Components of Performance Management Systems

Performance Appraisal Systems
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Performance Appraisal Systems
Components of Performance Management Systems
Performance management refers to the consistent process of enhancing performance by setting individual and team goals. The goals must be in alignment with the strategic plan of the organization. Researchers have established that the most plausible way to ensure consistency is by implementing an effective performance management system (Sajid Hussain Awan & Shaheryar Naveed, 2020). Some of the components that an effective performance system should have include planning, appraisal, feedback, improvement, and reviews.
Performance planning refers to a systematic approach geared towards the successful achievement of personal or team goals. It is worth noting that when structuring a plan, it is crucial to factor in the overarching objectives of an organization. In addition, an effective performance plan should be easily understandable and implementable. As important, it should accurately outline the performance of employees. An effective performance plan also outlines the responsibilities the management expects employees to perform every day. It also clearly defines the desired goals that they must achieve in a given period. In addition, it helps to identify the competencies of individuals and build on them. In a word, performances plan monitors and measures the results of individuals throughout the year.
The second component is an appraisal. In the past, many appraisals tended to focus on the deficiencies of employees, which proved counterproductive. The best approach, therefore, is to employ a strength-based evaluation. This focuses on identifying, appreciating, and developing the qualities of employees in consistency with an organization’s goals and objectives. A strength-based appraisal makes employees feel valued and supported, which, in turn, motivates them to scale up their performance (Woerkom & Kroon, 2020). In addition, such appraisals reduce tensions between supervisors and their subordinates. As important, evaluation involves rewarding outstanding employees to enhance performance.
The third component is feedback which goes hand in hand with personal counseling and performance facilitation. Since feedback immediately follows appraisal, the appraiser informs employees of the areas they need to develop. In addition, the appraiser makes an incisive analysis of employees’ performances and provides information on whether their performance aligns with the desired performance levels. Feedback is crucial because employees get honest information regarding their performance. This helps them identify the kind of training and development they require to perform at the required levels (TutorialsPoint, n.d.). That is followed by mentoring and counseling to help employees have the right mental frameworks and enhance competencies.
Feedback is followed by performance improvement plans. This involves defining a new set of goals for the employees. It also outlines the time frame within which to achieve them. Improvement plans explicitly point out the areas that employees need to improve. In addition, the appraiser and the employees agree on a date by which to achieve progress.
The final component is timing or reviews. At best, reviews are done annually, and supervisors review activities that happen in the preceding year, which they, together with the employees, could probably have forgotten. An ideal review system should not be rigid and strict. It should clearly understand the motivations of employees. In addition, it should focus on the future and make it possible for employees to take initiative by approaching supervisors and having conversations touching on performance (TutorialsPoint, n.d.). However, having regular meetings is encouraged as it leads to more accurate and proactive results.
Factors Needed by Managers for an Effective Performance Management System
Without a doubt, managers significantly impact the value of performance management. The success of any performance management model depends, to a considerable degree, on how managers approach the process. An ideal performance manager should have the power to create and sustain high levels of e...