Work Performance Management and Assessment

2021 ◽  
Author(s):  
Rose Mueller-Hanson
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Work Performance ◽  
Performance Information ◽  
Improve Performance ◽  
Organizational Goals ◽  
Performance Reviews ◽  
Legal Challenges ◽  
Effective Performance ◽  
Monitoring Progress

Performance management is a collection of activities designed to help individuals and organizations improve performance. It includes setting expectations, monitoring progress, providing feedback, evaluating results, and using performance information to make talent decisions. Despite decades of research, little evidence supports the assertion that performance management leads to improvements in either individual or organizational performance, leading to a fierce debate about its usefulness. Critics charge that performance management is often too time-consuming and cumbersome, providing little value for all the effort required. Proponents argue that performance management is essential for aligning individual work to organizational goals, ensuring fairness in rewards, and protecting organizations against legal challenges. Controversies aside, the vast majority of organizations have a performance management system that includes formal performance reviews, the results of which are tied to compensation or other talent decisions. Organizations are increasingly seeking ways to streamline the process, simplify practices, and find more value. Achieving these goals entails defining the purpose that performance management should serve and implementing the specific components of performance management that are most likely to foster effective performance.

Does Managerial Use of Performance Information Matter to Organizational Outcomes?

2021 ◽  
pp. 027507402110488
Author(s):  
Xu Han ◽  
Donald Moynihan
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
School Performance ◽  
Public Management ◽  
School Principals ◽  
Organizational Outcomes ◽  
Performance Information ◽  
High Stake ◽  
The Relationship ◽  
Objective Indicators

Public management scholars have made impressive strides in explaining managerial usage of performance information (PI). Does such PI use matter to performance? If so, what types of use make a difference? To answer these questions, we connect managerial self-reported behavior with objective organizational outcomes in Texas schools. We control for lagged comparative school performance and employ inverse probability weighting to mitigate endogeneity concerns. The results show that managerial use of PI is associated with objective indicators of performance, and that the type of use matters. In particular, school principals’ use of PI for strategic planning is positively associated with better high-stake test scores. The findings suggest that maturity of performance management system can shape the relationship between managerial PI use and organizational performance, thereby contributing to a contingency-based understanding of the relationship between performance management and organizational performance.

The Empress

2016 ◽  
Vol 12 (1) ◽  
pp. 3-26
Author(s):  
Rebecca Wilson-Mah
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Employee Engagement ◽  
Human Resource ◽  
Management Practice ◽  
Content Type ◽  
Performance Reviews

Synopsis This case encourages students to consider how they would communicate and support the implementation of a company’s policy for annual performance reviews. Analysis may include considering how to build commitment from line management for the process and practice of colleague performance reviews and an exploration of the relationship between appraisals and performance management, human resources (HR) strategy and business strategy. Managers may perceive that performance reviews are taking them away from the more important and pressing tasks that directly relate to their own performance on the job – and not appreciate the strategic significance of the appraisal process. Research methodology Topics were identified as case preferences and a shopping list of questions were generated for field interviews. Two field interviews were completed. The company involved was not disguised, however the HR Director’s name (David White) is a pseudonym. Relevant courses and levels This case is suitable for third or fourth year undergraduate or postgraduate studies in hospitality management, human resource management or a human resource management course that specializes in strategic HRM, performance management, performance appraisal or employee engagement. Theoretical bases There has been a gradual shift from performance appraisal to performance management to reflect a more strategic approach to human resource management practice (Bach, 2005). A performance management system typically includes the following components: regular performance appraisal, mission statement and values statement, individual objectives, performance standards or competencies, unit objectives, company-wide objectives, performance-related pay, training and reward or recognition system (Armstrong, 2002). Collectively these components have a strategic focus and connect individual, team and organizational performance.

scholarly journals An Assessment of the Impact of Performance Management on Employee and Organization Performance - Evidence from Selected Private Organizations in Tanzania

2018 ◽  
Vol 8 (3) ◽  
pp. 199
Author(s):  
Janes O. Samwel
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Employee Performance ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Resource Officers ◽  
Private Organizations ◽  
Practice Performance ◽  
Effective Performance ◽  
The Impact

Performance management is one of the important key activities performed by organizations to monitor the performance of their employees. Organizations must regularly evaluate the performance of their employees in order to understand their current and future abilities. The purpose of this paper is to assess the impact of performance management on employee and organizational performance. The study adopted a cross-sectional survey research design and involved a sample size of 120 human resource officers and managers from selected private organizations in Tanzania. Data was collected using structured questionnaires and interviews and analyzed using descriptive and inferential statistics and the results presented using tables. The findings of the study reveal that private organizations practice performance management and have effective performance management system to evaluate/appraise the performance of their employees. Moreover, the findings reveal that there is a significant relationship between performance management and employee performance as well as between performance management and organizational performance. The study recommends the need of the private organizations to maintain and continue practising and implementing effective performance management systems, also to continue evaluating the performance of their employees frequently because it helps to determine training needs and at the same time acts as a motivational strategy hence leads to a better performance of employees and organization.

scholarly journals Employees Perception on Performance Appraisal Effectiveness in The Cyprus Public Sector (EAC)

2020 ◽  
Vol 4 (1) ◽  
pp. 26-41
Author(s):  
Andreas Petasis ◽  
Stylianos Christodoulou ◽  
Alexia Louca
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Management Practices ◽  
Current System ◽  
Appraisal System ◽  
Organizational Goals ◽  
Performance Appraisal System ◽  
Effective Performance ◽  
Managerial Implications ◽  
Integrated Or

Performance appraisals are important for effective evaluation and management of personnel. This research investigates the Electricity Authority of Cyprus’ employees’ perceptions of performance appraisal. Data were collected from 161 employees of the Organization, using an online semi-structured questionnaire, and analyzed using SPSS; the qualitative data were analyzed manually. The results of the study highlighted respondents’ perceptions with regard to the Organization’s performance management practices, which have a created a culture of mistrust towards the performance management system in use. The Organization’s present performance appraisal system seems to posit more shortcomings than strengths and it doesn’t seem to be integrated or linked with the organizational goals and missions of the Authority’s. The research has delivered some information on what needs to be changed in order to improve the current system. The findings have serious managerial implications for redesigning the performance appraisal system so as to be more effective, more credible and more transparent. These implications include actions towards introducing new methods, training the appraisers, increasing motivation and provision of resources for effective performance appraisal.

scholarly journals PERANAN KEPEMIMPINAN DALAM ORGANISASI

2021 ◽  
Vol 4 (1) ◽  
pp. 17-26
Author(s):  
Sastra Abijaya ◽  
Eka Wildanu ◽  
Agus Jamaludin
Keyword(s):  
Organizational Performance ◽  
Work Performance ◽  
Work Productivity ◽  
Communication Process ◽  
State University ◽  
Organizational Goals ◽  
Efficiency And Effectiveness ◽  
Field Notes ◽  
Unit Unit ◽  
Almost All

Abstract - Leadership is the attitude and behavior to influence subordinates so that they are able to work together, so as to form a harmonious relationship with the consideration of efficiency and effectiveness aspects to achieve the predetermined work productivity figures. Path-goal leadership theory explains how a leader's behavior affects the motivation and work performance of his subordinates, in different work situations. Research into leadership began in 1945, initiated by the Bureau of Affairs and Research at Ohio State University. The ability to control resources and other factors to achieve organizational goals is an effort that must be made in every organization. In analyzing the data in this study, the process carried out by the author was to compile interview transcriptions, field notes, and other collected materials. The process of analysis involves working with data, organizing and breaking it down into manageable units, summarizing them, searching for patterns, and discovering what is important and what needs to be learned. Communication is very important in management because it is one of the tools to guide, motivate, monitor or observe and evaluate the implementation of company management. Usually communication will have different functions and benefits according to the conditions, themes and participants involved in the communication event. Organizations need to communicate fluently and effectively when achieving their goals to ensure continuous improvement or quality improvement in organizational performance and human resource performance. Therefore, almost all members of the organization must understand the organizational communication process in order to understand correctly that there are no errors in communication between them. Abstrak – Kepemimpinan adalah sikap dan perilaku untuk memengaruhi para bawahan agar mereka mampu berkejasama, sehingga membentuk jalinan kerja sama yang harmonis dengan pertimbangan aspek efisiensi dan efektivitas untuk mencapai angka produktivitas kerja sesuai dengan yang telah ditetapkan. Teori kepemimpinan jalan-tujuan menerangkan bagaimana perilaku seorang pemimpin memengaruhi motivasi dan prestasi kerja bawahannya, dalam situasi kerja yang berbeda-beda. Kemampuan mengendalikan sumber daya dan serta faktor lain untuk mencapai tujuan organisasi merupakan usaha yang harus dilakukan dalam setiap organisasi. Dalam melakukan analisis data pada penelitian ini, proses yang dikerjakan oleh penulis adalah dengan menyusun transkripsi wawancara, catatan lapangan, dan materi-materi lain yang dikumpulkan. Proses analisis melibatkan pekerjaan dengan data, penyusunan, dan pemecahannya ke dalam unit-unit yang dapat ditangani, perangkumannya, pencarian pola-pola, dan penemuan apa yang penting dan apa yang perlu dipelajari. Komunikasi sangat penting dalam. .manajemen karena .merupakan salah. .satu .alat untuk memandu, memotivasi,. memantau atau. .mengamati dan mengevaluasi .pelaksanaan .manajemen perusahaan.. Biasanya komunikasi. .akan .memiliki .fungsi dan .manfaat yang .berbeda sesuai dengan kondisi,. tema dan peserta .yang .terlibat .dalam acara .komunikasi tersebut. .Organisasi perlu berkomunikasi dengan lancar dan efektif ketika mencapai tujuan mereka untuk memastikan peningkatan berkelanjutan atau peningkatan kualitas dalam kinerja organisasi dan kinerja sumber daya manusia. Oleh karena itu, .hampir .semua .anggota organisasi. .harus .memahami .proses komunikasi. .organisasi .agar dapat memahami dengan benar bahwa tidak ada kesalahan dalam komunikasi di antara mereka.

scholarly journals PERANCANGAN SISTEM INFORMASI KINERJA PEGAWAI STUDI KASUS: BUMN KONTRUKSI

2017 ◽  
Vol 3 (3) ◽  
Author(s):  
Ridha Hanafi
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Performance Monitoring ◽  
Employee Performance ◽  
Balanced Score Card ◽  
Management Process ◽  
Organizational Goals ◽  
Score Card ◽  
And Performance

[Id]Dalam era kompetisi bisnis yang semakin tinggi dan tuntutan customer yang semakin meningkat, organisasi semakin dituntut untuk mencapai kinerja yang optimal dalam usahanya mencapai tujuan organisasi. Pencapaian kinerja organisasi sangat ditentukan oleh bagaimana organisasi mengoptimalisasi potensi sumber daya yang dimilikinya. Sumber daya utama yang dimiliki oleh organisasi dalam pencapaian tujuan organisasi adalah Sumber Daya Manusia (SDM). Agar SDM yang dimiliki oleh perusahaan dapat dimanfaatkan secara optimal dan fokus pada pencapaian tujuan organisasi maka perlu dilakukan proses manajemen kinerja pegawai yang baik. Secara strategis, kinerja pegawai harus dapat diselaraskan dengan kinerja organisasi untuk pencapaian tujuan strategis organisasi. Untuk mengakomodasi hal ini maka konsep Balanced Score Card sangat potensial untuk diakomodasi dan diimplementasikan. Pada level operasional, pengelolaan kinerja pegawai yang meliputi proses perencanaan kinerja (performance planning), pelaksanaan dan monitoring (performance tracking) dan penilaian kinerja (performance appraisal) harus dapat dilaksanakan secara komprehensif dan aplikatif sehingga realisasinya benar-benar sesuai dengan apa yang diharapkan organisasi.Implementasi proses manajemen kinerja organisasi pada umumnya dan pegawai pada khususnya seperti yang dijelaskan tersebut, akan sangat sulit pelaksanaannya apabila masih dilakukan secara manual. Semakin kompleksnya parameter kinerja pegawai yang ingin dicapai, semakin besarnya jumlah pegawai, semakin dinamisnya perubahan bisnis dan semakin banyak kesibukan pekerjaan akan menyebabkan implementasi manajemen kinerja pegawai secara manual tidak efisien dan efektif untuk dilaksanakan karena proses bisnis yang kompleks, mekanisme pelaporan dan monitoring kinerja akan sangat memakan waktu dan sulit dilakukan. Implementasi sistem informasi manajemen kinerja pegawai merupakan suatu solusi yang potensial untuk diterapkan untuk menghadapi permasalahan tersebut. Apabila permasalahan tersebut dapat diatasi maka diharapkan pencapaian kinerja perusahaan dalam mencapai visi dan misinya dapat terealisasi. Berdasarkan hal tersebut, maka perlu dilakukan perancangan sistem aplikasi manajemen kinerja pegawai yang dapat memenuhi kebututuhan organisasi dan pegawai. Implementasi sistem ini diharapkan dapat mendukung berjalannya proses manajemen kinerja organisasi sehingga secara strategis tujuan organisasi dapat tercapai..[En]In an era of increasingly high business competition and customer demands, organizations are increasingly required to achieve optimal performance in an effort to achieve organizational goals. Achievement of organizational performance is largely determined by how the organization optimizes the potential of its resources. The main resource that the organization has in achieving its organizational goals is Human Resources (HR). In order for HR can be utilized optimally and focus on achieving organizational goals it is necessary to conduct an excellent employee performance management process. Strategically, employee performance must be aligned with organizational performance for the achievement of organizational strategic goals. To accommodate this concept, Balanced Score Card is very potential to be accommodated and implemented. At the operational level, employee performance management that includes performance planning process, performance monitoring and performance appraisal must be implemented comprehensively and applicable so that the realization is exactly what the organization expects.Implementation of the organization's performance management process in general and employees in particular as described, will be very difficult if it is still done manually. The more complex the performance parameters of employees to be achieved, the greater the number of employees, the more dynamic the business changes and the more busy work will lead to implementation of employee performance management manually inefficient and ineffective. This is because of complex business processes, reporting mechanisms and performance monitoring will be very time consuming and difficult to do. Implementation of employee performance management information system is a potential solution to be applied to face the problem. If the problem can be solved, it is expected that the achievement of the company's performance in achieving its vision and mission can be realized. Based on this, it is necessary to design an employee performance management application system that can meet the needs of the organization and employees. Implementation of this system is expected to support the running of organizational performance management process so that the strategic objectives of the organization can be achieved.

scholarly journals Digital leadership in action in a hospital through a real time dashboard system implementation and experience

2016 ◽  
Vol 5 (4) ◽  
pp. 34 ◽  
Author(s):  
Jack Weiner ◽  
Mohan Tanniru ◽  
Jiban Khuntia ◽  
David Bobryk ◽  
Mehul Naik ◽  
...  
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Real Time ◽  
Performance Improvement ◽  
Performance Monitoring ◽  
Hospital Performance ◽  
Data Driven ◽  
Improve Performance ◽  
Data Driven Decision Making ◽  
Organizational Goals

Background: Regulatory and competitive pressures and the need for cross-organizational data sharing are demanding that hospital leaders create a data-driven decision making culture to improve performance. Using an innovation assimilation strategy framework, this paper describes how a hospital used its implementation of a Real Time Dashboard System (rtDashboard) to improve performance, change its organizational culture and put it on a path towards digital leadership (DL).Objective: Implement an rtDashboard system that can support a data-driven decision making culture for performance improvement while engaging business and information technology (IT) leaders in DL practice.Results: The rtDashboard contributed significantly to monitoring hospital performance and influenced change in unit level decision making that was aligned with hospital goals. The rtDashboard implementation not only provided substantial performance improvement and quality benchmarking, but also changed the responsibility and accountability culture and helped the hospital put in practice DL principles to support future innovations.Conclusions: DL through rtDashboard is a demonstration of how a hospital can seek and strive for excellence. As much as dashboards are pivotal to organizational performance monitoring at the senior leadership level, the process used to diffuse it to every operational unit in support of a data-driven decision making culture showcases how hospital executives and IT leaders can work together to continually align and re-align their strategies to reach organizational goals – the core of DL practice.

Fostering Employee Cooperation Behavior in the Federal Workplace: Exploring the Effects of Performance Management Strategies

2018 ◽  
Vol 48 (2) ◽  
pp. 147-178 ◽  
Author(s):  
Kai-Jo Fu ◽  
Jun-Yi Hsieh ◽  
Tae Kyu Wang
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Management Practice ◽  
Cooperative Behavior ◽  
Management Strategies ◽  
Performance Practices ◽  
Organizational Goals ◽  
Cooperative Behaviors ◽  
Resource Data ◽  
Federal Workplace

The purpose of this study was to discover how performance management strategies foster cooperative behavior as a means of producing better outcomes. Using multiple data from the 2010 Federal Human Capital Survey provided by the U.S. Office of Personnel Management via its FedScope data portal and Federal Human Resource Data, we tested hypotheses that considered both individual- and agency-level factors in individual cooperative behaviors. This study highlights how performance management strategies promote employee cooperation such that the management practice is taken for granted; however, there is no research that examines the relationship between them. This investigation confirms several performance practices existing between and within the federal agencies. Managers can learn from the evidence provided and apply these strategies to induce cooperative behaviors that help to achieve organizational goals and improve organizational performance. The results reveal that performance management strategies display positive and nonlinear relationships with employee cooperation.

scholarly journals Result-Based Management System: A Mediating Factor for Employees’ Performance

2021 ◽  
Vol 4 (2) ◽  
pp. 26-43
Author(s):  
Temitope J. Owolabi ◽  
Oluyemi T. Adeosun
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Management System ◽  
Educational Institution ◽  
Performance Standards ◽  
Sampling Technique ◽  
Performance Management System ◽  
Organizational Goals ◽  
And Performance ◽  
The Impact

In any organization, human resources stand as vital assets for success; these are to be highly valued in order to achieve the competitive edge. Therefore, human capital policies and practices should be tied to organizational goals. The impact of practices of HRM can be the channel that fuels sustained competitive advantage; therefore, enhancement of organizational performance should be the focus for an organization. Performance management comprises setting expectations, assessing behaviors and results of the employee, giving coaching and feedback, and performance evaluation over time to use in decision making. The aim is to line up individual efforts to achieve organizational goals. To this end, this study attempts to examine result-based management which is synonymous with performance management system, and how it drives employees’ productivity. Utilising the purposive sampling technique, staff within an educational institution were selected in Lagos. It was revealed that setting targets and performance standards would engender the desired productivity in employees. The study therefore recommends a comprehensive performance management system which should also be automated in order to capture key performance indicators of employees.

scholarly journals Impact of Talent Management on Organizational Performance: The Moderating Role of an Effective Performance Management System

2020 ◽  
Vol 15 (4) ◽  
pp. 11
Author(s):  
Ahmad Ali Almohtaseb ◽  
Hisham A Kareem Shaheen ◽  
Khalid Mohummed Alomari ◽  
Mohmmad Adnan Yousef Almahameed
Keyword(s):  
Public Health ◽  
Organizational Performance ◽  
Performance Management ◽  
Management System ◽  
Health Workers ◽  
Health Sector ◽  
Talent Management ◽  
Performance Management System ◽  
Effective Performance ◽  
Public Health Workers

Despite the theoretical and empirical evidence that talent management improves organizational performance it is still one of the main challenges facing organizations worldwide and specifically in the health sector. This study examines the moderating effect of an effective performance management system on the relationship between talent management and organizational performance. This study was carried out on the public health sector and was specifically focused on public health workers in Jordan. The study focused on 30 public hospitals in Jordan. A survey of 430 respondents that were made up of public health workers was used for the analysis. SEM in AMOS statistical analysis package was used is this study. The findings showed that a performance management system moderates the relationship between talent management and organizational performance. This suggests that performance management system can be used as a strategy to identify talented employees; integrate, re-strategize and strengthen management-employee relationship to improve their organizational performance.

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