EFFECT OF PERFORMANCE MANAGEMENT ON PRODUCTIVITY
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EFFECT OF PERFORMANCE MANAGEMENT ON PRODUCTIVITY
INTRODUCTION
Background of the study
Performance management is best understood as a component of Human Resource Management. According to Story (1995), the latter is a different approach to employment management that tries to gain a competitive edge by strategically developing a highly devoted and effective staff through an integrated set of cultural, structural, and people strategies.
According to the concept, in order for an organisation to remain competitive in its industry, it must be strategic in its interactions with its workforce with the goal of having a reasonably good impact on production.
Human resource management is associated with concepts, theories, policies, plans, programmes, strategies, procedures, rules, and laws that must be used in the acquisition and utilisation of men to meet organisational goals (Fajada, 2010).
Thus, for an organisation to survive, the capability and devotion of its workers cannot be overstated. In other words, employees are critical resources that managers use to achieve their goals and acquire a competitive advantage for their organisations.
Performance refers to how well an individual, unit, or department completes an assignment or task. Performance appraisal focuses on how well an individual carries out assigned activities (Fajana 2002).
However, there is a newer phrase that involves a historical evaluation of an employee’s performance, issuing prizes, and providing grace to underperformers by calculating their training/development requirements. It’s called performance management.
It brings workers closer together and attempts to create a balance between control, quality, and accountability in terms of production. It is a less formal assessment and raring of individuals
but a more complete and natural management approach that defines mutual expectations, emphasises managers’ support role as coaches rather than judges, and focuses on the future (Armstrong, 2006).
It is worth noting that many organisations (particularly in developing nations) have yet to begin using performance management. Many still use the performance appraisal system. Even Plasto-Crown Nigeria made a small transition to performance management only four years ago.
In short, performance management offers numerous advantages, which will be demonstrated and deduced later in the project.
It is more or less a fulfilment of prophecy. Sumantra Ghostal (1948-2004), a humanist management writer and researcher who felt that management should come first, says, “A totally different philosophy of management is emerging. Our focus shifts from strategy to purpose, structure to process, and system to people.
Finally, it has appeared. The performance management method has replaced the performance appraisal system. It emphasised the creation and implementation of self-managed learning programmes, as well as the alignment of individual and company goals.
It can be used in a variety of effective human resource management practices (Armstrong, 2006). Here’s the point: an organization’s survival and success are dependent on human resource management.
As a result, every organization’s human resource department must maintain its own efficacy and efficiency by employing the most effective technique to managing employee output quality – performance management.
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