This is Needed To Improve Performance ManagementJanuary 25, 2018
With the increasing emphasis on performance management, numerous changes have come about. However, there’s always room for improvement. Numerous factors are considered if you seek to improve performance management at your organization.
According to Gallup, “the cost of poor management and lost productivity from employees in the U.S. who are not engaged or actively disengaged [is] between $960 billion and $1.2 trillion per year.”
Improved performance management begins with standardizing customer standards and implementing them in every discipline.
Employer-employee relationship is major determinant that improves performance management. The employer must give immediate feedback, particularly of the positive ones, along with increase encouragement, innovation, engagement, and open communication.
The book, Performance Measurement, Managements and Appraisal Sourcebook, states that “Most Performance Management improvements efforts center on the most visible aspect of Performance Management – the form. But these quick fixes attempt to treat symptoms (e.g. leniency), while diseases (e.g. lack of managerial accountability for performance improvement and accountability) go unchecked. Rather than periodic revisions to rating scales, Performance Management can be made relevant by linking it to strategy execution.”
Furthermore, performance improvement also takes place through development plans. If employees are provided with one, they are bound to show progress. In order to do this, managers should be provided with at least three developments that they must convey to the employees which can then be developed and implemented.
Draft reviews approved by the next level of management and/or human resources help to maintain unbiased environment within the organization. Having a third party observe and review the work performance of managers and employees will prevent any misleading consequences as well as maintain transparency. It is also important that any self-evaluation and feedbacks forms must comply to the position of the employee in question as each is different.
The author of the book, The Dynamics of Performance Management: Constructing Information and Reform, states in his book that, “Radin has argued management performance can become a one-size-fits-all approach, failing to reflect differences between programs. Some functions are simply easier to measure and more suited to the demands of performance management. I also argue that performance management is more likely to succeed in some conditions than others, focusing on other agency-level variables such as leadership and resources.”
Thus, while implementing performance management at every aspect is encouraged, it must be considered if the methods being tried really are effective. As mentioned earlier, not only feedbacks but the leadership of the employer as well as employee along with capabilities of manager affect how the performance management system works.
With that being said, organizations must evaluate their own selves – whether improvement or an absolute change is the necessity.