Asignment Performance Management Essay Example for Free

Asignment Performance trouble demonstrateWeiss and Hartle (1997) A process for establishing a sh atomic number 18d recogniseing ab bulge out(predicate) what is to be achieved and how it is to be achieved, and an approach to managing tribe that increases the probability of achieving success * In my experience cognitive process wariness means different things the different people. In the company I currently locomote for surgical process management is thought of in the negative as being a process by which managers ar able to take employees to task all over poorly doing and ultimately get rid of them. This may seem archaic and it is the most negative slip I lose come across in my work life so far, however, even in more forward thinking companies employees are often skeptical and suspicious of the unfolding into action management process.conversely I father been fortunate to see feat management at its best. For me comeance management is exclusively about takin g the core goals of the government and ensuring that departmental, team and someones tasks and behaviors link to and support these goals. In this port employees understand what is expected of them, why the work is important and how it links into the overall performance of the organisation. They are engaged and tint confident in their work come uping that they are contributing to the success of the company.Performance management assists oganisations in motivating and empowering their employees by scene clear goals and punishing them not completely for what they achieve but excessively the way in which they achieve. In doing this organisations put up focus on what is really important to the success of the business. They bottomland recruit and retain the best employees, and motivate and pay off by training and challenging the workforce. Performance management allows succession planning so that job roles bathroom be filled with skilled, motivated, experienced employees.Com ponents of Performance ManagementPerformance management is a cyclical process involving a number different components. Goal setting is a key component of the Performance Management process. The organisations overall goals should start the scope and depending of the size and structure of the organization these goals. The process should start with the organisational goals which are designed to en legitimate the performance of the organisation leads to successful business. These goals cascade down to business areas, departments, teams and individuals. For individual employees their job description and the teamsgoals leave alone form the basis of their individual goals. It is important that they understand how their own goals link into those of the organisation, why the work they are doing is important and how it contributes to the overall success of the organisation. There must be agreement on individual goals if they are to be embraced by the individual and they must be SMART if the y are to be effective.SpecificMeasureable realizableResults Orientated (Relevant)Time boundIt is important that individuals are clear on what is expected of them, that they feel the goals can be achieved and that they that they are challenging and interesting. Key to the achievement of goals is regular communication. Communication may be starchy or informal but can include updates from the individuals, feedback from colleagues, managers and clients, one to ones or team meetings. This communication is priceless in employees on track to achieving their goals and making changes when necessary. Performance appraisals are an other(a) important component of performance management. These events are often undertaken annually and provide a formal appraisal of the individuals competency in their role. Individuals and their managers have the opportunity to discuss, provide feedback and evidence of the individuals achievements (against goals) and, in some organisations, the way in which those achievements were met (behaviours).Some companies also undertake half yearly reviews or appraisals with the view to making sure that that performance stays on track between annual appraisals. This is also an opportunity to review breathing goals and set juvenile ones. Performance amelioratement or development planning is another part of performance management. Areas for improvement or development may be identified at any time during the performance management process but typically come out of appraisal discussions.As with goals it is important that thither is agreement on development plans and that activities to develop individuals are varied and effective. If employees are going to achieve their goals and develop their skills, knowledge and delivery within their role they must have access to the appropriate training and coaching. Whether employees hiredevelopment because they do not meet their current performance requirements or in order to hop on to the next level, training a nd coaching are also key elements within a comprehensive performance management process.Motivation and performance ManagementThis relationship between motivation and performance management can be complex and individual to each employee. There are numerous motivational theories all of which have elements of authenticity to them. I have looked at deuce motivational theories, McGregor and Vroom. Douglas McGregors theory details two contrasting models of workforce motivation ** Theory X suggests that the average person is basically lazy and usurpt like work. They prefer to be told what to do and dont want responsibility. As such(prenominal) there needs to be tight control of the individual and threats of loss or punishment are the best ways to motivate them. Theory Y is the opposite, assuming that most people enjoy work, that they are happy to take responsibility under the right circumstances and that they can be self-motivated to do a good job. This motivation can be enhanced when man agers are able to appreciate the employee and develop their trust. sea captain Harold Vrooms theory, to me, has links to the Y Theory, the theory suggests that factors such as personality, skills, knowledge, experience and abilities crash an individuals performance. It proposes that employees are motivated by what they expect to receive in return for their campaign and what that expected satisfy means to the employee. This is referred to as Expectancy theory and links together in the following way Expectancy Does the individual feel the effort they put in will lead to gritty performance.What is their levels of confidence in what they are capable of doing? Do they have the appropriate resources, knowledge and training to carry out their role? Instrumentality If the individual achieves a high level of performance is there reward for their efforts and can they be sure they will receive it. Employees must be able to trust that they will. valence Is the reward offered/expected one t hat the individual values. For the reward to motivate it must have importance for the individual, be it financial, recognition, promotion and so on.For me the key to Vrooms theory and its success in motivating employees is that every(prenominal) individual is different, each has their own needs, wants, expectations and values based on the individuals frame of reference. Management must know and respect the individual and what they want.Reward within Performance managementI have already discussed reward in relation to motivation and how the reward on offer may need to bespoke to the individual in order to be effective. There is, however, a far wider aspect to reward with a performance management process.Reward to attract and to motivatePay is usually the first thought when talking about reward in employment. It is important that a realistic but attractive salary is offered initially when recruiting new employees. Pay continues to be important for most individuals passim their emplo yment, however it is not the only way in way employees can be rewarded. Within my current organization pay is only increased annually, across the board, which has little to do with performance except for acknowledging that employees are rewarded for working for the company in line with speak to of living rises. Currently there is no performance management process within my organization other than dealing with poor performance in a theory X style, employees are serviced with a notice of improvement linked to termination of their contact.Outside of the annual pay increase financial reward is only given if a good employee threatens to leave. Practice is known to all employees via the grapevine and acts to demotivates those who dont appetite to take this approach. I have, however, worked within another organization where annual increases were calculated on performance throughout the year based on a truly robust appraisal system. Engaged and motivated employees were further to collect factual evidence of their achievements and to present and rate this evidence at their appraisal. Ratings were discussed and agreed and then, then to promise fairness, underwent cross calibration at departmental level. Employees felt they were treated fairly and rewarded not just for their efforts over the year but for their ownership of managing their own performance.Another type of reward for performance, which is being rolled out currently by my employer, is to provide opportunity for high performingindividuals to their knowledge of the business through a shadowing scheme. This has raised employees morale as they feel they will be able to perform more effectively and this could, in turn, lead to better opportunities and perhaps promotion. It has also encouraged other individuals to improve their performance in order to be able participate in the scheme. As I have discussed an employee perception of the value of reward will vary from one to another. values The need to provide a v ariety of rewards in line with employees expectations and personal preference is supported in the concept of join Reward schemes. These scheme look at all the rewards and benefits that are or could be provided to employeesrecognitionwork/life balancecompany cultureemployee developmentenvironment, including job design and the physical workspace.*Management and Motivation, Vroom, V.H., Deci, E.L., Penguin 1983 (first publish 1970) ** Wikipedia3 x components of total reward system 1 of which should b non financialWeiss and Hartle (1997)