Managing Performance

 
Performance management is the manner in which management and employee work in tandem to plan, review and monitor the employee’s contribution to the firm. There are many conflicting ways in which performance is conducted in various companies for some it’s an annual process other do it quarterly. 
However, successful companies implement performance management systems in a regular continuous process. The appraisal systems is continuous process involving objective setting reviews of progress, giving feedback and when necessary provide continuous coaching or learning and development opportunities for bridging gaps or to increase competencies.
However, the process has come under heavy criticism by HR professionals and industry leaders. Strong words have been used suggesting that the process should be jettison, thrown out of the window. Others have revamped the process made it lean, paperless to enhance the process. 
On the other hand, HR experts such as Armstrong (2009) suggest that a structured performance approach is important for success and illustrates the cycle as given below

Adopted from Armstrong 2009 
 
On the other hand sadly performance appraisal processes with the company’s the blog writer works is hurried unplanned and unsatisfactory it seem that in many of the organizations, its become a necessary evil that a manage performance periodically and attention to detail or effective planning is lacking. Appraisal systems should motivate employees and lead to job satisfaction and be linked to rewards and recognition. It seem this is not the case in many companies in Sri Lanka. This view international too is reinforced scholars, experts and industry leaders are concern that the performance management system is not effective and that it has to be revamped as suggested in this paper. In fact, performance measurement processes using the bell curve is criticized. With HR professionals and industry captains according to McKinsey, (2016) calling for reinventions in the performance management process. Even Nestle’s that use the Bell Curve Stretch goals process in the early 2010 discard the process after world wide launch of the process and training thousands of employees worldwide says Jaldeen an eminent industry personality who was involved in the process. 
Reference 
Armstrong, M. (2009). A Handbook of Human Resource Management Practice. 12 ed. London: Kogan Page 
Jaldeen, R.M, (2016) Megatrends; Human Resources Management 2020, Published by The Training Partnership. Series 1, Volume 1, 2016. 
 
Mckinsey (2016) Ahead of the curve: The future of performance management. Mckinsey Quarterly, May 2016. McKinsey & Company. All rights reserved.

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Comments

  1. Lakshitha Amarasekara5 July 2018 at 05:36

    Well organized structure and good referencing..Good luck

    ReplyDelete
    Replies
    1. Unknown5 July 2018 at 06:09

      many thanks for your great comment on my blog Lakshitha.

      Delete
  2. darshana5 July 2018 at 06:17

    well structured essay, You have mentioned in reference list Dr. Jaldeen's name, but i didnt see it on intext citation, amend it, good luck

    ReplyDelete
    Replies
    1. Unknown5 July 2018 at 06:30

      Dear Darshana,
      thank you very much for your comment. I will cite it immediately

      Delete
  3. Anonymous5 July 2018 at 06:57

    Rich content and well structured essay, good luck

    ReplyDelete

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