Critical Evaluation on Performance Management Systems

Question: Discuss about theCritical Evaluation on Performance Management Systems. Answer: Introduction Performance management is a management tool that assists in the organizational strategy development with a futuristic long term focus. Performance management is applied to all employees with a vision to achieve maximization of both the future labor force potential and the current organizational potential (Hillgren Cheatham 2000). The need for effective performance management lies in the need of having a competitive edge over rival organizations in terms of productivity and labor force costs. The benefits of performance management range from the modeling of organizational human capital, talent development, channeling ability and competency to appropriate roles and creating value to employee skills. This paper is a critical evaluation on performance management system as a tool in the human resource field. The paper discusses on the effectiveness of various considerations that have to be considered in developing a performance management model for a 45-year-old not for profit organizati on that provides services to support groups, elderly citizens and young youths with disabilities. Critical Evaluation Job description plays a major role in the management and running of any organization. It becomes the point of reference when matters relating to performance are in question (Williams 2002). Job description and guidance also ensures that all the activities and actions that are to be carried out are done by the respective individuals and within the stipulated time. Additionally, this ensures that all the organizational targets are met using the stipulated outlines and channels. An organization handling young individuals with disabilities and also old members of the society has a dire need for a desirably structured job description for all the employees involved in the processes. It is clear that the organization has taken a good amount of consideration to provide all the staff employed with a detail breakdown of what they are expected of and the requirements they have to meet to perform the tasks to be assigned. Havin this in place ensures that only those individuals who are qualified in terms of educational achievement and practice experience are tasked to perform specific tasks (Ghorpade 2000). This also forms a strong basis through which hiring and promotional process are carried out. Besides this, all the staff develops an insight on how the tasks they perform has a connection to the organizational achievements on revenue and growth. Having the supervisors as guides and mentors to the employees is a strong strategy used by the organization as it ensures a seamless transfer of skills and experience to the junior staff from the more senior staff. This ensures a successful in job training process and delegation. Role profiling and matching within the organization is a sure way through which a perfect service delivery and performance is achieved throughout all its departments. Impacting a code of conduct among employees ensures that interactions between the employees and with the community that the organization serves uphold the image deemed fit for the organization. All employee and organizational interactions always have to be given both a legal and moral consideration (Cardy 2003). This is to ensure that there is a desirable professional relationship between the employees. The organization has adopted a strong strategy through which impacting the code of conduct and responsibilities on legal and moral concerns are achieved. Through the framework laid down by the organization, the employees ensure that they meet all that is required of hem. This ensures compliance with local and national regulations. In performance management, besides the targets that employees are given, how they meet the targets also have to be regulated to eliminate unscrupulous alternatives which the employees may engage in. According to Greguras et. al. (2003), performing risk assessments and having a laid down process for a risk management process is a strong way through which organization can impact on employee performance. Assessment on potential risks and their possible impact on the process has enabled the organization to formulate solutions in the event. It also ensures that such occurrences are arrested at the earliest notice possible. The organization has put down mechanisms through which risks can be assessed and be detected for amicable solution. This process ensures that in the event that a risk materializes, there is a well laid down framework that enables its management and eventual elimination. It also ensures that the organization has physical and structural firewalls to eliminate such. The organization has a laid down risk matrix for fast assessment and prioritization dependent on risk levels. There are risk levels laid down by the organization to assist in determining the procedures tha t are to be followed to determine the risk weight and subsequent steps to follow in addressing the risk. The regular review of the risk policies and procedures laid down on the schedules ensures proper and effective procedures for the risk potentials. The organization has laid down a process for talent and performance recognition among the employees to facilitate fair professional development and promotional purposes. The provision of professional development opportunities to the employees in the organization promotes on employee motivation and value due to the growth and development impacted on them. Performance reviews assists in helping individual employees identify their strengths and weakness for a given period to enable them improve on those particular areas and also to enable skills matching with the area of specialization (Shen 2004). It also enables the organization have the detailed picture of representation of all the employees in terms of skill set and performance index. Performance management systems enable the management to use such data gained from such activities to take decisive actions in line with performance levels. As such the organization acquires the desirable skill sets and mix to meet the needs it has in a ttending to the old and young youths with disabilities. In line, the organization is able to operate optimally while meeting all its targets and obligations. In job promotion is always a difficult task to achieve within organizations. It involves the assessment of all employees who have the potential to meet the requirements for the specific role and selecting the individual with the best skill set to fill the given position (Suutari and Tahvanainen 2002). This organization has ensured a seamless process through which employees are regularly assessed and the outcomes documented and backed up. The positions within the organization are also regularly assessed and updated. The process the organization takes in making use of the assessment information collected from the employees to perform appraisals ensures that the process is competitive and effective. Only the best individuals are promoted to occupy higher roles while the weaker employees are given time to improve and gain experience. The process eliminates favoritism and preselection which may in other words cause tension and discouragement among the employees. The employee is also consu lted to determine if he or she is comfortable with the proposed position. This makes the transition process very effective and fair throughout the various employment levels. The competitiveness nature of the process on excellence also encourages the employees to commit to their work to achieve better ratings. According to Walsh et. al. (2002), performance by employees are not always guaranteed especially where the number is large. Some employees always need to be placed on performance management plans and coaching programs to meet their performance targets and requirements. The organization has laid down a clear process through which the employees can access assistance and also ask for help from their seniors. This has been laid down to enable performance improvement by the employees. Through these process, the employees get a fair treatment to ensure attainment of the basic standards within their areas of work. The organization understands the need for constant mentoring and guidance for effective management and process execution. There are qualities that are driven and impacted on the employees on such processes to ensure success. In the event that an employee is not performing well having discussions with them enables the management identify problems which may be impacting on the negat ive performance. It also allows the management to come up with alternatives which can aid in the improvement in terms of performance by the individuals. In the event of persistence then the employee need to be monitored while placed on performance improvement plan to enable improvement in the performance which may be followed by dismissal if there is no sign of improvement. Having an employee representative in all these processes ensures that the employee receives a fair and equitable judgement while at the same time receive support. The organization in this manner eliminates the chances of employee victimization and misrepresentation which may cause unfair dismissal or warnings. The organization has ensured a complete participation of the employees in the construction of the employee development plan. In this manner, all the employees have a deep insight in to the development plan in line for professional growth. According to Weatherly (2004), through the participation, the management has been able to single out all the support and developmental needs that they need to provide the employee with. Strategies and courses which provide a clear means of meeting performance targets are also attained. The company also does regular feedback geared information collection to enable addressing emerging issues and also those that have changed to ensure in time control for all circumstances surrounding the organizational performance. Improvement on the employees are made a continuous process with trainings and team support provided at regular intervals. There are always cases of indiscipline and breach of codes of conduct which calls for disciplinary actions on the specific individuals. This calls for establishing guidelines and mitigations through which such occurrences are handled. The organization has put in place a counselling unit to assist with analysis and discussions in to different factors and issues which affect employee performance and behavior. The counselling units offer guidance and encouragements to the employees to lower risks of extreme pressure and emotional outbursts among the employees (Stanton 2000). The organization has also ensured that all employees who undergo the counselling process are provided with fair and natural justice principles in the process. In the event the condition is extreme and unacceptable, eventual termination is unavoidable. This occur in instance where an employee has breached ethics and conduct codes or in instances where the performance is poor even after further assistance. Prior dismi ssal, the alleged reason reported is investigated adequately while maintaining both equity and fair treatment of the employee. The employee has to be issued with a termination letter with a proper reason for termination. This safeguards the organization against legal reprimand on grounds of unfair dismissal. This also protects the organization in terms of compliance to employee social regulations. Documentation of employee performance records provides a number of benefits to an organization (Engelmann Roesch 2001). The documentation done assists in trend determination, challenge definition and goal setting for the employees. The management makes use of such documentations to enable improvement and determine weaknesses and strength for planning purposes. Driving people management among employees makes a process through which the management can model leadership skills, communication skills, culture and presentation skills. All these can be applied at different stages in the organization. Through these processes, organizations make an impact on performance and improvement while gaining control on the employee performance and behavior. Conclusion There are a lot of benefits that organizations engaging in people management gain as compared to those who do not. The practice has a great impact on performance both at the organizational and at the individual levels. People management also equips employees with the desirable skills and knowledge to enable the most desirable performance within their roles. An effective performance management system should be able to impact strong training, moral support, counseling and management practice to all employees in their specific roles. Performance management should not be limited to just employee assessment and monitoring (Lee et. al. 2004). It should have a long-term consideration on the employee professional development and growth including application of people skills in their roles. A performance management system should provide a clear structure of the leadership line in an organization while upholding teamwork among the employees. Where possible, the management need to develop profe ssional alignments which are geared towards promotion of collective organizational objectives and strategies. In this manner, development of effective improvements on team work and process efficiency can be attained. There is also a strong need to have a clearly laid down guideline on how the chain of command for the organization has been structured. This has provided all the staff with clear information on reporting and subordination process and promoting process accountability in an organization. Reference Cardy, R. L. 2003. Performance management: Concepts, skills, and exercises. Armonk, NY: M. E. Sharpe, Inc. Engelmann, C. H., Roesch, R. C. 2001. Managing individual performance: An approach to designing and effective performance management system. Scottsdale, AZ: WorldatWork. Ghorpade, J. 2000. Managing the five paradoxes of 360-degree feedback. Academy of Management Executive, 14(1), 140-150. Greguras, G. J., Robie, C., Schleicher, D. J., Goff, M. 2003. A field study of the effects of rating purpose on the quality of multisource ratings. Personnel Psychology, 56, 1-21. Hillgren, J. S., Cheatham, D. W. 2000. Understanding performance measures: An approach to linking rewards to the achievement of organizational objectives. Scottsdale, AZ: WorldatWork. Lee, J., Havigurst, L. C., Rassel, G. 2004. Factors related to court references to performance appraisal fairness and validity. Public Personnel Management, 33 (1), 61-78. Shen J. 2004. International performance appraisals: policies, practices and determinants in the case of Chinese multinational companies, International Journal of Manpower, Vol. 25, No. 6: 54763. Stanton J. M. 2000. Reactions to employee performance monitoring: framework, review and research directions, Human Performance, Vol. 13: 85113. Suutari V. and Tahvanainen M. 2002. The antecedents of performance management among Finnish expatriates, International Journal of Human Resource Management, Vol. 13, No. 1: 5575. Walsh P., Bryson J. and Lonti Z. 2002. HR capability and organisational agility in the New Zealand public and private sectors, Asia-Pacific Journal of Human Resources, Vol. 40, No. 2: 17792. Weatherly, L. A. 2004. Performance management: Getting it right from the start. SHRM Research Quarterly, 2, 1-10. Williams R. 2002. Managing Employee Performance: Design and implementation in organisations. London: Thomson Learning.