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Performance
Management
 The
introduction of a performance management system in any organisation
requires an understanding of the particular systemic, process, and
training and development issues which research has demonstrated determine
the success of the project. A
piecemeal approach, which does not concentrate on a carefully planned and
phased introduction, continuous improvement or does not adequately
integrate with the policy, processes and culture of the whole organisation,
will not succeed because of a lack of acceptance by staff as a legitimate
methodology for professional development and organisational improvement.
The literature across the world is clear: neither managers nor
employees see the benefits of performance appraisal especially as a tool
for training and development and performance improvement.[i]
Yet this is its very reason for being.
There is a major difference between the more traditional approach
of performance appraisals and the more recent emphasis on performance
management systems.[ii]
Excelier have experienced Performance Management Consultants
who are able to draw on a wealth of experiences, training and education to
help you define a problem and to generate usable solutions for your
business – helping you to achieve more. Furthermore, Michael D. Tovey is
the world's leading expert and renowned author on Performance
Management and its related issues.
Performance
management has great potential for achieving organisational outcomes,[iii]
where individual performance objectives are integrated with the business
strategy of the organisation[iv]
and the objectives are focused on individual personal development,
communication and teamwork.[v]
To reach the potential which systematic performance management
offers managers, staff and organisations, the following must occur:
- great care must be taken in describing and measuring
performance.[vi]
- managers must be assisted with appraisal tools,
policy and procedural advice, and industrial matters in relation to
performance[vii]
- the skills of managers in applying performance
management must be at an appropriately high level[viii]
Research
demonstrates that those organisations that excel are more likely to have
formal performance management systems in place:
-
There
is a correlation between more specific and objective performance
standards and better overall organisational performance
[ix]
-
Human
effort is the most important factor in determining organisational
performance[x]
-
By
linking individual performance to the performance of the organisation,
individuals are able to clearly identify what is expected of them, how
their performance will be measured and how they are progressing
towards their performance goals.[xi]
While
managers manage the performance of equipment, products, and services,
managers do not manage the performance of people.[xii]
Talk
to us about understanding your need to improve performance and achieve
more, contact Excelier or email on excel@excelierconsulting.com
and/or michael.tovey@excelierconsulting.com.
[i] Rudman,
R. 1995. Performance planning and review: Making employee appraisals
work. p viii. Pitman: South Melbourne
Lawson,
P. 1995. Performance management: An overview. In M Walters The
performance management handbook. Institute of Personnel Management:
London. p. 1.
[ii]
Armstrong, M. 1994. Performance Management. Kogan Page. p. 15.
[iii] Bernardin,
H; Hagan, C; Kane, J; & Villanova, P. 1998. Effective Performance
Management: A Focus on Precision, Customers, and Situational
Constraints. In J. W. Smither. (Ed). Performance Appraisal: State of the
Art in Practice. Jossey Bass: San Francisco. p 5, 7.
Rudman,
R. 1995. Performance planning and review: Making employee appraisals
work. Pitman: South
Melbourne. p. 1.
Armstrong,
M. 1994. Performance Management. Kogan Page. p. 13.
Schaffer,
R. 1998. Demand better results and get them. In D. Shaw, C Schneier,
R. Beatty & L Baird. (Eds). 1995. Performance measurement,
management and appraisal sourcebook. HRD Press: Amherst,
Massachusetts. p. 22.
[iv] Armstrong,
M. 1994. Performance Management. Kogan Page. p. 15.
Weiss,
T & Hartle, F. 1997. Performance
management. St Lucie Press: Boca Raton Florida. p. 4, 6.
Rudman,
R. 1995. Performance planning and review: Making employee appraisals
work. Pitman: South
Melbourne. p. 5.
Fletcher,
C. & Williams, R. 1992. Organisational experience in Institute of
Personal Management. Performance management: An analysis of issues.
Institute of Personnel Management: London.
Cited in J. Storey & K. Sission. Managing human resources
and industrial relations. Open University Press: Buckingham. UK.
p.136.
[v] Weiss,
T & Hartle, F. 1997. Performance
management. St Lucie Press: Boca Raton Florida. p. 3.
[vi] Bernardin,
H; Hagan, C; Kane, J; & Villanova, P. 1998. Effective Performance
Management: A Focus on Precision, Customers, and Situational
Constraints. In J. W. Smither. (Ed). Performance Appraisal: State of the
Art in Practice. Jossey Bass: San Francisco. p 7.
[vii]
Tovey, M. D. (In Press) Managing Performance Improvement. Prentice
Hall: Sydney.
[viii]
Nankervis, A, Compton, R, & McCarthy, T. 1993. Strategic Human
Resource Management. Thomas Nelson Australia: South Melbourne. p.310.
[ix] Bernardin,
H; Hagan, C; Kane, J; & Villanova, P. 1998. Effective Performance
Management: A Focus on Precision, Customers, and Situational
Constraints. In J. W. Smither. (Ed). Performance Appraisal: State of the
Art in Practice. Jossey Bass: San Francisco. p 9, 17.
[x] Philp,
T. 1990. (2 Ed). Appraising performance for results. McGraw Hill:
Berkshire. UK. p. 7.
[xi] Philp,
T. 1990. (2 Ed). Appraising performance for results. McGraw Hill:
Berkshire. UK. p. 1.
[xii] Philp,
T. 1990. (2 Ed). Appraising performance for results. McGraw Hill:
Berkshire. UK. pp. 2-6.
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