International Journal of Computer & Organization Trends –Volume 3 Issue 9 – Oct 2013
Employee Performance Management In Achieving Goals K Chandra Reddy MBA, MJMC Department of Management Studies St Mary’s Group of Institutions Guntur India ________________________________________________________________________________________
Abstract: This paper articulates the concept of employee performance management in achieving goals, it provides an opportunity for the employee and employer to discuss development goals and jointly create a plan for achieving goals. Performance management is a strategic and integrated approach of delivering sustained success to organizations by improving performance of employees and by developing the capabilities of teams and individual contributors. In Present trends the performance management plays a very important role in all industries for the competition based goals, it is influencing at the time of recruitment, selection procedure, and planning of training programs, promotions & transfers, terminations. Performance Management as a source of income justification of work and it was used to determine an employee’s wage based on performance. The firms used to performance management to create direction of the employees to archive specific goals. In doing this practices to employees will get by monetary rewards. Where the employees were start by learning and development of their skills. Then balance between justification of pay and the development of skills and knowledge became a huge problem in the use of performance management, that a more comprehensive approach to manage and reward based performance management. In present days, however, the process of managing people has become more formalized and specialized. Moreover of the privies performance appraisal tools have been taking into the concept of Performance. Management, the main aim is to be a efficiency and comprehensive process of management. Few of the improvement and developments that have direct the Performance Management. From the past years are the differentiations of employees & talent management, knowledge management in the performance of the work. Constant monitoring and review is very important to development of the performance of employee towards the achieving the organization goals .The introduction of human resource management as a strategic driver and integrated approach to the management and development of employees and the understanding that the process of performance Management is
ISSN: 2249-2593
something that's completed by line managers throughout the year - it is not a once off annual event coordinated by the personnel department.Today the role of employee in the organization plays an important, and the knowledgeable employees are asset function of any organizations. From the past 40 years organization’s 80% asset’s are the land, buildings, equipments… etc, but today 80% asset’s are the talented employees and remaining 20% are the other things. Because of the technology performance &material performance depends on the employee performance Key note: performance management, development, rewards, Employee performance.
1. INTRODUCTION Generally Performance appraisal is the part of the performance management and again the performance management is the sub part of the Human resource management. Performance management is looking overall performance of the organization. So organizational performance depends upon the all employee & employer performance and their capability of handling the machines and other things in the organization Employee performance Management is process for establishing a share work force understanding about what is to be achieved at an
Figure 1:Perfumance management
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International Journal of Computer & Organization Trends –Volume 3 Issue 9 – Oct 2013 functional level. It is about the firm goals of the employee agreed measure, skill, competency needs, improvement plans and the delivery of results. The emphasis is on learning and development in order to get the all business strategy plane and to create a high performance work force.
2. Performance management
direction process
An effective Performance Management process establishes the groundwork for excellence by linking individual employee objectives with the organization’s mission and forecasting plans. The employee are a clearly awareness on how they contribute to the achievement the overall business goals, looking on setting clear Performance goals and expectations through the use of results, actions and behaviours. Defining clear improvement & development plans as part of the performance process, and conducting regular discussions throughout the performance cycle which include such things as assigning of smart goals, ongoing feedback, development opportunities coaching, mentoring. Performance appraisal properly describes a process of judging past performance and not measuring that performance against clear and agreed goals. Performance Management turns to the look away from just an annual event to an on-going process. It is a process diagram that provides a graphical view of the major differences between the two processes of performance management and performance Appraisal system
Org Mission, goals, strategy, operational Role wise plans expectation s
Individual role, monitoring performance standards
Feed back
Stock taking
Monitoring and mentoring activity.
Employee performance planning can be done by the setting the goal’s and after monitoring the Employee performance, designing the performance management system and the start the performance appraisal of using the different tools and providing the mentoring and the counselling employee skills behaviours of the work environment. Some of the important clarifications performance activities
3. Performance Not Aligned to Promotions
Figure 2: Employee appraisal
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Given that year wise appraisals are only the purpose of to find the performance of employee, the employers in the organization are only to take plan once a year. The result of the poor resource management, costly and reactive problem fixing on the moving of the organization. We can take most appraisal systems are proper manual and on paper, the information arising from an very good performance. Employees are therefore often disappointed to find that they have been passed over for further development or a promotion when they have performed strongly for several years.
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International Journal of Computer & Organization Trends –Volume 3 Issue 9 – Oct 2013 Poor Development Opportunities: This is a primary cause for employees leaving the organization. Most appraisal systems do not feature a competency assessment or an active development plan that both the employee and manager have mutually known it. Staff mostly gets disappointed and leaves the organization if they can see no personal development prospects or if personal development has not occurred in that organization then the employees can leave. No results For Non-Involvement: Today appraisal methods are manual, Collecting is day/weak and therefore compliance reporting is not visible. so that managers knowing that they do not have to perform reviews and so they don't have because there is no negative performance results for them. Similarly, employees to know that there is no consequence to checking, they lose Trust &faith in management and they look for somewhere else to work. Moreover manual appraisal Methods suffer from sub 30% compliance and can get to this point after only one year operations i.e. roughly one to one and a half performance terms. Communication Create: The employee and manager inform more frequently and agree on changed objectives to suit continuing changes in conditions and priorities. This is an include and cooperative process, which ensures that the employee has input and does not feel they have wasted the months of the year. The employee works towards specific objectives that are relevant. If the organization is using a Performance Management product that has performance daily information, both the manager and employee to participated the
review meeting with copies of their performance daily information. So it contains content from the performance period to be reviewed. Finally both have get, they feel much better prepared and stress is lower than if they were participated a meeting not aware of the subject matter. 4. Everybody to the Knows the
Rules There is a well Design Performance Management Method that is effectively communicated, both the employee and manager participate the process with better levels of confidence as there of "rules" that clearly mention what is being assessed and how. The Employees are assessed on reaching of goals and that
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have been clearly identified and accepted to. Managers have a better knowledge to assess an employees' performance as they are familiar with the angles to assess the employee. The output is that both individuals have an informed discussion and focus on achievement of both personal and business goals Performance Communication maintains: If the organizations have maintained the method of performance daily information system, then both employers& employees are design with related content to discuss. They have daily notes that relate to performance during the entire time of performance period. It increase confidence and reduces stress levels. Both teams feel more comfortable and they can have a content rich and factual discussion about performance. Continues Communication Reduces Stress: Given that these performance reviews happen more continues the discussion centers on performance of goals rather than being dominated by the employees’ basic needs. The needs of the business are discussed more frequently to achieve specific performance goals. This means both the employee and employer communicate more effectively and achieve better goals. Due to stress the discussions tend to be show by business focused discussions on achievement of objective & goals. As expectations are modified when a Performance Management Method is introduced, most of all organizations thing to defined performance time period. This means that forecasting and operational objectives &goals are set at the beginning of the performance period of time. General performance reviews are conducted quarterly and
then management ready to direct and fine tune effort in relation to the goals. 5. Appraisal Results Relevant for Everyone
Become
By conducting more continues reviews, goals can be adjusted and modified to perfect changing business climate. This automatically increases the probability that the goals are relevant and are able to be acted upon during the performance time period. By performing continues performance reviews, visibility are increased automatically. Areas of non performance receive much more looks and attention and problems can be acted upon much fast. Most Performance Management methods provide reporting as to who has or has not achieved their goals (departments and individuals). Adjustments to goals or strategy goals can then be made to ensure
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International Journal of Computer & Organization Trends –Volume 3 Issue 9 – Oct 2013 expectations can be achieve. Alternately, expectations can be modified as appropriate. By reviewing more frequently, all employer and employees start to plan and execute to clearly think about goals. This out cams in better resource management and enables managers to work on the business
6. Learning and Development of
employee Given that most Performance Management methods require employers and employees to prepare to a development plan, employees work experience real personal development and become more engaged with the organization development. They feel like a part of the organization and start to understand that they and the organization are interdependent. The organization is strengthening then the employee and the employee is working towards growth the organization by achieving its goals. The more over of Performance Management methods &systems are able to provide graphical information sheet. Therefore, the setting of goal and development plans for employees can no longer be ignored. Employees see reality in planning, are participate in setting meaningful objectives &goals and have input into personal development plans which benefit both themselves and the organization. In all, this results in an engaged workforce who are extremely committed to achieving real outcomes for the organization.
7. Develop leaders and employees to their full potential
REFERENCES 1. Business Intelligence and Performance Management: Theory, Systems, and Industrial Applications, P. Rausch, A. Sheta, A. Ayesh (Eds.), Springer Verlag 2. Performance Management: Changing Behavior That Drives Organizational Effectiveness, 4th ed., Dr. Aubrey C. Daniels. Performance Management Publications, 3. Performance Management - Integrating Strategy Execution, Methodologies, Risk, and Analytics. Gary Cokins, John Wiley & Sons, Inc. 2009. 4. Bringing out the Best in People, Aubrey C. Daniels. McGraw-Hill; 2nd edition. 5. Improving Performance: How to Manage the White Space in the Organization Chart, Geary A. Rummler & Alan P. Brache. JosseyBass; 2nd edition. 1995. 6. Human Competence: Engineering Performance, Thomas F. Gilbert. Pfeiffer.
Worthy
7. Performance-based Instruction: Linking Training to Business Results, Dale Brethower & Karolyn Smalley. Pfeiffer; Har/Dis edition. 1998. 8. Managing for Performance, Alasdair A. K. White. Piatkus Books, 1995 9. T.V RAO for performance appraisal system book
Performance Management helps employees understand what is expected of them and guides them in maintaining or improving performance to meet Goals. Performance Management can also strengthen tool of employees it can help them grow and advance their Barite future. We have helped more and more organizations use performance management skills to improve the way they link strategy and goal setting. Finlay the employee personal life attitude also involving the achieving the goals of organizations. Today Employee having the good Skills but lack of initiative he faces more problems in the organizations. So the employee character building is also very important in the performing job in the organization & achieving the organization goals.
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10. Prasana Chandra of performance management book 11. HR Magazines Journals. 12 Websites: http://www.hrm.com http://wwwperformance mgt/ http://www.employee performance.com
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