Employee Performance Management
To effectively manage the productivity in any organization, it is important to apply employee performance enhancement measures. There are performance standards for routine jobs that most employees need to match and if there are incentives for better performance, the healthy competition among employees may raise performance levels. However, the general atmosphere apparently is the most important factor in ensuring not tensed and comfortable co-existence of colleagues and healthy collaboration with managing staff (Cook, 2008) .
It is necessary to understand that employees’ performance is directly related to organizational productivity and its success. Managing employee performance requires good managerial and communication skills. I would like to focus the importance of effective internal communication as a tool to enhance employee morale and general responsibility. Performance management systems greatly very in their complexity – it may start from a non formal chat with an employee, to systems with appraisal forms for different levels of staff.
However, continuous feedback system focuses on regular, effective communication between managers and staff, and consequently minimizes bureaucracy and misinformation. Constant involvement in small scale short meetings or telephone calls may change a lot in an organisation. Sense of ownership is at a great extent higher when the staff members are
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The concept of feedback leans on the following features, as of Cultural Human Resources Council; 1. Focus on simplicity and informality, both in components of the system and its implementation 2. Frequent and unstructured feedback to employees on their job activities and performance 3. An annual review meeting, which allows the manager and the staff to review their job and performance 4. There is normally less focus on the past and more on present and future (Cultural human Resourses Council, 2010).
Historically managing employee performance was considered to implement by wage policy, but recent research shows that one of the most important factors is that people prefer to live and work in not tensed environment. They seek to be understood and appreciated as much as they want it in their non-work environment. In fact people spend most of their time at work and it is quite natural that they will definitely prefer being valued. Face to face communication, written materials and emails are now used more often to emphasize the role of the employee and the need in each and every person in a company.
Even regular newsletter produced for internal usage increases the sense of ownership, which in turn helps that the employee easily adapts to different situations, take part in strategic changes or invest overtime or voluntary involvement in vitally important issues for the organisation (Cultural human Resourses Council, 2010). As a conclusion, I would like to quote PJ Stevens’s words; “One of the most effective ways to fill your company with great people is to keep the great ones around.
Think of all the organisational knowledge, expertise, and know-how that quality staff, bring to work each day. Engage and motivate these high quality human resources and you have a gold mine to tap in to. ” Bibliography Cook, S. (2008). The Essential Guide to Employee Engagement. Philadelphia: Kogan Page. Cultural human Resourses Council. (2010). Managing Employee Performance. Cultural human Resourses Council. Scholes, E. (1997). Gower handbook of internal communication. Hampshire: ITEM Group.