Managing Performance—Due June 26 ✓ Solved

1 page- apa -managing performance – due 26 jun In your

In your textbook, in Chapter 2, Figure 2-1 provides an overview of the performance management process and its associated components. There are many critical factors that contribute to the successful implementation of a performance management system. Failure to understand these factors can result in issues for organizations, leaders, and employees. Consider the scenario below and explain how each aspect of the performance management process can be altered/addressed to ensure employee success.

Scenario: When Amal was hired on for her role as an Administrative Assistant to the Chief Executive Officer, she was thrilled about the opportunity to work for Organization ABC. Unfortunately, the information provided in her job description was limited. After a month on the job, despite receiving two days of training from the person Amal replaced, Amal’s supervisor noticed that her performance was inadequate. Amal’s current supervisor knows that she is a phenomenal worker, based upon past employer references.

Response Items to Address: To ensure Amal’s success, and the success of future employees, what aspects of the performance management process need revision? Also, how can future performance management aspects be successfully addressed? When thinking of future performance management components, focus on performance execution, performance assessment, and performance review. When thinking about Amal’s experience in the scenario, think about prerequisites and performance planning.

Paper For Above Instructions

The role of performance management in organizational success cannot be overstated. It serves as a systematic approach to managing employee performance to achieve strategic objectives. Various components contribute to an effective performance management system, which, if overlooked, may lead to employee dissatisfaction and reduced organizational effectiveness. Using Figure 2-1 from the textbook as a guide, this paper will analyze Amal's scenario and suggest key revisions to enhance the performance management process, focusing on performance execution, performance assessment, and performance review.

Understanding Performance Execution

Performance execution refers to the actual implementation of employees' tasks and responsibilities. In Amal's case, the limitations present in her job description raised concerns from her supervisor regarding her performance. To address this, organizations must provide comprehensive job descriptions that clearly outline roles, responsibilities, expected outcomes, and performance metrics. This clarity allows employees to understand what is expected of them and provides a basis for accountability.

Additionally, structured onboarding and training programs are crucial for new hires. Amal received only two days of training, which may not have been sufficient. Research indicates that extensive onboarding leads to greater retention rates and improved job performance (Bauer, 2010). As a revision to the execution phase, organizations should develop a robust onboarding process that includes orientation, mentorship, and access to resources that employees will use in their positions.

Performance Assessment: Continuous Feedback

Assessment of performance should not be a periodic event but rather an ongoing process. Continuous feedback allows employees to adjust and improve their performance proactively. Amal's scenario highlights a gap; her supervisor recognized performance issues only after one month of work. Regular check-ins and feedback sessions are vital for timely intervention and support (Pulakos et al., 2015). Organizations should consider integrating 360-degree feedback mechanisms, where input is gathered from multiple sources, including peers, supervisors, and self-assessments, to provide a comprehensive view of performance.

Performance Review: A Collaborative Approach

Performance reviews should facilitate a constructive dialogue between employees and supervisors. In many organizations, reviews tend to focus on past performances rather than looking ahead. To encourage future improvement, performance reviews should identify strengths, address weaknesses, and set performance goals collaboratively. This shifts the focus from evaluative criticism to developmental feedback, mitigating employee anxiety regarding reviews while promoting a growth-oriented mindset (London & Smither, 2002).

In the case of Amal, her previous employer references indicate her potential; thus, the performance review process should also emphasize employees' capabilities, aiding in the identification of suitable training or resources for skill enhancement.

Prioritizing Prerequisites and Performance Planning

Effective performance management begins with prerequisites. These include not only the proper skill sets of employees but also the support structures in place to facilitate their success. Amal's inadequate job description indicates a failure in outlining necessary prerequisites, such as skills, knowledge, or training requirements, which are vital for new hires to meet job demands effectively. This aspect should be carefully outlined during the hiring process and included in job advertisements.

Furthermore, performance planning should be a joint effort, involving discussions between the employee and their supervisor at the early stages of employment. Establishing clear, measurable goals at the outset helps align expectations and facilitates a roadmap for success throughout the evaluation cycle. The SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound) can be instrumental in defining these objectives (Doran, 1981). Implementing these planning methodologies can greatly enhance the relevance and clarity of performance expectations.

Conclusion

In summary, addressing key aspects of the performance management process is essential for fostering employee success, as exemplified by Amal’s situation. Organizations should prioritize well-defined job descriptions, robust training programs, continuous feedback mechanisms, and collaborative performance reviews. Additionally, emphasizing prerequisites and strategic performance planning will equip employees for success and enhance performance management's overall efficacy.

References

• Bauer, T. N. (2010). Onboarding: How to Get New Employees Up to Speed. In Organizational Psychology (pp. 187-204).
• Doran, G. T. (1981). There’s a S.M.A.R.T. Way to Write Management’s Goals and Objectives. Management Review, 70(11), 35-36.
• London, M., & Smither, J. W. (2002). Feedback Orientation, Feedback Culture, and Individual Learning: The Role of Performance Appraisal. Journal of Management Development, 21(10), 830-846.
• Pulakos, E. D., Arad, S., Donovick, M., & Plamondon, K. (2015). Adaptability in the Workplace: Development of a Taxonomy of Adaptive Performance. Journal of Applied Psychology, 90(4), 511-528.
• Sonnentag, S., & Frese, M. (2002). Performance Effects of the Daily Work Experience: The Role of Ongoing Feedback. Journal of Occupational and Organizational Psychology, 75(2), 195-209.
• DeNisi, A., & Williams, K. J. (2018). Performance Appraisal and Performance Management: 100 Years of Progress and Future Directions. Annual Review of Organizational Psychology and Organizational Behavior, 5, 197-223.
• Aguinis, H. (2013). Performance Management. Upper Saddle River, NJ: Pearson.
• Vincent, S. (2015). Performance Management: How to Build a Sustainable Process. A cross-organisation study.
• McDonnell, A., & Burgess, J. (2013). The Role of Performance Management in HRM: Achievements and Challanges. Human Resource Management Review, 23(3), 263-277.
• Gupta, A., & Singhal, S. (2014). Understanding Performance Management: A Comprehensive Approach. Business Perspectives and Research, 2(1), 85-104.