Performance Management Revised

Performance Management
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Performance Management
Performance planning: at this stage of performance management process the management is intended to come up with goals and targets to be achieved by the employee as well as discussing what is expected from the worker in terms of performance. The expectations from every worker mainly depend on the department in which they are as well as the job designation. After the planning stage, both the management and employees should agree on the expected performance goals. These goals set in the planning stage should be attained within one year.
It’s clear that in the Balme library the performance planning component has been poorly implemented. For example, there was no organized job analysis carried out for all the jobs in the library. This shows that they failed in proper planning from the beginning. Also, the employees are rated according to the general behavior. This indicates that there were no set goals or target for the employees to achieve which could be used to rate them. There is no clear standard of employees rating. Instead, they rate all the employees the same irrespective of job responsibilities. This component has been poorly implemented due to the fact that the managers didn’t involve employees when coming up with goals and targets. Finally, the Balme library has failed in planning the right channel to rate people. For instance, the seniors in the library have always rated juniors even when they are not in direct interaction.

Through this, it’s evident that Balme library did not effectively implement performance planning which is one of the major components of performance management process.
Results of a poorly implemented performance planning
A poorly implemented plan has a depressing brunt on the executive practice as a whole in the following ways; first, it deters workers from getting involved in the performance management process as a whole. For instance, with unclear performance plan, workers are not sure how their day-to-day activities contribute to the organization objectives, mission, vision as well as the welfare of the organization. This results in no sense of progress as well as growth in the performance management of the organization (Marr, 2007). Due to poor implementation of performance planning, workers are not involved in any decision making.
Secondly, there is wastage of money as well as time; a poorly implemented performance planning makes managers strain due to a large amount of money and time spent in the performance management process. Managers don’t really fail in regular employee checkup which is vital for effective performance planning. Therefore, their overall ongoing performance management becomes cost-inefficient as well as time-consuming for optimal results of output.
In addition, there is unclear rewards structure; there are no set targets and goals due to the poorly implemented performance planning component and this has led to the negative impact in the rewarding of the workers whereby they could be rewarded after success in their duties (Kloot& Martin, 2000). The absence of standards makes employees develop a doubt on whether they will be motivated after good performing. This really cost the performance management as a whole in ways such as the negative attitude of the employees towards performing their duties, failure in progress building and also the development of a bad relationship between the management and the employees.
Finally, there is misleading data which tends to affect the review; lack of the performance data which is as a result of poorly implemented performance planning used to assist in backing up the appraisal. Since there is no evidence of data to guide the process, manager as well as the subordinate provide inaccurate information about performance management that mislead the review as well as the entire performance management process.
How to improve the implementation of performance planning
Continuous feedback between management and employees; to improve the implementation of performance planning, there should be a two-way communication system that is between the management and employees which result to success. It’s ineffective for the supervisor to make performance planning and the workers just follow blindly without being involved in performance planning (London &Smither, 2002). Therefore, to improve this, there should be an open conversation which clears the air as well as paving the way for appropriate performance planning without hard feeling in the performance management process. In an open conversation, there is sharing of ideas in the performance planning which results to a more productive process.
Updating the job description; to improve the implementation of performance planning the job description should be clearly stated and the company’s expectation from each narrative. It should include the goals and targets of the company. This job description works as a supportive tool in the retention of productive employees who would like to carve their career path in the organization.
Establishing and reviewing milestones; the management and the subordinates should come together to make plans and necessary reviews. Amendments should be made and the management should help the workers get the best approaches so as to attain the set milestones. Through this, it helps in enhancing the performance of the valuable recital plan as a component of management course.
References
Kloot, L., & Martin, J. (2000). Strategic performance management: A balanced approach to performance management issues in local government. Management Accounting Research, 11(2), 231-251.
London, M., &Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12(1), 81-100.
Marr, B. (2007). Strategic performance management: leveraging and measuring your intangible value drivers. Strategic Direction, 24(1).