The Role of Human Resources in Performance Management

 

Importance of Human resources in Performance Management.

According to ATG Educational, (2008) Human resource management has many facets. Some businesses may feel overwhelmed and unsure where to begin making improvements. This is especially true for organizations that do not have a team or department dedicated to human resource management.

Every organization desire skilled and qualified employee to make their organization capable and beneficial. The organization used performance evaluation to strengthen and motivate employees to stay on track with the organization's goals.

Involvement of HR in Performance Management

HR plays an important role in performance management because their guidance is required for managers to have a smooth performance appraisal discussion. HR plays specific roles in performance management, such as performance planning, performance coaching, and performance review.

A more detailed explanation is given below.

 

Performance Planning - The first step should be to set goals by focusing on what employees want to accomplish in a specific time frame. Employee goals should be linked to and aligned with the goals of the company (Martocchio, 2017). Employees must understand the performance management system. Indeed, the supervisor and the employee meet at the start of each performance cycle to discuss and agree on what needs to be done and how it should be done. This discussion of performance planning includes an examination of both results and behaviors, as well as a development plan. (Aguinis, 2013).

 

Performance Coaching - To be considered procedurally just, performance requirements must be clarified, and employees must be provided with coaching to address performance deficiencies (Heslin & Vande, 2011). Employees will be given directions on how to redesign and focus their performance. Employees will have varying levels of characteristics and may work on various tasks, be proficient in other skills, and require assistance from other fields. As a result, managers must understand the diverse needs of their employees and guide them in a way that meets those needs. Employees who take this step will benefit from their success (Sharma, 2019).

 

Performance Review - A quality-driven HR performance evaluation rated improving employees' performance as the highest criterion. The primary goal of HR performance evaluation in a quality-focused context should be to assist employees in improving their performance (Soltani, 2003). Once discussed, new strategies for further development can be regenerated; however, these new plans should follow the same process that HR has implemented, as this will result in a new beginning (Rothwell, 2013).

Benefits of Engaging HR to Performance management

• Feedback Agreement- Employees will be given a feedback form to complete at the end of the appraisal, which will aid in determining whether a fair process was followed (Grote, 2011).

• A performance evaluation will be adhered to predetermined procedure- The evaluation process will be carried out in accordance with a plan developed and reviewed by HR professional. This will reduce the number of unnecessary hassles that employees must endure (Swarnalatha & Prasanna, 2013).

• Resolving employee conflicts- Seeing as HR was involved in the process, the employee will believe that they were treated equally during the evaluation (Stephen , et al., 2017).

• Being an employee and organization's spokesperson- When conducting and planning performance appraisals, HR will act as a liaison between the organization and the employee (Davis & Shannon, 2011).

• Documentation and Data- Employee performance documentation and conversations with the employee about the performance, whether positive or negative, should be created and maintained (Mitchell & Gamlem , 2017).

References

• Aguinis, H., 2013. Performance Management. 3rd ed. London: Pearson.

• ATG Educational, 2008. Human resource management at organizational level. 1st ed. London: ATG Educational.

• Davis , A. & Shannon, J., 2011. The Definitive Guide to HR Communication: Engaging Employees in Benefits, Pay, and Performance. 1st ed. United States: PH Professional Business.

• Grote, D., 2011. How to Be Good at Performance Appraisals: Simple, Effective, Done Right. 12th ed. Boston: Harvard Business Review Press.

• Heslin, P. A. & Vande, D. W., 2011. Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory. Journal of Management, 37(6), pp. 1694-1718.

• Martocchio, J., 2017. Human Resource Management. 15th ed. New York: Pearson.

• Mitchell, B. & Gamlem , C., 2017. The Big Book of HR, Revised and Updated Edition. 2nd ed. New Jersey: Career Press.

• Rothwell, W., 2013. Performance Consulting: Applying Performance Improvement in Human Resource Development. 1st ed. California: Pfeiffer.

• Sharma, R., 2019. Human Resource Management for Organizational Sustainability. 1st ed. New York: Business Expert Press.

• Soltani, E., 2003. A TQM Approach to HR Performance Evaluation Criteria. European Management Journal, 21(3), pp. 323-337.

• Stephen , P., R., DeCe, D. A. & Coulter, M., 2017. Fundamentals of Management. 10th ed. London: Pearson Education.

• Swarnalatha, C. & Prasanna, T. S., 2013. Leveraging Employee Engagement for Competitive Advantage: Strategic Role of HR. Scholarly Journal, 2(1), pp. 139-148.