PERFORMANCE MANAGEMENT IN ORGANIZATIONS

Performance Management in Organizations

Performance Management in Organizations

Abstract

A number of companies around the globe are involved with recruitment of quality human resource and hiring people that best fit in for a right job is extremely importan. So in order to hire the employees, there is a criterion based on performance management. In this paper we will closely analyze the relation between performance management in the organization and evaluate the results. The comparison would be seen in terms of performance management between the companies. (Kelliher, 2004, 895)

Introduction

For over 50 years, HR practitioners have sought to move beyond their roles as welfare officers and employment administrators to a more central and strategic position in the management of a business organization. For much of this time their roles as both HR practitioners and as key managerial professionals have been rebuffed by top management teams, who, for the most part, have been trained in accounting, finance or engineering that has affected the performance management. Many HR practitioners are struggling to make this transition. The primary reason for the lack of progress in this endeavor is that HR personnel, the staff who carry out this mission are still trained and encouraged to accept the traditional mindset. HR managers and professionals are well positioned to exercise strategic leadership and contribute significantly to a firm's competitive advantage. This paradigm shift in the value of human resources would permit the HR function to develop into a more strategically significant element in a firm's operation. To function constructively and to play a variety of critical roles more effectively, HR practitioners must master the competencies and develop the skills needed to contribute constructive knowledge within their specific business setting. For example survey analysis reveals a growing proportion of UK HR managers strongly identified with the categories of “advisor” and “change agent”, over the more traditional roles of “service provider” and “regulator”. Based on such findings, a number of researchers believe that competencies related to internal consultation are a critical factor in organizational change. (Looise, 2004, 160) This also holds true for HRM practices ,although some tendencies of convergence of HRM practices in Central and East European (CEE) countries towards general European trends can be identified The special conditions of CEE capitalism as well as the political, economic, social or cultural context for the activities of foreign subsidiaries in Eastern Europe and Russia have also led to a special contextual situation for the transfer of management concepts and HRM practices for managerial and organisational learning.

Discussion

Human resource can manage the administrative issues of the employees within any organization. There are a number of roles that an HR can play and on the final outcome evaluate those results in a respectable manner. So the role of HR becomes crucial within the organization as it plays a key role in handling performance management of different organizations. These roles are as follows:

Strategic partner

The positioning of the HR professional as a key organizational player and a “business partner” is increasingly stressed ...