As a newly minted graduate employee, it is feasible to emphasize that my expectations in terms of employers’ performance management system will generally be based on the system’s performance indicators, metrics, and measures. A productivity management system is a tool for measuring employees’ performance regularly and quantitatively. It enables the firm to guarantee that all of its divisions and personnel are effectively contributing to the accomplishment of its strategic objectives. In fact, regarding the indicators and measures, currently, organizations have a tendency of elaborating their customized and original variables and implementing them in the performance management system. In contrast to the traditional methodology, which is mostly devoted to standardization and structurization, the modern techniques accept the emergence of deviations in this field. In this situation, an organization, since it acknowledges it competitors, environments, and markets, can develop separate performance indicators that will correspond to the company’s scope of activity. Thus, it is compulsory to pay attention to the metrics and indicators of productivity that are utilized in firms and assess whether they are objective or subjective.
Concerning the practical benefits of the traditional approach, it is possible to highlight several essential aspects. The fact that the traditional system gives employees a consistent way to monitor their growth and success and assists workers in determining how successfully their efforts aligned with managerial and organizational priorities appeals to me. In addition, this methodology shows the areas in which a worker’s abilities can or need to be enhanced in a standardized and common form, which is understandable by various employees, executives, and departments. At the same time, a major drawback of this technique is related to the notion that it focuses more on rewarding prior performance and holding people accountable than it does on encouraging new initiatives.