Performance Management.
Performance in simple
definition is the achievement of quantified objectives. It denies as “Performance means both behaviors and results.
Behaviors emanate from the performer and transform performance from abstraction
to action. Not just the instruments for results, behaviors are also outcomes in
their own right – the product of mental and physical effort applied to tasks –
and can be judged apart from results” (Brumbach,1988, p.387).
The performance
management critical process between the managers and employees about the endless
communication and feedback to make sure organizational strategic object
achievement. The performance management
process contains clarifying expectations, setting objectives, identifying
goals, providing feedback, and reviewing results. Performance management helps
organizations achieve business goals by consolidating employee performance and
effort.
Armstrong and Taylor
(2014) define Performance management as the continuous process of improving
performance by setting personnel and team goals which are aligned with the
strategic goals of the organization, planning performance to achieve the goals,
reviewing and assessing progress, and developing the knowledge, skills, and
abilities of people.
History
of Performance Management.
Bhattacharyya (2011)
described the concept of performance management that was developed in the early
stage. To get a specific outcome from employees' organizations used performance
management. The employees get rewarded with promotions and salary increments
based on their performance. The process of performance management developed into
the learning and development phase gradually. That helps the organization to
get a competitive advantage by continuous development of employee skills. There was a greater development in performance management from the 1980s.
In the 1970s decision
support system was introduced, and that helped to performance management system
become more scientific. The executive information system was introduced in the
1980s. The computer-integrated business intelligence system was introduced in the
1990s, and the system helps to get a more structured executive information
system. After the 2000s new technology-based planning, reporting, customer
relationship management, and corporate performance management were introduced.
Organizational success depends
on staff performance. Better performance guarantees productivity, quality,
profitability, and customer orientation. Organizations are given priority to
identify and manage factors that increase employee performance and behavior.
The evolution of performance management theories is the major successor behind
the evolution of performance management. Most of the time traditional method
performance is evaluated once a year. but in the current trend, short-term
goals were developed. The performance is evaluated multiple times per financial
year.
Performance management Cycles.
Effective
performance management cycles help organizations to achieve strategic goals by
using existing human resources efficiently. Effective performance management
cycles align the efforts of managers or supervisors and workers with
organizational goals (Russell and Russell, 2009).
According to Armstrong
and Taylor (2014), there are 4 continuous steps in the performance management
cycle, described as plan, act, monitor, and review.
References.
- Armstrong, M. and Taylor, S. (2014) Armstrong’s Handbook of human resource management practice. 13th ed London: Kogan page.
- Brumbach, G. B. (1988) Some ideas, issues, and predictions about performance management.
- Bhattacharyya, D, (2011) Performance Management Systems and Strategies. India: Person Education.
- Rostam, A. (2020) The history of performance management at the workplace. Iran.
- Russell, L., Russell, J. (2009) Ultimate performance management: Training to transform performance reviews into performance partnerships. USA: American society for training and development
