Performance Management

Performance management is an ongoing process. Performance management does not take place just once a year. However, performance management is a continuous process including several components. These components are closely related to each other and the poor implementation of any of them has a negative impact on the performance management system as a whole. The components in the performance management process begins with prerequisites, performance planning, performance execution, performance assessment, performance review.

The first component of the performance management process involves two prerequisites. First, there is a need to have good knowledge of the organisation’s mission and strategic goals. This knowledge, combined with the knowledge of the organization’s mission and strategic goals of one’s unit, allows employees to make contributions that will have an positive impact on their units and on the organization as a whole. Second, there is a need to have good knowledge of the job in question. A job analysis allows for the determination of the key components of a particular job: what task need to be done, how they should be done, and what knowledge, skills, abilities (KSAs) are needed. If we have good information regarding a job, then it is easier to establish criteria for job success.

The second component of the performance management process involves performance planning. Performance planning includes the consideration of results and behavior, as well as developmental plan. A discussion of results needs to include key accountabilities, specific objectives for key accountability and performance standards. A discussion of behaviors needs to include competencies. Finally the development plans includes a description of areas that need improving and goals to be achieved by each area.

The third component is performance execution. Both the employee and managers are responsible for performance execution. For an example, the employees need to be committed to goal achievement and should take a proactive role in seeking feedback from his or her supervisor. The burden is on the employee to communicate openly and regularly with the supervisor. Also, the employee has a responsibility to be prepared for the performance review by conducting regular and realistic self-appraisals. On the other hand, the supervisors also have important responsibilities. These including observing and documenting performance, updating the employee on any changes in the goals of the organization and providing resources and reinforcement so the employees can succeed and continue to be motivated.

The fourth component involves performance review when the employee and the manager meet to discuss employee performance. Involvement of the employee in the process increases his or her own ownership and commitment to the system. In addition, it provides important information to be discussed during the performance review. In the absence of self-appraisals, it is often not clear to supervisors if employee have clear understanding of what is expected of them.

Lastly, the fifth component involves performance review when the employee and manager meet to discuss employee performance. This meeting is usually called the appraisal meeting. This meeting typically emphasize the past: what the employee has done, and how it was done. An effective appraisal meeting also focuses on the present and future. The present involves the changes in compensation that may results from the results obtained. The future involves a discussion on goals and development plans that the employee will be expected to achieve during the period before the next review session. 

The above explanation is essential for me to understand a bigger picture of performance management of employees in organizations. This is due to my current degree in Psychology requires me to understand first the performance management process, a topic of Human Resources Management, as the groundwork before I can able to comprehend application of HRIS in performance management