Performance Management: Supporting Goals
Performance Management is not a company’s way of employing “micro-managing” techniques that stunt the professional growth of its employees. But rather, it is a strategic approach to ensuring the efficiency and effectiveness of an organization. Whether at the organizational, departmental or employee level, the goal of performance management is to make sure all business goals are being met in a satisfactorily manner.
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The effectiveness of an organization in terms of whether or not it is meeting its mission or goals can be determined by engaging in performance management. According to the U.S. Office of Personnel Management, performance management consists of five components: “Planning work and setting expectations, continually monitoring performance, developing the capacity to perform, periodically rating performance in a summary fashion, and rewarding.”
The phrase “Performance Management” was coined in the 1970s by Dr. Aubrey Daniels, a clinical psychologist. At the time, he used it to describe technology and the importance of managing behavior and the result of the behavior. Effective management would ensure proper behaviors are being executed, which would in turn produce favorable results. He later associated this approach to the interactions of people whether in a formal or informal setting.
With the proper training, management can manipulate the conditions of the workplace (e.g. policies and procedures, available skills to train and motivate employees) in order to measure the true success of the business – that is the financial standing of a company as well as the individual success of its employees.
The drive to implement a performance management system is not sufficient. Management as well as employees must put forth the effort necessary to make it happen. With “all hands on deck” and the observation of the following, organizations can build a successful program.
· Clearly identify the job’s purpose as well as the duties associated with it.
· Determine goals and how to measure outcomes.
· Rank job priority.
· Characterize the standard of performance for critical aspects of the position.
· Discuss employee performance and provide feedback. This should at least be done on a quarterly basis.
· Keep track of performance records.
· If necessary, create an improvement plan to better employees’ performance.