Articles on Performance Management
Performance Management is an approach of delivering successful results in organizations by improving the performance and developing the capabilities of teams and individuals.
Performance Management aims at developing individuals with the required commitment and competencies for working towards the shared meaningful objectives within an organizational framework.
The performance management system eveolved in mainly 5 phases. All these phases are discussed in detail.
All the essential components of a good performance management system are disussed in detail.
The article discusses about the need for an effective and a result driven Performance Management System.
The article discusses about the transition from a traditional Performance Approach to a modern approach - Performance Appraisal to Performance Management.
An effective performance management system works towards the improvement of the overall organizational performance. Let us discuss about the benefits of an effective performance management system.
The article disusses about the essential pre-requisites without which performance management system will not function effectively in an organization.
Any performance management process broadly involves three stages - Goal Setting Stage, Encouraging Stage and the Stage of Rewards and Consequences.
Competency based management systems are primarily employee centric performance management systems and focuses upon how an organization achieves a desired performance.
Talent management solution integrates the needs of the management, executives and employees into one system and unifies information across all the major HR processes like performance management, recruitment and selection, learning and development.
Defining the performance objectives is very important as it defines the performance expectations. Objectives are more useful if they are SMART in nature, which means - Specific, Measurable, Achievable, Realistic and Time Bound.
Lets discuss the different techniques which are adopted for assessing the performance of employees in an organization and the factors affecting those assessments.
Lets understand the role of managers in performance management at different levels.
Performance and development planning is carried out both by the manager and the employee and in the process of discussions they arrive at performance agreements and define performance expectations.
An often overlooked but vital organizational policy is that of the PIP or the Performance Improvement Plan/Program. This article discusses the nuances of the PIP and the roles of the various stakeholders in actualizing the same. The key theme in this article is that though the PIP is undesirable but a very real and potent aspect of organizational policy.
Efficient reward practices helps in attracting result driven professionals who can thrive and succeed in performance based environments.
The Job Characteristics Model suggests a framework of how effective job design practices can lead to improved work motivation and satisfaction of employees thereby leading to improved overall performance.
Leadership development process has evolved as a facilitative and a strategic process aiming at improving the organizational and individual performance by identifying and developing the leadership talent in a planned and integrated manner.
Performance Reviews provides an objective or a sense of focus on the key performance or development issues. Lets discuss the important objectives and other criterions of performance reviews.
This article discusses how managers must approach the appraisal discussions with their employees with tact and firmness where the ability to persuade is as important as the ability to say no and where the ability to put forward rational and mutually convincing explanations is as important as the ability to be firm where needed.
This article criticizes the forced bell curve system of appraisal. It also explains why companies like Microsoft and Infosys have been quick to abandon this approach.
This article tackles the trend of employees being absent from work without informing the managers and without taking permission or authorization. The key themes discussed in this article relate to the perils and the consequences of absenteeism for the organizations and the reasons why many managers are increasingly taking offence to absenteeism. Further, the article also examines absenteeism from trainings and corporate events where the HR managers take a dim view because presence during such events is a prerequisite to smoother organizational communication.
Authorship/Referencing - About the Author(s)
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