Performance management

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Performance management ( PM ) includes activities that ensure that goals are consistently met effectively and efficiently. Performance management can focus on the performance of an organization, department, employee, or even process to build a product or service, as well as many other fields.

Video Performance management

Apps

This is most often used in the workplace, applicable wherever people interact - schools, churches, community meetings, sports teams, health settings, government agencies, social events, and even political settings - anywhere in the world people interact with their environment to produce the desired effect. Armstrong and Baron (1998) define it as "a strategic and integrated approach to improve the effectiveness of a company by improving the performance of the people who work in it and by developing the capabilities of individual teams and contributors." Performance management systems are often used by managers to align corporate goals with the goals of their employees, thus ensuring productivity.

It is possible for all employees to reconcile personal goals with organizational goals and improve the productivity and profitability of organizations using this process. This can be applied by an organization or a department or part within an organization, as well as an individual. The performance process is appropriately named the self-propelled performance process (SPPP).

First, a commitment analysis must be done in which a mission statement of work is made for each job. The mission statement of the job is the definition of the job in terms of purpose, customer, product, and scope. The goal with this analysis is to determine the key objectives and continuous performance standards for each job position.

Following commitment analysis is job analysis of a particular job in terms of reporting structure and job description. If the job description is not available, then system analysis can be done to compose a job description. The goal with this analysis is to determine the continuous critical goals and performance standards for each job.

Werner Erhard, Michael C. Jensen, and their colleagues have developed a new approach to improving performance within organizations. Their model emphasizes how the constraints imposed by the worldview themselves can hamper the cognitive abilities that will be available. Their work explores the source of performance, which can not be accessed only by linear cause-effect analysis. They state that the level of performance that people achieve correlates with how work situations occur to them and that language (including what is said and unspoken in conversation) plays a major role in how the situation occurs to players. They argue that substantial improvements in performance are more likely to be achieved by understanding management how employees feel the world and then pushing and implementing sensible changes to the employee's worldview.

Benefits

Managing employees or system performance and aligning their goals facilitates effective delivery of strategic and operational objectives. Some advocates argue that there is a clear and immediate correlation between the use of performance management programs or software and the improvement of business and organizational outcomes. In the public sector, the effects of a performance management system differ from positive to negative, indicating that differences in the characteristics of the performance management system and the context in which they are implemented play an important role for the success or failure of performance management.

For employee performance management, using integrated software, rather than a spreadsheet-based listing system, can provide significant investment returns through the various benefits of direct and indirect sales, operational efficiency benefits and by unlocking latent potential in every employee's day (ie, the time they spend not really doing their work). Benefits may include:

Direct financial gain

Increase sales
Reduce costs in an organization
Stop the project overruns
Customize the organization just behind the CEO's goal
Decrease the time needed to make strategic or operational changes by communicating change through a new set of goals

Labor motivation

Optimize incentive plans for specific goals for excessive achievement, not just business as usual
Increase employee engagement as everyone understands how they contribute directly to the organization's high-level goals
Create transparency in goal achievement
High confidence in the bonus payment process
Professional development programs are more aligned directly to achieve business-level goals

Enhanced management control

Flexible, responsive to management needs
Displays the data connection
Help audit/comply with legislative requirements
Simplify strategic planning scenario communication
Provide documentation of well-documented and communicated processes

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Organizational development

In organizational development (OD), performance can be considered as Real Results vs Desired Results. Any difference, where Actual is less than Desired, can be a performance improvement zone. Performance management and upgrades can be considered as cycles:

Performance planning where goals and goals are set
Performance coaching where a manager intervenes to provide feedback and adjust performance
performance appraisal where individual performance is officially documented and feedback submitted

Performance issues are any gap between Desired Results and Actual Results. Performance improvements are any targeted effort to close the gap between Real Results and Desired Results.

Other organizational development definitions are slightly different. The Office of US Personnel Management (OPM) shows that Performance Management consists of systems or processes in which:

Works are planned and expectations set
Work performance is monitored
The staff's ability to perform is developed and enhanced
Performance is rated or measured and ratings are summarized
Top performance is appreciated

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In the company

Many people equate performance management with performance appraisal. This is a common misconception. Performance management is a term used to refer to activities, tools, processes, and programs that the company creates or implements to manage the performance of individual employees, teams, departments, and other organizational units in the influence of their organization. In contrast, performance appraisals refer to the act of assessing or evaluating performance over a given performance period to determine how well employees, vendors or organizational units have done relative to agreed goals or objectives, and this is only one of many important activities in the concept of overall performance management.

At work, performance management is performed by employees with a supervisory role. Usually, the goal of managing performance is to allow individual employees to know how well they are performing on performance targets or key performance indicators over a given performance period of their supervisors and managers.

Organizations and companies typically manage employee performance over a formal 12-month period (otherwise known as a formal company performance period).

The results of performance management exercises are used in:

Employee development planning to select the most appropriate and appropriate development interventions to improve employee knowledge, skills and behavior
The factual basis for compensation and rewards (salary increases & bonuses are the most common)
The factual basis in consideration with other factors for mobility (Example: transfer and promotion)

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References

How Performance Management Works [4,000-Word Guide]

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Performance management

Minggu, 15 Juli 2018