RESEARCH PAPER ON THE IMPACT OF EMPLOYEE MANAGEMENT IN ACHIEVING ORGANIZATIONAL GOAL
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RESEARCH PAPER ON THE IMPACT OF EMPLOYEE MANAGEMENT IN ACHIEVING ORGANIZATIONAL GOAL
INTRODUCTION
Employee Performance Management is a comprehensive process that is based on worker performance and the achievement of organisational goals at every level. The underlying principle of the performance management system is to achieve alignment between organisational objectives and people’ skills and competencies, while also emphasising system development and improvement.
People frequently confuse performance management with performance appraisal; in reality, performance appraisal evaluates previous performance, whereas performance management is an ongoing process that measures goal achievement. While conducting study at an Australian institute, Alan Nankervis (2004) discovered that very few organisations disclose their organisational objectives with their personnel.
Most organisations use performance appraisals rather than performance management, which focuses on comparing the performance standards established by the organisation to the actual performance of the employees while no one compares the performance to the organisational objectives.
Performance management is the real topic when we operate in the organisation for quality control. In a quality-based organisation, the performance objective is based on achieving or fulfilling goals rather than predefined norms.
Employees are critical to every organization’s survival. In line with this, an employee is regarded as an important or valuable asset to an organisation, and is a critical or prerequisite factor in ensuring that the organisation or factory operates as intended. Employees become the organization’s heart and pulse, and they play a critical role in determining the requirements and expectations of customers.
This is consistent with the aim of performance appraisal in the modern approach, which focuses on employees with full potential that may be explored and developed. Employees can help to maintain the organization’s service or product quality.
This is related to individuals’ tasks and responsibilities to perform to the best of their abilities at work. As performance appraisals become more positive, employees’ progress improves. Employees can collaborate with the organisation to achieve its vision and goal on a win-win basis.
In this setting, performance appraisals can be an effective tool for helping employees plan a better career path. The term performance appraisal is also known as performance review, employee appraisal, performance evaluation, employee rating, merit evaluation, or personnel rating.
Performance assessment is a method of monitoring, evaluating, and influencing employees’ qualities, behaviour, and performance in relation to a predetermined standard or aim. Employee performance can be measured utilising software systems in today’s information technology age.
This will allow information regarding employee performance to be quickly analysed and saved to a database for later retrieval. Employee performance management can be defined as the methodical description of individual job-relevant strengths and shortcomings in order to make an informed judgement about the individual.
Another definition of performance appraisal is the practice of evaluating employees’ behaviour in the workplace, or the process of providing feedback on employees’ performance.
It is a very difficult process, and many factors can influence it. As a result, the process of evaluating employee behaviour should be viewed as reciprocal or from a matrix perspective, rather than as a clear process.
The Performance Management Process
While research and experienced practitioners have highlighted some criteria required for effective performance management systems, numerous considerations must be taken in order to develop a system that is best suited to the demands of a specific organisation. One such decision is determining which purpose(s) the system will serve.
For example, performance management systems can help with compensation decisions, promotion decisions, employee development, and workforce cutbacks. A performance management system that tries to meet too many goals is likely to fail due to its own lack of focus and weight.
There is no single method or set of objectives that is ideal for all organisations. The goals of a specific performance management system should be set by taking into account business requirements, organisational culture, and the system’s integration with other human resource management systems.
One essential point to note is that, while performance management for decision-making and employee development are undoubtedly related, these two goals are rarely supported equally well by a single system.
When a performance management system is utilised to make decisions, appraisal data is used to justify salary increases, promotions, transfers, assignments, force reductions, and other administrative HR activities.
When a performance management system is utilised for development, appraisal data is used to drive training, job experiences, mentoring, and other developmental activities that employees will participate in to improve their skills.
Although it is theoretically conceivable to create a performance management system that is effective for both decision-making and development, doing so in practice can be tough. Furthermore, research has found that the objective of the rating (decision-making versus development) influences the ratings that are noticed.
1 Ratings used for decision-making are generally lenient, with the majority of employees earning high ratings. Ratings for developmental reasons are more variable, reflecting both employee strengths and growth requirements. An example will show why it can be difficult to balance decision-making and development inside the same system.
Managers in this organisation evaluate their staff and then convene to calibrate their evaluations and make compensation decisions. Managers then have review conferences with each employee to discuss their performance, salary raise, and stock option award. Meetings are supposed to include developmental feedback.
However, the range of percentage increases and stock options is broad, allowing managers to efficiently link performance with compensation. With so much at risk, the majority of the conversation is generally spent justifying both parties’ positions rather than discussing how the employee may grow.
The meeting’s atmosphere is not favourable to providing and receiving feedback, and employees are hesitant to express their development requirements for fear of negatively impacting their compensation. Even in this organization’s strong performance-based culture, the decision-making part of performance is naturally prioritised.
Effective performance management systems have a well-defined process for carrying out evaluation activities, including roles and schedules for both managers and employees.
Especially in organisations that utilise performance management as a foundation for pay and other HR decisions, it is crucial to guarantee that all employees are treated fairly and equally.
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