Watch This Video With Brenda Ford Video Transcript Download

Watch This Video With Brenda Fordevideo Transcriptdownload Video Tran

Watch this video with Brenda Forde. Video Transcript Download Video Transcript Prior to beginning work on this discussion, Read Chapters 4 and 5 in Applied Psychology in Talent Management . Watch the Week 2 Discussion Question 2 Links to an external site. video with Brenda Forde. Define and discuss the purpose of a performance management system. What are some of the benefits and challenges of a performance management system?

Next, discuss how you have seen a performance management system working at a current or former employer or research a company online, noting the impact on employee behavior. Your initial response should be a minimum of 200 words.

Paper For Above instruction

Performance management systems are structured processes implemented by organizations to evaluate, develop, and enhance employee performance, aligning individual contributions with organizational goals. The primary purpose of such systems is to ensure that employees understand expectations, receive ongoing feedback, and are motivated to achieve their best work, thereby fostering organizational effectiveness and employee development. By systematically assessing performance, organizations can identify high performers, address performance gaps, and support employee growth through targeted training and development initiatives (Aguinis, 2019). Furthermore, performance management systems facilitate valid performance appraisals, inform decisions related to promotions, compensation, and career progression, and help cultivate a culture of accountability and continuous improvement (DeNisi & Williams, 2018).

Among the benefits of a well-designed performance management system, organizations experience increased clarity of roles and expectations, enhanced communication between managers and employees, and the fostering of motivation and engagement. Additionally, effective systems can lead to improved organizational performance, better talent retention, and the identification of future leaders (Pulakos, 2009). However, challenges exist, such as the potential for bias and subjectivity in performance evaluations, employee anxiety during appraisal processes, and the risk of fostering a one-size-fits-all approach that does not account for individual differences or contextual factors (Aguinis & Pierce, 2008). Furthermore, implementing and maintaining an effective system can be resource-intensive and may encounter resistance from employees and managers unfamiliar with or skeptical of performance appraisal practices.

In observing a performance management system in action, a prominent example is Google, which employs a continuous feedback approach rather than traditional annual reviews. This system emphasizes regular check-ins, peer feedback, and goal alignment, fostering an environment of transparency and ongoing development. As a result, employees at Google demonstrate higher engagement, innovative behaviors, and a clear understanding of organizational expectations (Bock, 2015). The system encourages responsibility and accountability, positively impacting employee motivation and performance. Employees feel more supported, which leads to increased satisfaction and decreased turnover rates. Conversely, some companies face difficulties in ensuring consistency and fairness in evaluations, potentially leading to employee dissatisfaction or perceptions of bias (Pulakos et al., 2019). Overall, performance management systems significantly influence employee behavior by shaping perceptions of fairness, recognition, and development opportunities.

References

  • Aguinis, H. (2019). Performance Management (4th ed.). Chicago Business Press.
  • Aguinis, H., & Pierce, C. A. (2008). Enhancing the relevance of performance management through hypermedia: The path forward. Organizational Dynamics, 37(3), 216-231.
  • Bock, L. (2015). Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead. Twelve.
  • DeNisi, A., & Williams, K. (2018). Performance Appraisal and Feedback. In M. A. Hogg, J. Cooper, & M. R. Schyns (Eds.), Handbook of Organizational Behavior (pp. 150-170). Wiley.
  • Pulakos, E. D. (2009). Motivation to perform and perform well: Perspectives on personnel appraisal systems. Public Personnel Management, 38(2), 151-175.
  • Pulakos, E. D., et al. (2019). Performance management in the digital age. International Journal of Public Administration, 42(12), 1024-1035.

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