INTRODUCTION

Performance management is a relatively new concept to the field of

management

Performance Management Applies to More than Employees

• Typically, we think of performance in

organizations, we think on the performance of employees. However, performance management should also be focused on:

1. The organization 2. Departments (computer

support, administration, sales, etc.)

3. Processes (billing, budgeting, product development, financial management, etc.)

4. Products or services to internal or external customers

5. Teams or groups organized to accomplish a result for internal or external customers

Overall Goal and Focuses of Performance Management

• The overall goal of performance management is to ensure that the organization and all of its subsystems (processes, departments, teams, employees, etc.) are working together in an optimum fashion to achieve the results desired by the organization.

• Definition: Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves the organization.

Objectives

The objectives of Performance Management are to: Increase two-way communication between supervisors and employees Clarify mission, goals, responsibilities, priorities and expectations Identify and resolve performance problems

Recognize quality performance Provide a basis for administrative decisions such as promotions, succession and strategic planning, and pay for performance.

Employee Performance Management

• It is a process for establishing a shared workforce understanding about what is to be achieved at an organization level.

• It is about aligning the organizational objectives with the employees’ agreed measures, skills, competency requirements, development plans and the delivery of results.

The emphasis is on improvement, learning and development in order to achieve the overall business strategy and to create a high performance workforce.

Performance Management system

• Performance Management System as a communications system designed to help employees success.

• It is directed by managers and supervisors but requires active participation by employees.

The Performance Management System ensures that employees:• are aware of their principal job functions,• understand the level of performance expected,

receive timely feedback about their performance,• have opportunities for education, training and development, and• receive performance ratings and rewards in a, fair and consistent manner.

Performance management is the process of identifying, evaluating and developingThe work performance of employees so that the goals and objectives are more effectively achieved.

It is a process that involves determining and communicating to an employee how he or she is performing the job and ideally, establishing a plan of improvement.

Effective performance management is designed toEnhance performance, identify performance requirements, provide feedback relevantTo those requirements and assist with career development

• The primary objectives of performance management are:

• To assist in the achievement of enhanced standards of work performance of an employee.

• To assist employees to identify knowledge and skills to perform their job efficiently.

· for employees to work towards defined goals· for employees to receive regular feedback on performance· for employees to achieve personal growth through acquiring relevant knowledge and skills and attitudes.

Performance Appraisal

Performance appraisal is a method of evaluating the behaviour of employees in the work spot, normally including both the quantitative and qualitative aspects of job performance. It is a systematic and objective way of evaluating both work-related behaviour and potential of employees.

Performance appraisal could be taken either for evaluating the performance of employees or for developing them. The evaluation is of two types: telling the employee where he stands and using the data for personal decisions concerning pay, promotions etc.

Functions

• Performance management is an ongoing, continuous process of communicating and clarifying job responsibilities, priorities and performance expectations in order to ensure mutual understanding between supervisor and employee.

• It is a philosophy which values and encourages employee development through a style of management which provides frequent feedback and fosters teamwork.

It emphasizes communication and focuses on adding value to the organization by promoting improved job performance and encouraging skill development. Performance Management involves clarifying the job duties, defining performance standards, and documenting, evaluating and discussing performance with each employee.

Principles of developing a performance management plan

• Development of a performance management

plan should be consistent with the following principles:

• Performance management is considered as a process, not an event. It follows good management practice in which continual coaching, feedback and communication are integral to success.

The Performance Management Plan is primarily a communication tool to ensure mutual understanding of work responsibilities, priorities and performance expectations. Elements for discussion and evaluation should be job specific.

The major duties and responsibilities of the specific job should be defined and communicated as the first step in the process. Performance standards for each major duty/ responsibility should be defined and communicated. Employee involvement is encouraged in identifying major duties and defining performance standards.

Professional development should be an important component of the plan.The formal evaluation period should be long enough to allow for full performance and to establish a history such that evaluations are fair and meaningful. One year is a common evaluation period.

Documentation of performance will occur as often as needed to record the continuum of dialogue between supervisor and employee. If formal ratings are included, they should reflect the incumbent's actual performance in relation to the performance standard for that major duty.

Training for supervisors and employees is encouraged and will be provided.

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