Performance Management and Human Resource Development

0 Comment

This paper tells that performance management served to be the answer because this system is specifically designed to drive profitable growth. Nevertheless, organizations encounter the problem that their daily activities are not associated with their strategy, initiatives, resources and risks. that is why they developed the strategy-related process known as performance appraisal. The main thrust of this paper is to explain what is meant by the term performance management and show the importance of performance appraisal scheme. Performance Management (PM) Performance management (PM) has no exact definition for it is emotive, meaning different things to different people and dependent on which level in the organization they occupy (Cattell, 2005, p.157). Likewise, several research studies with regard to the handling of employees are not consistent with their performance indicators because of diversity in individual needs and workplace expectations that differ from country to country. This process is a systematic approach that is interested in motivating employees’ performance and productivity, monitoring, and assessment of performance through performance appraisal system. PM has two management fields that is focused on the progress and success toward goal achievement, and these are individual behaviour toward the organization and organizational strategies. The first aspect is all about organization as a whole, its performance and the performance of the top executives (managers and heads). The second aspect is the performance of individual system. they are the individual employees that worked for the achievement of organizational goals and objectives. These two aspects are distinct from each other in terms of the covered scope and resources. PM on employee’s level is really necessary to the company and this process would be effective if planning work and setting goals are consistent all throughout the execution. Through these, appraisal would be much clearer to the employees particularly on what aspects they will be evaluated, and the consequences behind the good and bad performance. Because of these consequences, coaching/feedback is given to the employees right after their evaluation. This is what Hackman and Oldham (2002, p.123) inculcated in their job design theory which contends that a person’s intrinsic motivation is affected by his or her psychological state… The only way to correct de-motivated behaviours of employees is to reward them intrinsically by giving them positive or negative feedback. However, there are instances that performance management is hard both to the managers and to the employees of the organization. Managers in their part, they tend to avoid PM process because they are afraid that their connection with their employees will be put to risk once they give feedback. Also, on the part of the employees, they felt embarrassed with the negative connotations from their managers especially if their performance did not meet with the expectation, and so their pay or advancement will be jeopardized (Chladek, 2006).