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The
EMPLOYEE PERFORMANCE APPRAISAL/REVIEW INTERVIEW consists of
two stages:
(1) REVIEWING
PERFORMANCE: A "backward" look at how well previously
set goals or objectives were achieved, and the factors that
affected their achievement.
(2) PLANNING PERFORMANCE: A "forward" look at new
goals/objectives to be achieved during the next performance
period.
In the
following sections we will investigate how each of the four
stages of Performance Management is handled, starting with
the Planning of Performance.
It
is important to note that Performance Management is not an
additional responsibility of managers. Rather, it should be
seen as an effective WAY of managing. In fact, managing employee
performance is the essence of a manager's job, along with
business planning, controlling the budget, and managing the
production or client service process.
The
MOST IMPORTANT OBJECTIVES of Performance Management are:
- To
serve as a vehicle for implementing organizational goals
and strategies.
- To
facilitate continuous performance improvement, organization
development and culture change.
- To
achieve quality and efficiency, i.e. to meet the customer's
needs as precisely, quickly and cheaply as possible.
- To
ensure clarity regarding work expectations and standards,
reducing resource wastage and conflict.
- To
continually enhance employee competence through the identification
of output-related training and development needs and strategies.
- To
facilitate performance-based remuneration and rewards.
- To
serve as a legal basis in addressing persistent poor performance.
BENEFITS
OF PERFORMANCE MANAGEMENT
A.
Benefits to the Organization
- Facilitates
the achievement of corporate goals and strategies.
- Facilitates
the management of change.
- Leads
to continuous improvement of performance, systems, processes,
structures, and management practices.
- Leads
to improved productivity and work standards.
- Provides
a basis for enhanced teamwork.
- Limits
resource wastage.
- Ensures
optimal utilization of personnel.
- Helps
build a climate of openness and trust.
- Creates
a participative work culture.
- Establishes
a performance culture - of quality, efficiency and achievement.
- Provides
useful information for Human Resources decisions (Training
and Development, HR & Succession Planning, Career Management).
- Leads
to a competent workforce.
- Serves
as a legal basis to address persistent poor performance.
- Provides
the basis for fair remuneration based on actual performance.
B.
Benefits to Employees
- Ensures
clarity regarding work expectations and standards.
- Provides
a clear basis/yardstick for discussing performance in a
fair way.
- Energizes
and motivates; enhances job satisfaction.
- Is
a tool for assessing employees' competence (or lack thereof),
leading to targeted training and development; helping them
to realize their full potential.
- Facilitates
career development.
- Provides
a basis for improved relationships with line managers and
coworkers.
- Facilitates
regular feedback on performance.
- Provides
a forum to share new ideas and to air views.
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