Implementing PfM System

Implementing of Performance Management System – 2. Assigning Responsibilities (Planning Stage)


After assessing the prerequisites initially, the supervisor will discuss with the employee how and what need to be done during the task. Furthermore, they share their agreement and disagreement in their conversations as well. The focus in which these conversation takes place is identify the following,

· Results – This denotes the outcome expected from the employee. The discussions will target to develop measurable objectives, key accountabilities etc.

· Behaviour – This comes in when precise objective and standards cannot be developed. In this case, however the behaviour to the task are assigned rather than objective.

· Development Plan - This includes results, behaviours, and improvement and goals to be achieved in the task and in future.


Implementing of Performance Management System – 3. Coaching and Mentoring (Execution Stage)

Once the planning stage is defined the employee then proceeds to achieve the intended objectives and goals. The employee has the lion share of the responsibility of the activity while the supervisor has control over documentation, Updates, Feedback, Resources and Acknowledgement of performance (Aguinis ,2009). In addition to the above roles supervisor has to provide feedback on tasks and if a bottleneck found, find a solution to navigate it.


Implementing of Performance Management System – 4. Motivation and Recognition (Assessment Stage)

After the execution stage is both the supervisor and the employee must evaluate their output against the desired outcome. There are numerous ways to collect such information. Peers, subordinates, supervisor feedback are namely a few.

This stage of PfM is widely studied by the Industry and Organizational (I/O) psychology researchers, as this includes the extent of the output achieved. Hence, it is important to evaluate and learn from it (Aguinis & Pierce, 2008, Bennett, Lance & Woehr, 2006).






Implementing of Performance Management System – 5. Performance Evaluation (Review Stage)

This stage follows the assessment stage in PfM, where the supervisor and the employee evaluation part is completed. Here the management gets together with the employee to review their assessment. This is in other word is an appraisal meeting where they discuss evaluation. This step is crucial because employee gets the feedback from the management on his/her performance in a formal environment (Aguinis ,2009).

Six steps of an efficient performance reviews according to Grossman & Parkinson (2002) are as follows,

1. Identifying the employee performance by identifying positive and negative behaviour.

2. Obtaining the reasoning and response from the employee about these behaviour (identified above)

3. Conversing about adopting to change or not changing, the behaviours etc. This include giving details feedback and possible consequence (If poor performance continues).

4. Describing how the employees’ past accomplishment, how it can overcome his/her contemporary performance based problem.

5. Agreeing on an action plan involving the employees. There by influencing the employees to invest on enhancing their performance.

6. Setting up a follow-up on meeting on behaviours, actions & attitudes for evaluation.

However, this important aspect is often the tender spot in the PfM process, not because of the complexity but because of their uneasiness in providing performance feedback, especially when the performance is deficient (Ghorpade & Chen, 1995).


Implementing of Performance Management System – 6. Planning Career Development (Renewal Stage)

The last stage of the PfM consist of process renewal and recontracting. This activity is similar to the performance-planning component, however the main difference here is, this incorporates insights and information gained from the other stages.

The PfM starts with the prerequisite and end with performance renewal. However, this is a continual cycle and it starts over again anew with past experience and lessons learnt at the last stages. Also this renewal stage must include markets change, customers’ preferences and needs change, and products change, and the need to continuously monitor the prerequisites so that performance planning, and all the subsequent stages, are fully complying with the organizations strategic objectives/ goals (Aguinis ,2009). The essence of PfM is to promote and achieve the organization goals, and if the goals are not fully identified then PfM will not be effective.



References

Aguinis, H., (2009). Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.

Aguinis , H., & Pierce, C. A. (2008). Enhancing the relevance of organizational behavior by embracing performance management research. Journal of Organizational Behavior, 29(1),pp 139–145.

Bennett, W., Lance, C. E. & Woehr , D.J. (Eds.) (2006). Performance measurement: Current perspectives and future challenges. Mahwah, NJ: Lawrence Erlbaum Associates.

Ghorpade , J. & Chen, M.M. (1995). Creating quality - driven performance appraisal systems. Academy of Management Executive, 9(1), pp 32–39.

Grossman, J. H. & Parkinson, J. R. (2002). Becoming a successful manager: How to make a smooth transition from managing yourself to managing others. Chicago: McGraw - Hill Professional. pp 142-145.