new technology. 

From time to time, organizations find it useful to summarize employee performance. This requires the fourth process of performance management, rating. This enables comparison among a set of employees or individual conduct or productivity over a period of appraisal. The rating of record has a bearing on various other personnel actions, such as granting within-grade pay increases, and promoting or determining additional retention service credit in a reduction in force. 

In a productive organization, rewards are used frequently and profitably. Rewarding, the fifth process of performance management comprises this. It means acknowledging employees’ contributions to the agency’s mission as an individual or a team player through granting of awards, merits, benefits or bonuses. A basic principle of effective management is that all conduct is influenced by its consequences. This applies, whether the deed is positive or negative.

All five components or processes triumphantly result to a natural and effective performance management. Each key process should be executed in such a way that there exists coordination and support from these processes, to the supervisors, and to the subordinates. Practicing this should include setting goals; planning work routinely; measuring progress toward those goals and giving and accepting feedbacks to and from employees. High standards should be set but taking care to develop the skills required to reach goals and acknowledging productive deeds should never be disregarded.

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List of Performance Management articles as of May 17, 2012...



X-Gap: Using Strategic Planning to Close the Project Execution "Gap"

by James Murphy

Teams and organizations are constantly plagued by project execution errors and failures. These failures create an execution gap - a gap between what an individual and/or team plans to do and what they actually do instead.

No Spare Parts: Finding Your Purpose

by Judy Ringer

Recently, I saw the movie Hugo. I went without great expectation, but I was delightfully surprised. I like movies with messages, and this one had many. The one that stuck, though, is the idea that, in a well-designed machine, there are "no spare parts."

Free Won't: Finding Your Purpose

by Judy Ringer

Several years ago, I related a Ki Moment in which my ability to center and regain emotional control was tested. The incident came to mind recently when I attended a presentation on “Free Will and Free Won't." I'd never heard the phrase “Free Won't,” and I was intrigued.

Business and Relationships: Change Your Words, Change Your World

by Lynda-Ross Vega

Almost everyone has had the experience of saying one thing and having someone else interpret something completely different - to the detriment of a project or relationship. In this article, I discuss the ways that people with different Perceptual Styles use language differently.

Personal Achievement (Part 01)

by Jim Hart

Read this article and learn how convert procrastination into action and get professional goal setting worksheets absolutely free.

6 Danger Signs You may Be Headed to Micro-Management

by Jeff Hardesty

Do you monitor and manage tasks or do you identify and train to essential competencies? Do you want to know the big difference between due diligence and a core competency?

Capitalize on Talent

by Dr. Ellen Weber

At the end of your life, will you have used up your most extravagant talents? Some may stand by like sundials in the shade but successful workers capitalize on their unique capabilities - however they define these.

Motivation - You Get What You Reward

by Alan Fairweather

It's not uncommon for managers to invest 90% of their energy responding to negative performance and only 10% strengthening positive performance. If you "reward" good behaviour - you'll get more of it. If you "reward" bad behaviour - you'll get more of it.

Motivating Employees through Needs Fulfillment

by Steve Wilheir

Abraham Maslow devised the Hierarchy of Needs by which he attempted to communicate mankind's primary troubles as well as needs. He focused on some of the most intellectual folks of his lifetime to base his groundwork.

Are You In Need Of A Good Nights Sleep?

by Aricka Rediger

A good night's rest is key to a productive day. Many people feel as if they aren't getting enough sleep. But it's not always lack of time that is the culprit, it's the quality of the sleep you are getting. There are a few ways in which you can ensure that you are getting a higher quality rest.

Is Your Personality Hindering or Helping You?

by Aricka Rediger

Everyone knows certain personality traits are heavily desired by all employers. Intelligence, and strong work ethic are of course a plus in any industry. But what about those not so clear cut traits such as introversion,strong temperament and risk taking?

ADHD: An Employee's Curse or Blessing?

by Aricka Rediger

Pretty much everyone has some general understanding of what ADHD is, but very few have a real grasp on what the disorder truly entails, and many have beliefs that are very simply false...

Food Industry Performance Indicators will Tell You If Your are Winning

by BMA Editorial Team 3

Performance indicators are simply financial and non-financial metrics used to express the performance of a business based on the goals and objectives it has set for itself.

Business Tips: Performance Based Payment Schemes and 1 Customer = Unlimited Potential Customers

by BMA Editorial Team 3

Another misconception about business operating practices is the stigma associated with performance based payment schemes. There are two schools of thought in the retail sector about performance based schemes.

Personal Growth: How Are Your Resolutions Holding Up?

by Lynda-Ross Vega

Why do so many New Year's Resolutions fail? Because they fail to take into account who you are and how you actually operate. This article explores some of the differences between the six inherent Perceptual Styles and how understanding your style can help you create resolutions that stick.





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