Performance management is simply defined by Michael Armstrong “a process which is designed to improve organisational, team and individual performance and which is owned and driven by line managers”. Performance management is under the branch of human resource management process wherein it focuses on improving employees/individual’s effective and efficient attitude and the performance and organizational effectiveness of the entire team/organisation as a whole (Dransfield, 2000).
Performance It is a kind of management process for ensuring employees are focusing their work efforts in ways that contribute to achieving the agency’s mission. It consists of three phases: (a) setting expectations for employee performance, (b) maintaining a dialogue between supervisor and employee to keep performance on track, and (c) measuring actual performance relative to performance expectations.
Performance management is essential to an organisation for it evaluates the team capacity and also ensures that the aims of the team are consistently being met. Performance management is being practiced by most often in the workplace but applies wherever people interact and communicate. The Process of Managing Performance is through: (a) Communicating Employee Performance Expectations, (b)Maintaining Ongoing Performance Dialogue and (c) Conducting Performance Appraisals.
For an organization to succeed; all of them should be aiming for the same goal. It is then a need for an organisation to define its mission statement which will give direction to every effort. The performance of the organisation, team and individuals can be then measured and contrasted with its mission statement (Dransfield, 2000). Performance management is one human resource management practice that is very significant for the organization for it is linked to the company’s strategy and values (Hellqvist, n.d).

Melai Geronimo

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