Objectives Of Performance Management

Performance management is a non-stop process of managing the performances of people to get anticipated results. High‐performing organizations require effective performance‐management systems to promote and grow the values, principles and skills needed to sustain optimal outcomes. (C.K. Sahoo and Sukanta Mishra , 2012) It is very important to direct and support employees to work efficiently, and this can only be successful if a well-structured performance management system is put in place. Nonetheless some organisations don’t get it right. [Bobby, David and Orr, 2014] state that powerful organisations like the World Bank (2007), the US Government Accountability Office (GAO) (2007) and the OECD (2008) say performance management should be

This enables the company set its goals and objectives and works towards achieving the set goals. A strategic business plan is a written document that pairs the objectives of a company with the needs of the market place, (Sherri Scott, 2016). It enables the company to align its performance management to be more effective, to meet the needs of its customers.

Also, to get an output or outcome, performance managers need to make sure the right skills and knowledge (inputs), with processes being involved and handle by employees at various levels of know how are monitored, which if well controlled will yield a positive output and outcome, which will be achieving organisational goals. It is essential that performance managers or the line managers regularly monitor activities and methods of implementation, in order to correct any errors made, which can lead to the organisation not reaching its target.

Furthermore, excellent communication skills are essential for effective performance management. The need for continuous dialogue is essential. Managers should create an atmosphere which is conducive for interaction and work. So that colleagues can be able to share information on the organization’s mission, values and objectives. This leads to efficient and effective performance which contributes in meeting the goals of the

Many organisations do not improve on their reward systems. (Michael Armstrong, 2011) in his research to assess why many companies do not evaluate the effectiveness of their reward policies, concluded that reward practices will improve if there are strongly rooted in evidence on what works for the particular company and why, given the different scenarios for each company.

Fifthly, by letting an employee see the “big picture,” reminding her often of the company’s mission statement, and clarifying her on how her contribution helps to fulfill the goals and strategies of the business, you give an employee a sense of purpose in her work. That makes it much more likely she will perform her job as well as she can. Letting the employee feel involve in achieving set goals gives her a spirit of belonging and will offer the best at her job. Furthermore;

It is reported that 56% of performance management carried out fails. (de Waal and Counet, 2006). The reason for less effectiveness while implementing performance by (de Waal, 2007) Is because the behavioral factors of performance are ignored. For and effective implementation of performance, it’s important to incorporate both the instrumental (that is developing performance management indicators) and the behavioral sides of PM. This method is called “strategic performance management development cycle”. (de Waal, 2007). This strategic performance management involves 3