PERFORMANCE MANAGEMENT

Performance Management

Table Of Contents

Introduction3

Discussion4

Model for Performance Management5

The Administrative and Developmental Model7

Developmental and Motivational Model9

Legal Approach Model10

Rater accuracy11

Feedback11

Goal setting12

Organizational Performance and Performance Management Systems12

Organizational Justice14

The stakeholder approach16

Conclusion17

References19

Bibliography21

Performance Management

Introduction

Performance management should be the primary goal of any performance appraisal system. While measurement is important, what is critical is what is done with the evaluations. A complete appraisal process includes informal day to day interactions between managers and workers as well as formal face to face interviews, all aimed at improving ratees' levels of effectiveness. In this report we shall study the Model for Performance Management. The four models namely: The Administrative and Developmental Model, Developmental and Motivational Model, Legal Approach Model, and Organizational Performance and Performance Management Systems shall be discussed one by one.

At the end we shall focus on all these models. Appraisal interviews, part of the formal performance management system, are typically done annually to provide feedback to ratees. The appraisal interview often involves discussion of both performance and salary. However, some companies have shifted to a system, referred to as split reviews, in which performance and salary discussions occur in separate interviews. However, research has found that discussion of salary in an appraisal review session has a positive impact on how employees perceive the usefulness of the review (DeNisi, 2000, 129-39). Discussion of salary may have a positive impact by increasing the meaningfulness of the interview session for both the rater and the ratee (DeNisi, and Pritchard, 2006, 253-277).

Formal appraisal interviews are typically conducted once a year and, thus, may not have a lasting impact on performance (Bernardin and Beatty, 1984). Informal day to day performance feedback is probably more useful for that purpose.

Discussion

Effective performance management requires (Dessler, & Lloyd-Walker, 2004, 29-34): (1) identifying and controlling system influences on performance; (2) developing an action plan and empowering workers to reach solutions; and (3) directing communication at performance, rather than at the performer.

Performance Management Plan

Model for Performance Management

Performance management of one-by-one workers differs. It usually encompasses the following: designing work, setting goals, proposing response and reconsiders, proposing possibilities to discover more in one's area, and paying workers who perform well (Fletcher, 2001, 473-487).

Performance management furthermore engages giving response to workers on a more reliable cornerstone than the mean annual review. In its place, an employee's proficiency to exceed or malfunction to rendezvous goals may be supervised on a monthly basis (Levy, and Williams, 2004, 881-906). This presents the worker with either the opening to obtain praises and pays equitably frequently, or to make demeanour alterations earlier if performance is not up to par.

Often workers seem that end of the year reconsiders comprise condemnations of work in the past time that were not ever in an open way considered with the employee (Milkovich, & Newman, 2002, 39-44). The worker advantages from a more reliable model of performance management assessment, since this presents an individual time to address matters and change difficulty issues.

In a performance management model, workers should furthermore be granted ways to augment and evolve in their ...