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Impact of performance management on the workforce
Characteristics of an ideal performance management system
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The Balme Library is one of Africa’s renowned research libraries and is the main library for the University of Ghana (Aguinis, 2009). The library consists of six departments, employs over 50 individuals and has over 100 thousand books, 500 microfilms, CD's, and tapes plus access to extensive electronic resources (Balme Library, University of Ghana, 2009). The library, like other organizations, was facing resource challenges and implemented numerous strategies, one of which was a performance management system (Aguinis, 2009). According to Aguinis (2009), there are six elements that are needed in a performance management system that include prerequisites, planning, execution, assessment, review, and performance renewal and reconstructing. However, the performance management system they implemented was missing several components that were needed to have a successful program. For this discussion the component of prerequisites will be evaluated regarding how the Balme Library implemented this aspect, how it affected their performance management system, and how to improve the implantation of prerequisites.
Implementation of Prerequisites
There are two main components to prerequisites that include knowledge of the organizations strategic goals and knowledge of the jobs being evaluated in a performance management system (Aguinis, 2009). First is setting strategic goals, which allow the organization to clearly define their purpose thus establishing similar goals downward until each employee has individual goals that are aligned with the organization (Aguinis, 2009). Second is job analysis where job duties are defined and understood so that criteria can be developed for success at the job level and how it ties back to organizationa...
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...Conclusion
A good performance management system encourages management to take responsibility for making sure their employees meet the organization’s objectives and goals (Gary, 2004). Furthermore, according to Bowes (2009), there is good evidence that shows when good performance management systems are in place and implemented effectively, revenue, shareholder value, employee satisfaction and investor interest will all increase. Therefore, while, the Blame Library’s performance management system needs improvement in several areas it is in their best interest to continue to improve their performance management system by starting with their prerequisites. Once they have job analyses and developed job descriptions for all the jobs at the library, they will be in a good position to start working on the other characteristics of a good performance management system.
The primary reason an organization will perform a job analysis is to ensure the selection procedures they use to choose between job applicants are valid and defensible per (AUTOGOJA, n.d.), in addition to the following: Workforce planning -An effective job analysis can work in tandem with an organization’s future-casting. By identifying the duties and KSAPCs for various job titles, HR professionals can match the needs of their organization with the talent of their current and future workforce. Succession planning - A strategy of workforce planning, HR professionals can use job analysis results to help fill key roles within their organization, now and in the future. Training - By basing training procedures on the findings of a job analysis,
Performance management aims to manage and improve individual performance with a vision to improving performance across the entire business. [Walter. M, 1995] defines performance management as the process of ‘Directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation’. 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. But, nonetheless some organisations don’t get it
The analysis needs to capture what is required to complete the tasks of the job, what basic knowledge and physical abilities are required to complete the job tasks successfully, and what are the working conditions of the position. One of the most significant elements of a job analysis is determining what knowledge, skills, and abilities an employee must have to become a successful employee. This information is essential for the selecting officials and the prospective candidates to understand. Mandating specific knowledge for a position sets the organization and the employee up for success. If a candidate does not have the basic knowledge for the job, both the organization and the employee quickly become disgruntled and frustrated.
In other words, this process is meant to explain what are some of the qualities needed to complete a specified position, and what are the precise duties included in that position. When it comes to job analysis, there are two key styles that can be selected. The first, job-oriented approach, seeks to present knowledge concerning the feature of the job itself, and what kind of duty is connected with it. The second approach,
Job analysis helps determined selection criterion that is both legal and practical for the selection process. This process also aids in identifying and detailing competencies needed to perform the job as well as any gaps that exist between those competencies and incumbent performance, this is crucial information for training and development. The identifying of concrete standards and cataloging evaluation criteria is another use for job analysis, this can potentially aid with employee appraisals. Lastly, job analysis is critical in making reasonable accommodations for those individuals who are disabled and in the redesigning jobs
This section covers briefly the historical, theoretical, and background of the topic in the broader body of knowledge. Such as basic concepts of the balanced scorecard, Perspectives of the balanced scorecard, BSC in the public sector, BSC as a tool for performance measurement in public sector, Advantages and disadvantages of the BSC in public sector and Result oriented performance management change initiation in Ethiopia.
As previously mentioned, understanding the duties of a specific job is done through the performance of a job analysis, the process designed to describe specific jobs (e.g. duties, work requirements (KSAs), and at times job context (environment), of each job or position with a firm (Aguinis. 2013.p40). Job analysis is an important tool in human resource management (HRM) and in the performance management process, as the information gathered is used for staffing, training, performance management, and many other activities (Aguinis, Maxurkiewicz, and Heggestad. 2009). Said analysis can be conducted by performing job observations (watching an incumbent do their job), questionnaires (developing a common list of task and asking employees to complete it and provide the extent by which the tasks are performed), or interview (asking the incumbent to describe the job responsibilities from start to finish). The information gathered from the analysis is used to write formal job description. Having a job description is a key prerequisite, as it establishes the criteria used to measure performance.
Also performance evaluations are centered on meeting sales quotas. They do not place any emphasis on coaching or career development of reps . The team leaders are unsure of their job roles or responsibilities. Job Analysis that identifies the KASOC or knowledge, abilities, skills, and other characteristics that are required to perform the job.
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.
This analysis deals with an in-depth explanation of the minimum requirements of the job, whether it is knowledge, skill, abilities or attitude. This step covers a highly detailed list of the requirements that must be in order to carry out particular duties and tasks by an employee.
Job analysis is the method of gathering, examining and scrutinizing and organizing information related to jobs. It provides the basis for a job description or role definition and data for job evaluation, organization design or review, performance measurement, succession planning and career management, and other aspects of human resource management. The difference between job description and a role is that a job description sets out the purpose of a job, where it fits in the organization physical structure, the background within which the job holder functions and the principal accountabilities of job holders, or the main tasks they have to carry out. A role definition explains the part to be role done by individuals in completing their job requirements. Role definitions points to a bigger concept of job related behavior, like, working flexibly and working in groups, and management styles.
Performance management system supports the continuous improvement of knowledge, skills and performance of the employees. This system is required for the overall development of the individual employees, the dyads, teams and the entire organization. It helps in increasing the productivity and efficiency of the employees. It evaluates the performance of the employees and helps them in developing their future potential (Fisher, Schoenfeldt & Shaw, 2004).
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.
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.