Discussion topics continue to address SHRM content areas related to HRD. Unit 5 continues with Performance Management. While performance management and performance appraisal are often confused, they are not the same. Performance management takes a broad view of activities intended to improve individual and organizational performance. This includes determining expectations, measuring employee action and results and coaching. The intent is to link individual’s work to attain organizational goals. Performance appraisals are a focused assessment of an employee’s performance within a set time parameter. Employees are measured against expectations resulting in decisions related to organizational talent and decisions. A performance appraisal typically involves the utilization of rating tools and forms followed by a formal conversation between an employee and their manager. Performance management, particularly performance appraisals, are being eliminated by many high profile organizations (Accenture, Adobe, Microsoft, and GE). Studies have indicated that only 30% of workers think that their organization’s performance management helps to improve the organization’s performance. Less than 40% described their organization’s performance management as having clear performance goals or honest feedback. Some SHRM professionals have suggested that organizations rid themselves of traditional performance management due to its negative impact on organizational performance. The SHRM report, Performance Management that Makes a Difference, also reports that a Deloitte study of its own performance management discovered that performance management took two million employee hours to set performance goals, submit evaluation forms and to participate in performance reviews. Further, the technology required to support the Deloitte performance management process was calculated to be many thousands of dollars. The study indicated that the organizational cost was not work the organizational benefit. Too often, performance management is not done well, the discussion topic for this unit is intended to help you better understand performance management and what is involved in actualizing its potential. Topic 1: SHRM Content Area (Performance Management) Figure 1 in the SHRM effective practice article, Performance Management, provides an overview of the performance management process. Put that performance management process into your own words. What are some possible outcomes from effective performance management? Using an organization, you have worked with, how would you assess their application of the Performance Management process? What success has that organization had with possible positive performance management outcomes? What recommendations would you make to improve their performance management practice?
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Performance management process
This paper outlines the performance management process, highlights some possible outcomes from effective performance management and also has a brief case study of performance management at an organization the author worked at.
Performance management process
Performance management process involves performance planning, ongoing feedback, employee input, performance evaluation and performance review. Performance planning involves setting performance expectations with regard to behavior and results (Pulakos, 2004). Behavior involves the modus operandi with regard to such issues as communication, collaboration and consideration. Results should be tied to personal and professional goals. The behaviors and results should align to organization’s goals, objectives and strategies. Managers and employees should continuously discuss the behavioral and results performance, with the discussions involving ongoing two-way feedback (Aguinis, 2019). Whereas feedback is mandatory for poor or exceptional performance, it is necessary that there be periodic feedback about the employees’ contributions and achievements. Informal, daily feedback has been found to be effective in enhancing performance.
Employee input involves the employee stating their major accomplishments as well as self-rating on various job aspects. It is important in enhancing employee ownership and acceptance, highlighting their behavior and results, as a basis for formal appraisal as well as remuneration and promotion decisions and it also enhances communication and understanding between managers and employees (Pulakos, 2004). Performance evaluation involves evaluating the behaviors and results of the employees. Competency models are usually used to evaluate the behaviors against organizational goals and strategies. The models articulate competencies and associated behaviors key for positive organizational outcomes, forming the…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….. SHRM content areas ……………………
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