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Description of performance measures
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TABLE OF CONTENTS
Why is performance measurement beneficial? 2
Feedback is provided 2
Prevention of bad behaviour 2
Avoiding absenteeism 2
Rehiring productive employees 3
Employee encouragement 3
Lawsuit proofs 3
Discovering the best practice 3
Job allocation 3
Customer satisfaction 3
Strategic planning and goal setting 4
What are the downsides of performance measurement? 4
Over-systemised 4
Creates competition 4
Has a controlling nature 4
Biased employers 5
No concerns for individual differences 5
Costly 5
Discouraging the employees 5
References: 6
Performance measurement has been one of the most popular tools used by the managers in the past few decades. As the name suggests it is a technique to measure and evaluate the employees’ performance and progress. This tool has built critical arguments amongst the researchers for years. But does this tool truly benefit a business or is it also a weakness? Of course, there are many benefits and drawbacks to this concept. The advantages include:
• Providing feedback
• Prevention of bad behaviour
• Avoiding absenteeism
• Rehiring productive and efficient employees
• Encouraging the employees
• Lawsuit proofs
• Discovering the best practice
• Job allocation
• Customer satisfaction
• Strategic planning and goals setting
These points have been explained below.
WHY IS PERFORMANCE MEASUREMENT BENEFICIAL?
FEEDBACK IS PROVIDED
One of the reasons performance management is used is because employees need feedback. This feedback does not necessarily have to be positive; instead it should be a way of appreciating the hard work of an employee and eagerly helping them to improve themselves and the quality of their work in future. In this way, the employees have the o...
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...2000, ‘The Human Side of Enterprise’, Reflections, Vol. 2, no. 1, pp. 6-15. Available from: EBSCO HOST [1 May 2014]
Bernard, JM 2012, The Unintended Benefits of Measuring Performance. Available from: [30 April 2014]
Shepard, G 1963- c2005, How to make performance evaluations really work: A step-by-step guide, Wiley, Hoboken, N.J.
Meyer, MW 2002, Rethinking Performance Measurement beyond the balanced scorecard, 1st Edition, Cambridge University Press, UK.
Bourne, Mike 2003, ‘Business performance measurement – past, present and future’, Business Performance Measurement and Management, vol. 41, no. 8, pp. 680-687. Available from: E.B.L [19 September 2003]
Edwards, MR c1996, 360° Feedback the powerful new model for employee assessment & performance improvement, New York, NY.
Miller, C. E., & Thornton, C. L. (2006). How Accurate Are Your Performance Appraisals? Public Personnel Management, 35(2), 153-162.
Tapinos, E., Dyson, R.G. & Meadows, M. (2005). The impact of performance measurement in strategic planning. International Journal of Productivity and Performance Management, 54(5/6), 370-384.
(Schonberger, 2001) Richard Schonberger, president of Schonberger and Associates, a performance management consulting firm, argues that “the category of business results shouldn’t be in the criteria at all” (Schonberger, 2001).
Melnyk, S., Stewart, D., & Swink, M. (2004). Metrics and performance measurement in operations management; Dealing with the metrics maze. Journal of Operations Mangement, Retrieved 2 May 2011. http://mldc.whs.mil/download/documents/Readings/metrics%20maze.pdf
The notion of the Balanced Scorecard was described as "a framework for multi- dimensional performance evaluation and performance management." This framew...
The Balanced Scorecard has emerged in recent years as a performance measurement system in various organizations. This paper will discuss the origin and concept of the balanced scorecard and how it was first implemented. We will then review the criticisms on the balanced scorecard methodology as well as analyse the strengths and weaknesses of this performance measurement tool.
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Life is all about setting goals and trying to achieve them. The same theory also applies in the managerial industry. The accomplishment of desired results in a business is called performance. One of the major concerns of the top managers of a firm is the actual performance of the firm so its measurement is unavoidable.
Madaus, G. F., & O'Dwyer, L. M. (1999). Short history of performance assessment: Lessons learned. Phi Delta Kappan, 80(9), 688-689.
Performance management. Hauppauge, NY: Barron's Educational
Performance management is a useful and powerful tool that can be used by managers to identify what areas of their organisation they need to improve to increase the organisation’s overall performance. The idea of a balanced scorecard enforces a sensible distribution of resources and effort across all aspect of performance an organisation is, or should be, concerned with.
Grubb, T. (2007). "Performance Appraisal Reappraised: It's Not All Positive." Journal of Human Resource Education. Vol. 1, (No. 1,): 1-22.
There are several reasons organizations initiate performance evaluations, however the standard purpose for performance evaluations is to discuss performance expectations; not only from the employers perspective but to engage in a formal collaboration where the employee and the manager are both able to provide feedback in a formal discourse. There are many different processes an organization should follow when developing its performance evaluation tool; in addition essential characteristics that must accompany an effective performance appraisal process. I will discuss in detail the intent of a performance evaluation, the process an organization should follow in using its performance evaluation tool, along with the characteristics of an effective
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.
Banner, D. K., Graber, J. M. (1985). Critical issues in performances appraisal. Journal of Management Development. Issue 4. Pp. 27-35.