Performance Management

2009 ◽  
Author(s):  
Gary P. Latham ◽  
Lorne M. Sulsky ◽  
Heather MacDonald
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Discrete Time ◽  
Time Intervals ◽  
Management Performance ◽  
Appraisal Process ◽  
Ongoing Process ◽  
Time Period ◽  
Or Team

A distinguishing feature of performance management relative to performance appraisal is that the former is an ongoing process whereas the latter is done at discrete time intervals (e.g. annually). Ongoing coaching is an integral aspect of performance management. Performance appraisal is the time period in which to summarize the overall progress that an individual or team has made as a result of being coached, and to agree on the new goals that should be set. Common to the performance management/appraisal process are the four following steps. First, desired job performance must be defined. Second, an individual's performance on the job must be observed. Is the person or team's performance excellent, superior, satisfactory, or unacceptable? Third, feedback is provided and specific challenging goals are set as to what the person or team should start doing, stop doing, or be doing differently. Fourth, a decision is made regarding retaining, rewarding, training, transferring, promoting, demoting, or terminating the employmemt of an individual.

scholarly journals A study on the performance appraisal of employees in jayam engineering works (p) ltd

2018 ◽  
Vol 8 (1) ◽  
pp. 58-75
Author(s):  
Thiagarajan M ◽  
Chandrasekaran S
Keyword(s):  
Job Performance ◽  
Performance Appraisal ◽  
Human Resource ◽  
Human Resource Managers ◽  
Hewlett Packard ◽  
Appraisal Process ◽  
Current State ◽  
Resource Managers ◽  
Performance Appraisal Process ◽  
Structured Questionnaire

Performance appraisal should be a two way approach, both from the supervisor and subordinate. The study presents a review of the performance appraisal process in relation to performance and feedback at Hewlett Packard.  The purpose of PA is  to help the employee perform better, accomplish more and be motivated to work towards making an organization more effective. The performance appraisal is the evaluation of on employee job performance in order to determine the degree to which the employee is performing effectively. Performance appraisal should be designed to show more precisely how well workers are doing their jobs. The Performance Appraisal needs to be very transparent and helpful both to the employees and to the organization. The need is to get a feedback from appraisers and appraises working in the organization, about the current state of the PA. Only after analyzing the current state of PA, the human resource managers can go to the next step of improvements in PA. A survey is therefore required. The type of research chosen is quantitative in nature. The research is undertaken to ascertain the views / opinions of the Raters and Rates working with the company and to suggest appropriate modifications about the existing PA Structured questionnaire has been prepared and discussed personally with the respondents

scholarly journals Impact of Employee Grievance Identification Strategies on Job Performance with Special Reference to Info Park and Techno Park, Kerala

2021 ◽  
Vol 10 (1) ◽  
pp. 33-35
Author(s):  
M. Dhanabhakyam ◽  
P. Monish
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Health And Safety ◽  
Training And Development ◽  
Formal Structure ◽  
It Industry ◽  
Job Commitment ◽  
Management Techniques ◽  
The Relationship

Employee grievance management is considered as the most important aspects of every organization. These grievances may arise from working conditions, health and safety, performance appraisal, relationship with superior and subordinates, training and development activities and personal aspects. Some of the psychological and behavioral aspects are also leads to employee grievances. Grievances are not complaints. The registered complaints or complaints followed formal structure are known as grievances. IT industry faced many challenges over years. Talent management and change management issues, performance management and digitalization are some of the key areas. Hence lot of grievance is filed by employees related with these aspects also. Hence a better grievance management system is essential for every organization which significantly contributes towards job commitment, job involvement, job attachment, productivity, and morale. This paper tries to prove the relationship between various grievance management techniques with job performance of employees in Techno Park and Info Park in Kerala.

scholarly journals Managing the Interpersonal Aspect of Performance Management

2015 ◽  
Vol 8 (1) ◽  
pp. 111-119 ◽  
Author(s):  
Jisoo Ock ◽  
Frederick L. Oswald
Keyword(s):  
Job Performance ◽  
Performance Management ◽  
Performance Appraisal ◽  
Information Management ◽  
Rating Scale ◽  
Wide Range ◽  
Interpersonal Aspect ◽  
Effective Performance ◽  
Accurate Performance ◽  
The Ideal

It is safe to assume that an accurate performance appraisal (PA) is an important prerequisite to an effective performance management (PM) system, because with accurate PA information, management, teams, and employees can engage in the process of identifying and developing a wide range of job-relevant knowledge or skills to improve job performance. However, researchers and practitioners alike must continue to push for PA to be something other an administrative ritual; the ideal goal for PA is for it to contribute to a reliable process that can offer practical help to organizational operations, including PM. As Pulakos, Mueller Hanson, Arad, and Moye (2015) have pointed out, supervisors are concerned about demotivating or disengaging employees by providing PA ratings that are too much lower than the highest rating or ranking that is available, so having ratings that are clustered at the high end of the rating scale is quite common across organizations (Bretz, Milkovich, & Read, 1992).

scholarly journals An Assessment of the Effectiveness of Performance Appraisal System in Educational Institution: IAMTECH Sierra Leone as a case study

2018 ◽  
Vol 6 (06) ◽  
Author(s):  
Ibrahim Abdulai Sawaneh ◽  
Umaru Peter Kamara ◽  
Osman Gbassay Kamara
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Sierra Leone ◽  
Rating Scale ◽  
Educational Institution ◽  
Appraisal System ◽  
Appraisal Process ◽  
Staff Performance ◽  
Performance Appraisal System ◽  
Effective Performance

Human Resource Management (HRM) plays vital role in an educational institutions. HRM is an essential ingredient for changing the scope and dynamism of for evaluating worker’s performance. Performance appraisal permits institution to supervise their employee’s performance relating to competencies, punctuality, pedigree and potentials. Ignoring effective performance appraisal system results to low performance of staff work output.  Institutional objectives can be achieve by effectively applying performance appraisal system with diverse positive outcomes diligently monitoring both academic and administrative staff of the Institute of Advanced Management and Technology (IAMTECH) Sierra Leone. Effective performance management and appraisal system has ultimately improved staff performance and influences their potentials in thinking, and doing work.  Importantly, it brings benefits to employer and employee by creating a plain level ground for both parties.    Furthermore, performance appraisal system delivers a complete assessment of staff performance at IAMTECH with a comprehensive purposes, benefits, and challenges of performance appraisal system.  However the researcher establishes dissatisfaction with some appraisal processes, such as management not backing the appraisal process, authorities are not questioned for not completing their appraisal process on time, and the absence of performance appraisal workshop/seminar/training provided to authorities and staff at IAMTECH and more importantly, the performance appraisal system is done yearly at IAMTECH. IAMTECH uses rating scale, descriptive system and management by objective system methods of appraisal to evaluate employees.  Noting that management by objective is the mostly used method and hence, our method of effective performance appraisal system has created positive influence on job performance at IAMTECH staff and management.      

Clinical Update: Functional Capacity Evaluations—An Update

1999 ◽  
Vol 4 (5) ◽  
pp. 4-7 ◽  
Author(s):  
Laura Welch
Keyword(s):  
Job Performance ◽  
Functional Capacity ◽  
Injury Risk ◽  
Disability Evaluation ◽  
Time Period ◽  
Submaximal Effort ◽  
Lack Of Sleep ◽  
Overall Performance ◽  
Time Required ◽  
Specific Limitation

Abstract Functional capacity evaluations (FCEs) have become an important component of disability evaluation during the past 10 years to assess an individual's ability to perform the essential or specific functions of a job, both preplacement and during rehabilitation. Evaluating both job performance and physical ability is a complex assessment, and some practitioners are not yet certain that an FCE can achieve these goals. An FCE is useful only if it predicts job performance, and factors that should be assessed include overall performance; consistency of performance across similar areas of the FCE; consistency between observed behaviors during the FCE and limitations or abilities reported by the worker; objective changes (eg, blood pressure and pulse) that are appropriate relative to performance; external factors (illness, lack of sleep, or medication); and a coefficient of variation that can be measured and assessed. FCEs can identify specific movement patterns or weaknesses; measure improvement during rehabilitation; identify a specific limitation that is amenable to accommodation; and identify a worker who appears to be providing a submaximal effort. FCEs are less reliable at predicting injury risk; they cannot tell us much about endurance over a time period longer than the time required for the FCE; and the FCE may measure simple muscular functions when the job requires more complex ones.

scholarly journals Performance Management for Growth: A Framework Based on EVA

2021 ◽  
Vol 14 (3) ◽  
pp. 102
Author(s):  
Mihaela Brindusa Tudose ◽  
Valentina Diana Rusu ◽  
Silvia Avasilcai
Keyword(s):  
Statistical Analysis ◽  
Performance Management ◽  
Performance Appraisal ◽  
Business Performance ◽  
Reference Model ◽  
Corporate Sustainability ◽  
Economic Value ◽  
Value Added ◽  
Research Perspectives

Some of the constructs in the field of performance management are intuitive or not empirically validated. This study provides a data-driven framework for measuring and improving the performance through synchronized strategies. The ultimate goal was to provide support for increasing business performance. Empirical research materializes in an exploratory case study and a statistical analysis with econometric models. The case study revealed that a company can improve its performance, even in periods of growth, being characterized by consistent investments. The statistical analysis, performed on a restricted sample of companies, confirmed the results that were provided by the case study. The measurement of performance was made by capitalizing on financial and non-financial data precisely to intensify the interest for corporate sustainability. The obtained results, contrary to previous research that showed that economic value added (EVA) is negatively influenced by the increase in invested capital, open up new research perspectives to find out whether, at the industry level, performance appraisal that is based on EVA stimulates the development of a business’s economic capital. The research has a double utility: scientific (by providing an overview of the state of the art in the field of performance management) and practical (by providing a reference model for measuring and monitoring performance).

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