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Task.1 Based on the customer requirements & organisational objectives develop work objective for the team. Also explain how you are going to communicate work objectives for the team members, communicate, monitor and appraise them.
Performance management is a systematic process for enhancing organisational performance by developing the performance of individuals and teams. It means achieving better results by understanding and managing performances within an agreed framework of planned goals, standards and competency requirements. The process subsist for establishing shared understanding about what is to be attained, for managing and developing people in way that amplifies the probability that it will be achieved in both short and long term. It is possessed and driven by line management.
The performance management can be defined as “the system through which organisations set work goals, determine performance standards , assign and evaluate work, provide performance feedback, determine training and development needs and distribute rewards”, (Briscoe and Claus 2008).
It is much more than assessing individuals. It contributes to the achievement of culture transform and integrated with human capital management, talent management, learning and development and rewarding management. Therefore it aids to attain horizontal integration the bundling of Human Resources practices. As an imperative part of high performance work system, it contributes to the development of more effective work systems which is essentially determining level of performance.
In general the objective of performance for colleagues is to establish a high performance culture in which individuals and teams take responsibilities for the persisting improvement of business process and for their own skills and contribution within framework provided by effective leadership. It is crucial to focus on doing the right things by attaining goal clarity.
The following are the clear and sufficiently detailed work objectives for colleagues:
Empowering, motivating and rewarding them to do their best
Focusing s tasks on the right things and doing them right
Proactively managing and resourcing performance against agreed accountabilities and objectives
Clarifying with each manager the key results and performance standards, colleagues must achieve and gaining his contribution and commitment to these individually and as a team member.
Agreeing with each manager a job improvement plan that makes a measurable and realistic contribution to the unit and plans for better performance
Providing conditions in which it is possible to attain the main results and improvement plans
Developing management training plans to build strengths , to help managers to overcome their weakness and to get them to accept responsibility for self development
Strengthening the motivation of managers by effective selection and succession plans.
Explain and evaluate methods to clearly inform colleagues to deliver the objectives
Performance management is a planned process of which primary elements are agreement, measurement, feedback, positive reinforcement and dialogue. It is concerned with the measuring output in the shape of delivered performances compared with expectations expressed as objectives.
Managing performance is all about coaching guiding, appraising, motivating and rewarding colleagues to assist unleash potential and improve organisational performance. The methods to inform colleagues to deliver the objectives are
Performance Planning is concerned with setting the direction, concluding performance agreements and agreeing personal development plans. It covers what the colleagues have to be done, how it is can be done, and what is achieved. It is forward looking priotising on what the colleague’s have to do to attain their potential and stretching them what they are capable of. It stimulates colleague by giving them the opportunity to perform and develop and by identifying their achievements.
Setting the direction
The direction is set by plan based on the joint exploration of what colleague is expected to do and know how they are expected to behave to meet the obligation of their role and expand their skills and competencies. Expectation is agreed in terms of result to be achieved and the improvements in competence and performance required.
The performance agreement
The performance agreement emerges from the planning process. It is based on the joint discussion and agreement of expectations. It emerges from the performance reviews. It records the agreed direction nd form basis for measurement, feedback, assessment and development in the management process. They described expectations the results to be attained and the skills, knowledge and expertise needed to achieve these results.
The performance management is significant to hive a formal review. This provides the focal point for the consideration of key motivational, performance and development issues of the colleague. It means for considering the future in the light of understanding the past and present and answer the primary questions of “what have we got to?” and “where are going?”. The review gives the manager and colleague the chance to pause after hurly burly of everyday life and reflect on the key issues of personal development and performance improvement. The objective of performance reviews are for motivation, development and communication.
Performance management plays an essential role in a total reward system in which all the elements are connected together and treated as an integrated and coherent whole. These elements encompass base pay, contingent pay, employee benefits and non financial rewards. It is assumed that the central purpose of performance management is to create ratings to inform contribution or performance- related pay decisions. Performance management offers entire range of rewards in order to encourage job engagement and promote commitment. These rewards can take the form of recognition through feedback, opportunities to attain, the range to develop skills and direction on career path.
Task 2. Critically evaluates and monitors work activities as per prevailing legalisation and quality systems in the company.
It is stiff to observe how performance management can be improved as it is progressively embedded without evaluating its effectiveness. It is imperative to figure out how well it is operating so that the communication, training, coaching and guidance can be offered where necessary.
It is visibly imperative to monitor the introduction of performance management very cautiously. It is equally key to proceed to monitor and evaluate regularly, especially after its first year of operation.
The first and the best method of monitoring and evaluation are to ask those involved managers and individuals how it worked. The evaluation can be carried out by members of the project team. The individual interviews and focus group discussion can be additional by a special survey of reactions to the performance management. This could be done anonymously by all the managers and staffs. The result should be fed back to all the concerned and analysed to measure the need for amendments’ to the process or further training requirements. For instance:
Following are the questions that must be answered in an evaluation of performance management
Are performance agreements being completed correctly?
Do they spell out objectives, attribute and competence requirement, work plan and performance improvement and develop schemes.
Are objective being agreed as it should be?
Are they related visibly to key result areas?
Do they meet agreed criteria for good objectives for instance are they demanding but attainable, relevant, measurable, agreed and time based?
Are collegues and teams given scope to contribute to the formulation of higher level objectives?
Are performances standards agreed for key aspects of the job where time- based and quantifiable objectives cannot be set?
Are suitable performance measures being agreed?
Are colleague being provided good back throughout the year?
Are both managers and individuals preparing properly for performances review meeting?
How well are managers carrying out such meeting with particular reference to creating the right atmosphere, working to a clear structure, using praise to get people relax, to motivate and to provide them with support, inviting self appraisal, being positive facing up to the situations and agreeing on objectives and a plan of action.
How efficient has performance management been in motivating employees?
How efficient has performance management been in developing skills?
Have ratings been fair and consistently applied?
Performance related pay
Do the managers and employees feel that the rewards under the performance related pay plan are appropriately and reasonably linked to their performances?
How well do they think that performances – related pay is acting as a motivater?
How well have the performance management forms been completed?
Briefing and training
How efficient have the briefing and training programmes been?
Discuss appropriate methods to measure and assess the performance of colleagues. Explain various methods of providing feedback to the team members. Suggest and implantation & monitoring plan to deal with an underperformance.
Performances management is presumptuous and focus on planning for the future rather than dwelling on the past. But it includes some form of assessment of what has been achieved to provide the basis for performance agreements and development plans, predict of potential and careers plans. In addition, it incorporates rating or other means of summing up performance to encapsulate views about the level of performance reached.
There are seven methods of assessing performance of colleagues which are
Overall analysis of performance
It is presumed that the only way to assess performance of colleague is by rating system. But the organisation is highly taking different view. It will reveal strength and possibly the weakness of colleague which indicate where development can usually take place.
The other procedures for dealing with underperformances
To deal with poor performances it is essential to establish that there is a trouble, diagnose its cause, and decide on what requires to be done by the manager to overcome the problem.
Identify and agree the problem – It is vital to analyse the feedback and gain agreement from the individual on what shortfall has been. Feedback can be provided by the managers. This take place when individuals are aware of their targets and standards, know what performance measures will be used and either to receive feedback or control information or have easy access to it. They will be then in a position to measure and assess their own performances. If they are motivated or trained they will be able take their own corrective action.
Establish the reason for the shortfall
When looking the reasons for any shortfall the manager should not crudely be trying to attach blame. The aim should be for the manager and individual jointly to identify the facts that have contributed to the trouble. This is on the basis of factual analysis that decisions can be made on what to do about it by manager or individual. It is important to identify any causes that are outside the control of the individual which would include external pressure, changes in requirements, system faults, inadequate resources etc.
Decide and agree on the action is essential. The action can be taken by the both parties. This could include any of the actions such change behaviour, change attitude, provide more support or guidance, clarify expectations jointly, develop abilities and skills, redesign the job.
Resource the action – it is significant to provide the coaching, training, guidance or facilities needed to enable the agreed actions to happen.
Monitor and provide feedback
Both the managers and individuals monitor performance is necessary, ensure the feedback is provided or obtained and analysed and agree on any further actions that may be essential.
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