The Positive And Effecting Process Of Performance Management

PERFORMANCE MANAGEMENT

1.Performance management (PM) has to do with the never-ending process of setting goals and objectives of the organisation, ensuring that employee’s activities are in alignment with the goals of the organisation (Aguinis, 2012). The interviewee works as a sales consultant.

Strategic congruence – is about ensuring that the system used should be in agreement with that of the organisation’s strategy (Aguinis, 2012). The interviewee perceived the performance management system of the company as positive because it helps, builds and guides them on how to achieve required goals for the company. Chang, Shao & Chan (2014) argues that the PM system of companies should trigger a job performance that is consistent to the organisational

Therefore a positive and effective PM system has positive outcomes to the organisation. Alsoton & Barbara (2008) mentions that such outcomes include satisfied and productive employees, increases profit and makes the organisation competitive in the market.

Prerequisites being in place, the mission of the organisation, its goals and job in question being clear and concrete, gives employees knowledge and overview about the organisation (Aguinis 2012). Having good information about the job helps in performance planning where certain criteria can be established for job success (Mclaughlin, 2007). At the beginning of the planning process, both manager and employee meet to enable congruency in what needs to be accomplished and the reason for it to be accomplished. Employees who know what the job entails, what is required of them and how to accomplish those requirement tend to become more productive and satisfied with their jobs (Fiorenza, 2007). The interviewee did mention satisfaction in job

Evaluations of desired behaviour helps organisations to retain goal alignment, or improve where need be. Fiorenza (2007) found that the evaluations programs that are created with direct input from employees and managers tend to be the most successful systems used, as they increase ownership and commitment. Growth and acquaintance of new skills is enhanced, individuals get to learn and know where they need improvement (Mujtaba, 2008). Aguinis (2012) argues that by inclusion of self- appraisals in the performance assessment can be beneficial in a way that employee satisfaction with the PM system increases also enhancing perceptions of justice and accuracy, thus acceptance of system. This can be the reason why the interviewee found it to be a fair practise that the company ensures recognition to individuals that outperform the desired target of cases.

The performance review stage is where a meeting between the employee and manager is a discussion with regard to appraisal. Compensation given to individual as a result of their present performance plays a major role in motivation to greater productivity. Making the firm more competitive in the industry. Lastly, the renewing and recontracting stage uses the information gathered in the previous components to make adjustments (Aguinis. 2012). In this way organisations know where and how to make changes