Many organisations use a process of performance management as a mechanism for driving up productivity and employee engagement through objective setting (targets), competency assessments, employee development needs, reward and remuneration packages and career development strategies.
Performance management processes are commonly based on annual or biannual performance assessments; in these, employees usually assesses their own performance in their allocated key areas of responsibility and discuss the outcomes with their line manager who, in turn, provides a personal or, sometimes, collective assessment of the employee’s performance; too often this is focused on alleged weaknesses or deficits. The discussion is usually linked to employee development
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The whole concept of managing performance has hit stormy seas.The days of a systematic, aligned approach where the horizons were clear, and the route easily set have been replaced with confusion for organisations and individuals alike.
Performance management was designed for an era typified by predictability, hierarchy, command and control, and stability. Its roots were firmly embedded in Frederick Taylor’s notions of scientific management. Today, the entire premise of performance management has profoundly shifted. With widespread emphasis on teamwork, shared leadership, and an environment of volatility and virtuality, the performance management model is increasingly coming under pressure.
Why is strengths based performance management a hot topic?
There is a growing awareness across the business spectrum that typical performance management systems focus too much on remedying individuals’ weaknesses or deficits; it is much more powerful to focus on people’s strengths and apply these to the required organisational outcomes. This is particularly so in difficult operating times when the importance of hiring to strengths as well as to skills can be a real differentiator of
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Before you can start measuring performance, you’ll need something to measure against because what gets measured gets done.
If your organisation uses competency frameworks, then a good starting point will be to realign your competency frameworks to integrate strengths with skills. This doesn’t mean “throwing the baby out with the bath water” and abandoning tried and tested approaches to job and person specifications. Rather, it’s about integrating strengths into competency definitions.
According to Gallup Consulting, a strategy for maximising organisational outcomes lies in integrating strengths and competency development. While you will still need to define competencies (something proven to drive performance that can be developed; what people can do), you should more closely identify what employees will naturally do, based on their strengths.
A strengths based approach is likely to encourage people to reach their full potential rather than stopping when they have achieved the requirements defined in a traditional competency
Prior to this course I had no knowledge of the strength theory nor did I look at people with the intention of identifying and building upon their strengths. Like many others, I focused on weaknesses and how I could improve them; my inner drive for perfection left me with no other choice. However, in light of my new found knowledge, I am excited to not only continue my own work as a student and professional, but to also use this insight as a lens for how I view those I work with and those that work under me. The strengths theory and strengths psychology are an incredible and radical way of approaching work and relationships. It is an exciting, inspiring, and forgiving approach to humanity and life. Donald Clifton and Chip Anderson’s StrengthsQuest (2004) revolutionized the way I view myself and the way I look at others. I am confident that I have not only developed a deeper understanding of what I am good at, but also why I am good at it. I feel an increased sense of confidence that I can tackle any challenges that come my way because I know how to apply what I am good at and I need not wallow in what I am not good at it. Similarly, it facilitated a deeper understanding of how to relate to my coworkers and the staff I supervise by seeking out what they are good at and asking them to do that. It has been a morale booster in my work place and has undeniably increased the outcomes of my employee’s performance. In the following, I will identify my top five strengths and describe the ways in which they present themselves in both my academic and professional lives. I will share the ways in which I anticipate that I wi...
The Mayo Clinic (Mayo) provides a compelling and instructive example of the critical role of performance measurement in managing performance behaviors. An analysis of the Mayo approach offers insightful understanding of effective performance management practices. Accordingly, this paper reviews the Mayo performance management system from four perspectives (a) leadership strategy, (b) performance measurements, (c) human resources management, and (d) the alignment of performance with strategy. The discussion concludes with an assessment of the alignment of the elements comprising the Mayo performance management system with recommendations for strengthening those alignments.
Clifton and Nelson (1992) suggested if society focused primarily on each person’s strengths and employed them in a job that capitalizes on their strengths more people, and businesses would be successful and efficient. If a company is to ascribe to this model, they must hire the right people; individuals with strengths that match the job for which they are hired. Clifton & Nelson (1992) agreed that our unique talents are significant to success. Each person brings unique talents and skills such as creativity, organization, or networking. Since so many jobs now require a combination of human resource skills, work experience, and technical competence, employees should be matched with jobs where the strengths can shine and be reinforced (Sullivan, 2012). Nonetheless, success in hiring a qualified applicant is irrelevant, if there is an absence of a qualified manager or leader who understands the importance of capitalizing on strengths.
This contends that all employees are willing to work on improving and working with a manager to better improve their output, unfortunately this is not always the case and can result in just wasting time for the manager, so it would be beneficial to the business to remove the employee (Werner et al, 2012). Furthermore, there are considerations when managing poor performance to find the root cause of the problems, these are a combination of declarative knowledge of both the manager and the employee knowing the job deliverables, procedural knowledge or the employee’s lack of opportunity to perform their duties which can lead frustration and anger (Aguinis, 2013). If following a performance improvement plan sufficient progress has not been forthcoming then a dismissal process can start which initially would be a discussion on the shortfall of the employee performance with the purpose of the meeting
Daniels, A. C. (2004). Performance management: changing behavior that drives organizational effectiveness (4th ed.). Atlanta, GA: Performance Management Publications.
Over the years, I have noticed that whenever I am able to utilize one of my strengths on a job I tend to put forth my best efforts. “People who use their strengths every day are six times more likely to be engaged on the job” (Sorenson, 2014). I also feel more confident in my abilities and the outcome of my task when it is completed. I believe that if employees are able to learn what their strengths are and how use their strengths then their performance and productivity would increase. This would help the organization that they are a part of tremendously with growth and
Performance management is a process that guarantees an organisation and all of its available resources are working collectively and effectively towards achieving the organisation’s mission or goal. Performance management affords an understanding of what drives an individuals, and even organisations, performance at all levels. An understanding of performance management allows for the identification and minimisation of unproductive areas of an organisation, as well as an ability to predict future performance. It is a powerful tool that can be used by managers at all levels of an organisation to help improve a company’s productivity.
When implementing a new performance management system in an organization there are both advantages and disadvantages that need to be taken into consideration by the design team. However, one of the best ways to know if a performance management system is effective is by implementing the system within the organization and then continuously monitor and reevaluate if the system is still relevant to the organizational
The gaining of the skills and information through performance management may increase pleasure and satisfaction through its influence on the person’s career path, self-worth, and the ability to learn and be proactive.
Performance measures have been a widely accepted managerial practice that has become a central and indispensible part of human resources management for many organisations, (Cole 2010). The overall goal of performance measurement is to ensure that all of the subsystems within the entity are working to optimum efficiency to achieve the goals outlined by the organisation (Castka, Bamher & Sharp 2003). Performance measures have been widely implemented and there is a commonly held belief amongst organisations that view performance measurement as an accurate and efficient way of linking rewards to organizationally desirable values. Additionally there is a perception amongst organisations that see performance measurement as an effective way of increasing efficiency and the human capital of the entity, (Cravens 2010). For this reason interest surrounding the use of performance measures has increased considerably over recent years and research has revealed that while measuring performance accurately, is vital and has played its part in the success of many organisations, it also suffers form significant drawbacks. These drawbacks include the biased nature of obtaining the data, reducing employee motivation and creating a stressful work environment where employees are driven to fulfill only qualitative goals.
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.
More and more organisations are using competencies and competency structures to identify, develop and reinforce certain types of behaviour that are prerequisites in achieving organisational success. Selection is a critical human resource management practice in organisations in order to have the right fit. (Moyo & Theron, 2011).
Performance management is a great tool for both the employee as well as the organization. For the employee, it gives the employee a clear picture of his areas of improvement and helps him improve and grow. From the organization’s perspective, it lets them understand the potential they have in their employees and how to realize them. It helps them to analyze who are worthy of being held onto and whom to let go so that the organization grows. In all, an effective tool, if used in the correct manner by all the parties involved.
Performance management is used for the basis of promotion, reduction in force purposes (talent management), gives transparency of what an organization is looking for, merit increases, and lastly it provides protection against lawsuits for unlawful termination by keeping written documentation. Performance evaluations are advantageous to both the organization and the employee. A leading advantage of performance evaluations is it gives the employee an opportunity to create and achieve smart goals. Although performance evaluations primary function is to measure whether an employee is a good fit or a bad fit for the organization, its function is so much a broader. Performance management is tool purposely used to motivate employees to examine themselves and determine if they have selected the profession that is best for them; consequently the feedback an employee receives from their superior supports them with increase their knowledge and
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.