Elements of Effective Employee Performance Management Review

According to Harvard Business School Press (2009), when it comes to keeping employees aligned with individual goals and the overall goals of the company, employee performance appraisals are critical. Managers can use a beneficial approach to assessment. Managers must spend enough time preparing for reviews because they usually determine future career paths and performance growth. A favorable review with clear expectations, acceptable examples, effective research, and anticipated action steps motivates employees to complete their assigned tasks (Amaratunga & Baldry, 2002).

 

Implementing a performance management system will not directly resolve or improve employee performance issues (Coleman, 2009). The organization must invest in resources to ensure that managers and other employees have access to the PMS system. Unless this is considered a compliance activity, the system has identified several elements that provide managers and their employees with an effective and useful performance assessment. The use of the four items listed below helps to maintain high morale and plan for greater business success (Poole, 2013).

 

Planning: A proper plan will result in a thorough performance evaluation. By reviewing previous appraisals and setting objectives, you can get a clear picture of an employee's success and areas for improvement. These findings will help guide the review and communicate the expectations you have for the employees (Falcone, 2017). Employee expectations can be influenced by a variety of factors, including resource availability, scheduling, and external factors. Performance management planning should address any issues that arise because of employees' attempts to meet these expectations (Gautam & Jain, 2016).

 

Collaboration: Employees should set aside time to go over their performance reviews and prepare to answer openly with managers questions about their current workflow with aligned objectives. The process should encourage employees to share information, assist in highlighting activities for training and learning, and receive support from peers and managers. McCain (2016) explains this as "collaboration among managers and employees."

 

Positivity: According to Fletcher (2001), positive feedback is required in good performance appraisals. Employees, according to the research conducted and identified, need to feel appreciated in the organization for their efforts. In general, feedback can be categorized as either positive or negative. The individual's perception of the same rating (e.g., a 4 on a 5-point scale) depends on the individual and is likely influenced by factors such as past performance and personal goals. Indeed, subjectivity is an unavoidable aspect of performance evaluations and feedback (Satoris et al., 2013).

Action Plan: Identifying areas for development, suggesting solutions, establishing ownership, establishing performance criteria, and setting a timeframe for achievement are key elements of the employee development strategy that led directly to the action plan (Viswesvaran, 2004). To ensure the organization's and employees' success, the objectives outlined in the employee performance plan must be translated into effective steps and activities. The employee should follow the steps outlined in the action plan to advance in the organization (Harvard Business Review, 2015).

References

• Amaratunga, D. & Baldry, D., 2002. Moving from Performance Measurement to Performance Management. Facilities, 20(5/6), pp. 217-223.

• Coleman, T., 2009. Recommendations for implementing performance management systems in organization. s.l.:university of Wollongong.

• Falcone, P., 2017. 101 Sample Write-Ups for Documenting Employee Performance Problems. 3rd ed. New York: AMACOM.

• Fletcher, C., 2001. Performance appraisal and management: The developing research agenda.. Journal of Occupational and Organizational Psychology, 74(4), pp. 473-487.

• Gautam, A. & Jain, S., 2016. Implementing Performance Management Systems: A Strategic Tool for Human Resource Management.

• Harvard Business Review , 2015. Performance Reviews (HBR 20-Minute Manager Series). 1st ed. Massachusetts: Harvard Business Review Press.

• Harvard Business School Press , 2009. Becoming a New Manager: Expert Solutions to Everyday Challenges. 1st ed. USA: Harvard Business School Press.

• McCain, D. V., 2016. Evaluation Basics. 2nd ed. Alexandria: Association for Talent Development (ATD).

• Poole, L., 2013. Perfect Phrases for Coaching Employee Performance: Hundreds of Ready-to-use Phrases for Building Employee Engagement and Creating Star Performers. 1st ed. New York : McGraw-Hill Education.

• Satoris, S., Culbertson, Henning B, J. & Payne C, S., 2013. Performance appraisal satisfaction: the role of feedback and goal orientation. Journal of Personnel Psychology, 12(4), pp. 189-195.

• Viswesvaran, C., 2004. The Human Resources Program - Evaluation Handbook. Personnel Psychology, 57(2), pp. 520-523.