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Performance Management

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Introduction

Introduction: Performance has the potential to gain future success through the implementation of actions in order to reach desired objectives and targets (Lebas, 1995). Performance specifically be measured not so much about past achievements but about future capability evalution. To improve performance a cyclic process called 'peformance management' is aimed, which involves different principles like appraisal, action and monitoring and has foundations in terms of performance measurement. It includes activities to ensure that goals are consitently being met in an effective and efficient manner. Performance Management can be used either for maximising performance of an individual, team or organisation or for dealing with underperforming individuals (or teams)1. This underperformance, also called as poor performance, is a result of ineffective management and hence employers should have flexible procedures in place to deal with substandard performance. In implementing these procedures it should be known that what the organization needs from its performance management system, and also what does their employee wants from it, in order to make it most effective as it plays an important role in maintaining the culture of an organization and improving the quality of team performance. Poor Performance: Poor Performance is employee's overall performance which becomes unacceptable when the desired targets are not met. By desired target it means a work, assignment or responsibility that is critical for the accomplishment of organizational goals and objectives and for overall success in the employee's position. Now this unsatisfactory work performance can be the resultant or outcome of many reasons which can be categorised in terms of stress, being deficient in impetus, lack of communication, clashes within the organizations and so on2. ...read more.

Middle

Focus group which is a form of group interviewing based on topics that are supplied by the researcher (Morgan, 1997, 12)8, draw focus upon respondents' attitudes, feelings, beliefs, experiences and reactions in a way which would not be feasible using other methods enabling them to ask questions to each other, as well as to re-evaluate and reconsider their own understandings of their specific experiences. Mystery Shopping exercise on the other hand is used for measuring ongoing effective monitoring of customer service levels within the organisation giving opportunity to ensure that organisational standards and policies are adhered. It can also become a powerful tool for motivating people in sales and services in which management and employees knows that they're going to be evaluated by a mystery shopper, but they doesn't know who the shopper is or when they will be shopped. This helps to ensure that each prospect and visitor will receive prompt and friendly service -- which should lead to more satisfied customers and repeat business and is more cost effective way of collecting reliable evaluation data for managerial decision making (Finn and Kayand´┐Ż, 1999). These techniques give ability to identify weaknesses in current processes for attaining a better understanding of the perceptions for fostering amongst stakeholders9. In an effective organisation, employee developmental needs are evaluated and addressed. Developing in this instance means increasing the capacity to perform through training, giving assignments that introduce new skills or higher levels of responsibility, improving work processes. Training is an essential part for performance perfection and to drive the employees for the accomplishment of the assigned tasks. By training it is meant that employees should be taught with adequate knowledge and practice leading them to skilled behaviour, which will result in organization's benefit. ...read more.

Conclusion

Performance and Corrective Coaching (Bernard Wynne and Jenny Hill) develops one-to-one leadership skills when managing the performance of individuals helping subordinates achieve the standards of performance expected of them which is an important task for any leader. Hence to follow-up performance as part of performance review (Patricia Tallack) it identifies the important actions and feedback skills involved in a performance review follow-up discussion ensuring that follow-up discussions are consistent and effectively carried out. Conclusion: Performance management is a system that affects everyone in the organization. It helps the organization achieve desired business results and maintain its desired culture. It helps employees understand how they are contributing to the organization's goals, what's expected of them, how they are doing, and how they can continue to grow, develop, and add value to the business. Performance management precedes and follows performance measurement, in a virtuous spiral and performance management creates a context for measurement. In effective organisations, managers and employees have been practicing good performance management naturally all their lives, executing each key component process well. Goals are set and work is planned routinely. Progress toward those goals is measured and employees get feedback. High standards are set, but care is also taken to develop the skills needed to reach them. Formal and informal rewards are used to recognise the behaviour and results that accomplish the mission. All five component processes working together and supporting each other will achieve natural, effective performance management. The realities of the contemporary workplace will continue to challenge existing paradigms and should be considered in managing the performance of employees in a dynamic working environment. As Swami Vivekananda said, "All power is within you, you can do anything and everything" We should rely upon and realise the power within us. ...read more.

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