Effective Performance Management Report

Performance management includes the steps, measures or actions taken to ensure goals are accomplished or targets are met in an organization, institution, a group etc. it may also include the process of building a product or a service. Performance management when carried out appropriately helps employees know that their efforts are recognized and acknowledged (Neal, 2002).

Performance management is a continuous process of interaction and discussion between the management or supervisor and the employees. It is a continuous communication process, which includes identifying and setting targets/goals, obtaining feedback and evaluating the results.

Effective Performance management

Effective performance management requires that a foundation be set to reward good work and motivation to the employees or workers. This can be done through:

• Explaining the link or rather the connection between individual employee works efforts with the institution or organization’s objectives – The employees should understand how each person’s input contributes to the organization’s wellbeing.
• Focusing on setting very clear targets – Targets are the performance expectations. Targets help employees get to know what is actually expected of them and work towards it (Mannix, 2005).
• Apart from the laid down performance expectations, the employees should be encouraged to set targets for themselves. Personal targets would ensure eventual attainment of the company’s target.
• Setting performance dimensions, setting work standards and use of objectives – This provides the organization or department have a concrete rationale on what needs to be done and what needs to be done away with. This provides a useful platform for the elimination of the non-important segments of work and helps maintain focus on the essential parts.
• Regular updates and discussions – This includes regular performance assessment discussions in order to identify shortcomings or problem earlier enough and devise ways of alleviating them. This may include changing the course of an operation just to avoid an indicated future problem.
• Coming up with an effective management procedure is quite demanding in terms of time and the workers – It is also a motivator, helps the organization set goals and employees abilities be recognized in relation to their target attainment.

Steps to successful performance management

Planning

Drawing a plan is very important since a plan works as the guideline and the basis of operation. Planning should be based on performance expectations, which entail results plus actions (Dick, 1992). A plan should also be written and verifiable. The written plan should be understood mutually by the employees.

Performance expectations

Results are calculated with the use of objectives, standards and targets. Actions are often measured by means of performance dimensions.

In order to perform, employees have to understand what the expectations are. They need to have an up-to date description on the job. A good job description describes the responsibilities, tasks and essential duties.

The knowledge and skill requirements of the job should also be well illustrated on the job description (McCuiston, 2004). Expected performance must go beyond the description of the job. A high quality job performance is based on the range of expected outcomes and assessment of issues such as:

• The goods and services to provide
• Impact of the job on the overall organization
• How the employee is likely to interact and fit in with colleagues, the management or even clients.
• The organizational values that the employee has to exhibit
• Means, procedures or processes the employee is expected to use in the job

When focusing on performance expectations, the employee needs to know the reason for the existence of the job and know how or where the job fits in the organization. In addition, the employee needs to understand the link between the job responsibilities to the organizational mission and objectives.

Performance expectations act as the basis for communicating performance. They form the basis for assessing the performance of individual employees. An employer or a supervisor, being in charge of clear objectives and expectations that have to be attained, decides on ways to achieve success.

Written and verifiable expectations

A written plan

1. Serves as a basis for communicating on performance expectations
2. Helps employees know and understand the accepted and non-accepted outcomes.
3. Enables the employees to assess and know when they have performed what others were expecting of them. When employees discover that they have performed according to expectations, they become satisfied and even draw self-inspiration.
4. Enables the new employees know or rather understand and internalize what is expected of them. The new employees get informed about performance expectations.
5. A plan puts everything in the open thus encouraging an open relationship between the management and the employees.

Putting expectations in writing

A well-written summary of a planning discussion during the planning process provides an essential record of the mutual understanding and agreement on the expectations (Ely, 2001). Putting in writing, the expectations i.e. the expected targets/ objectives, the expected actions is important in:

• Allocation of resources
• Budget discussions
• Program prioritization

Mutually written expectations also aid in focusing feedback and minimizing complications when it comes to the time of result and performance analysis.

Verification of performance expectation

Performance expectations should be able to be verified. Early in the performance management cycle-plan the employee together with the contributions of the management should be able to point out on how and where the indicators of employee performance will be obtained.

The quantifiable expectations are the easiest to assess. However, most of the time expectations are not easily measurable. These are known as the qualitative expectations, which can basically be made verifiable through stating the criteria to be followed, behaviors to b displayed plus the target dates to meet.

It is important to find out how performance will be verified at the time when assigning the various responsibilities. This assists the employees to keep track of their performance and make consultations when necessary.

Ways of verifying performance

Performance can be verified in many ways. Some of the commonly applied ways include:

• Using specific and observable job products – This implies the tangible features, which can be easily reviewed without the employee necessarily being present.
• Use of Reports and records – Records such as attendance records, safety records, financial records and inventories are essential indicators of employee performance.
• Through direct observation of an employee performance
• Using a rating scale – This is a scale that defines behaviors at various performance levels. The rate scale measures what is called the behaviorally anchored rating scales.
• Critical comments or commendations received on the employee’s performance. The commendations or comments could be obtained from clients or even colleagues.
• Making use of direct observations – This is particularly possible in jobs with built-in feedbacks.

Check-In: Providing Observation and Feedback

After the performance targets and objectives are set, it is important to observe an employee’s performance and have regular check-ins. The check-ins is meant to provide feedback and it is upon the employer or the management to inoculate pleasant performance into an employee.

Some jobs have built in feedbacks, such as an electrician repairing a switch and the switch working. This type of feedback is immediate and hence is very effective.

As a manager, one gives informal feedback very frequently. By providing and observing detailed feedback, the management plays a very essential role in developing the employee and assisting in assuring continued success in achieving the performance expectations.

Coaching

This is a method of communication with an employee stronger. Coaching is essentially used during check-in sessions. These are the sessions to discuss with the employers not only the performance expectations but also on how to achieve the expectations in line with the organization’s mission (Bacal, 2002).

Coaching aids in shaping performance and it also increases the likelihood of an employee meeting the set targets or rather the set performance expectations.

Assessment

Assessment is the final phase of the performance management cycle. Assessment provides a very important opportunity for the management to discuss or rather exchange with the employee about previous performance, assess the employee’s morale, and draw plans for the worker’s future performance targets and expectations (Zaffron, 2009).

It is always strongly suggested that employees should be assessed on annual basis but it is rather important to assess employees more frequently. In this way, it is easier to monitor progress and even acknowledge performance.

Round the office management

This is management focused mainly in the operations within the office. It focuses on activities and functioning of an office. Office management covers such areas as work manuals, work rules, hours of work, attendance and personnel files. All these should be handled appropriately and cautiously (Austin, 2000).

Delegation

This is a way of consistently providing directions and careful instructions to the workers. When work is delegated appropriately, the staff is able to learn new skills and expertise, which would help them be more productive and be self-reliant. As a supervisor, one has to assess the employee’s abilities to complete and accept duties assigned to them.

Managing employee reorganizations

Reorganization refers to changes, which occur in an organization’s staffing, programs and resources.

How to manage reorganization

• Identify the problem.
• Examine the existing jobs and structures and determine whether they satisfy departmental goals.
• Setting up ways and means for collecting input from staff.: These include

1. Doing verbal, written, or even computer surveys
2. Establishing problem-solving teams
3. Setting up review committees

Interaction in the Workplace

Diversity in the Workplace

Workforce diversity implies the inclusion of individuals of all walks of life into the workforce (Daniels, 2004). It also acknowledges that people vary in abilities, gender, socio-cultural, age and even experiences.

The current political, social and economical events induce managers, entrepreneurs and politicians to regard diversity management as a priority of their agenda. Also apart from ensuring complete exploitation of employee abilities, proper diversity management can contribute organizational achievement through enabling access to a dynamic market

Communication

Communication is an essential tool used in performance management. Good communication can help an organization:

• Improve relationships and also instill teamwork. Communication helps conjugate staff and ensures smooth flow of information in the work place.
• To develop and improve performance and output
• Ensures an open and creative environment, information sharing enhances creativity since the staff obtain variety of information from colleagues and also from the employer or management.
• To solve its problems effectively and efficiently

Managing Conflict

Conflicts

Conflicts are basically disagreements. In conflicts, no party is wrong. In addition, in place, different groups or persons collide and this brings about disagreement (Routledge, 2009). In most conflicts, neither party is right or wrong; instead, different perceptions collide to create disagreement. Conflict is always there, it is a natural occurrence and it is up to you to stand up against conflicts professionally in order to arrive at solutions.

The outcome a conflict solving process depends on the approach. A conflict can turn out as very positive if handled positively and openly. Problem correction is a way of strengthening the work unit. A conflict in views can at times be very resourceful. It gives someone an opportunity to learn about self, learn how to explore other people’s views and even promotes productive and healthy relationships.

Resolving Conflict Situations

In order to manage a conflict professionally one must have adequate skills in communication (Nemeth, 2011). This can be achieved through creation of an open environment whereby everyone is free to air their views, talk about experiences and also state any difficulty they might be facing in executing their duties. It is important to listen to the employees’ views (Tally, 2000).

It is also necessary to create an open environment whereby one feels free to air views without fear of victimization of any sort. It is important to understand their plights and grievances and also to ask questions concerning their raised concerns.

When faced with employees who find it diffi9cult to resolve their own conflicts:

• First, acknowledge that a problem exists and a solution is vital. Inform yourself with the problem; get to know the root cause.
• Get to know the emotions or feelings behind the conflict since some conflicts are based on emotions and feelings such as anger. Ensure that the feelings are expressed and acknowledge them.
• Single out the problem. Learn the negative impact of the conflict on the job or on the said parties’ relationships, meet with the parties or rather employees differently at first and listen to each of their statements separately.
• Identify the crucial need. First, look for needs before looking into solutions. Starting with the need is a powerful tool in conflict resolution. Finally resolve to a solution that either the colliding parties or persons can live with. In most cases, it is not a matter of deciding on who is wrong and who is right. Find the common areas of agreement.
• Do follow up. This involves monitoring the proceedings for a period of time. Scheduling a meeting with the conflicting parties say after about two weeks to determine how the parties are faring is very necessary.
• Decide on the next cause of action if the problem still lies unresolved. If the existence of the conflict is detrimental to the operations of the department or organization then it is important that solutions be sought elsewhere. An external facilitator such as the staff ombudsman may be important at this stage. Conflict resolution may sometimes even involve performance appraisals, may become a coaching topic or subject to disciplinary action.

Most conflicts however always are as a result of anger. One very effective method of defusing anger is through effective listening (Coens, 2002). When anger is directed towards oneself, it is always difficult to respond definitively and decisively simply because one’s emotions are always involved.

Sexual harassment

Sexual harassment is another form or rather cause of conflict at the workplace.

Preventing Sexual Harassment

In order to effectively curb sexual harassment, there are a number of points to note.

• Always monitor and be on the lookout for any forms of sexual harassment at the workplace. Watch out for any unbecoming behaviors that may tend towards sexual harassment.
• Bring up the subject of sexual harassment at the organizational meetings or any other forms of staff meetings and express dire consequences and disapproval for the offence.
• Inform every one of the organization’s policies and stands on the issue of sexual harassment. Communicate and distribute harassment policy and complaint resolution processes to all the employees.
• Let everyone know which behaviors amount to sexual harassment. You may post the official sexual harassment brochure for the entire organization to read and acquaint themselves with the policies.

Performance management cycles

This refers to any systematic approach to performance management. This basically involves the use of relevant measures and indications, regularly monitoring procedures to isolate and identify achievements and using the information obtained to rectify or modify plans (Shen et al., 2009).

Performance management cycle is represented in four stages. Planning entails identifying the performance required and ways of scaling or measuring achievement. Doing involves encouraging performance and ensuring that the performance is to the required standard. Support and development are also provided.

Conclusion

Managing performance or managing employees ensures effective delivery and attainment of a company or organization’s visions (Aubrey, 1999). There is always a direct correlation between having a functional performance management system and improved business or organizational results.

The results are obtained in the form of: direct financial gains, motivated workforce and improved management control. According to the U.S. Office of Personnel Management indicates that Performance Management is a system or process whereby:

1. Performance Expectations are set and there is effective planning of work
2. Monitoring is done on all the aspects of work
3. There is development and enhancement of Staff ability.
4. There is rating and summarization of performance.
5. Rewards are given to the top performers.

References

Aubrey, C 1999, Bringing out the Best in People, McGraw-Hill, New York.

Austin, J & Carr, J 2000, Handbook of Applied Behavior Analysis, Context Press, New York.

Bacal, R 2002, Performance management; a briefcase book, Stanford University Press, Stanford.

Coens, T 2002, Abolishing performance appraisals; why do they backfire, Ashgate Publishing, Aldershot.

Daniels, A 2004, Performance Management: Changing Behavior that Drives Organizational Effectiveness. Context Press, New York.

Dick, G 1992, Complete guide to performance appraisal, McGraw Hill, New York.

Ely, R & Thomas, D 2001, ‘Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes Outcomes’, Administrative Science Quarterly, Vol.46, No.6, pp. 229-273.

Mannix, E & Neale, M 2005, ‘What Differences Make a Difference? The Promise and Reality of Diverse Teams in Organizations’, Psychological Science in the Public Interest, vol. 6, no. 2, pp. 31-55.

McCuiston, V, Wooldrige, R & Pierce, C 2004, ‘Leading the diverse workforce. Profit, prospects and progress’, The Leadership & Organization Development Journal, vol. 25, no. 1, pp. 73-92.

Neal, J 2002, Effective phrases for performance management, Ashgate Publishing, Aldershot.

Nemeth, C & Klein, G 2011, The naturalistic decision making perspective, John Wiley and Sons, New York.

Routledge T & Francis, G 2009, ‘Performance management’, Journal of Organizational Behavior Management, vol. 2, no. 3, pp. 123-432.

Tally, G 2000, Effective phrases for performance management, Ashgate Publishing, Aldershot.

Shen, J, Chanda, A, D’Netto, B, & Monga, M 2009, ‘Managing diversity through human resource management: an international perspective and conceptual framework’, The International Journal of Human Resource Management, vol. 20, no. 2, pp. 235–251.

Zaffron, L & Steve, D 2009, Performance Management: The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life. John Wiley and Sons, New York.