WHAT IS PERFORMANCE AND PERFORMANCE MANAGEMENT???

    

Performance  can be identified in many ways. In an organisation or a firm, the performance is regarded as the accomplishment of the organisational targets and goals set by them at the beginning of a tenure. It is basically the total outcome of the individual and organisational goals.  

From an employee point of view, it is defined as the degree to which an employee of an organisation contributes to accomplish the targets of his/her organisation. The term performance includes economical outcomes and behavioural outcomes 

Several definitions on performance are mentioned below, 

·    The Oxford English Dictionary explains performance as “ The accomplishment, implementation, process, and excersise of anything ordered".

·    Kane (1996) also argues that “Performance is what the person leaves after execution of the purpose”.

·    Bernardin et al. (1995) are concerned that “Performance must be defined as the end result of the work given, because they showcase the connection to the goals of the organisation, customer care, satisfaction and economic contributions”.

·    According to Brumbach, “Performance is both behaviours and results. Behaviours originate from the performer and it transforms the performance from concept to action”.

·    “Individual performance is influenced by system factors as well as person factors”, said Cardy and Dobbins (1994).

 

From these definitions of performance, it can be concluded that to strategically manage performance of employees both behaviour and results needed to be considered. This is the integrated model of performance management that includes competency levels, achievements, as well as objective setting and review.

 

Performance Management is not just merely managing performance, it is a goal-oriented process which validate that organisational processes and procedures are in order to attain the optimum productivity of the whole organisation. 

From managing its performance, the organisation can understand how much they have accomplished and how much they need to improve in future regarding their line of work.

Performance management is also described in many ways by many scholars. With performance management, the organisations can achieve innovative, goal oriented, and productive employees as they are satisfied with their own work and work environment. 

That is why it is also considered as a never ending process, since to obtain real sustainable results the planning, managing, recognising and rewarding employees should occur constantly and consecutively.

The success of a good performance management process will reflect in the organisation’s bottom line as achieved goals and targets.The better the performance management process,  individual performance will also elevate. 

Because it promotes positivity, and employees will feel recognised and important if they are treated as the most valuable asset of any organisation. This is why managers must pay attention and attain the best performance management process they have for the beneficial of both employees and organisations.

Performance Management throughout these years has been defined by many.

·    Storey & Sisson (1993) said “Performance Management is a mix set of policies and procedure which has its focus on the achievement of organisational objectives by focusing on the performance”.

·    Fletcher (1992) said that performance is “an approach to creating a shared vision of the purpose and aims of organization, helping each individual employee understand and recognize their part in contributing to them, and in so doing manage and enhance performance of both individuals and organization”.

·    “Performance Management is a way of getting enhanced results from the team members, from a pre set framework of well planned targets objectives and goals”. (Armstrong and Murlis, 1994).

·    “Performance management is about employee satisfaction which helps them to work as effectively and efficiently as possible that favours organisational goals” (Walters, 1995). 

 

The  objectives of any performance management system should be to,

 correct poor performance, 

 sustain good performance,

enhance performance. 

 

All performance management procedures must be designed to generate informative data to gain the most fruitful results in terms of organisational success and employee success.

 

 

REFERENCES

·       Bernardin HJ, Hennessey HW Jr, Peyrefitte J. 1995. Age, racial, and gender bias as a function of criterion specificity: a test of expert testimony. Hum. Resour. Manage. Rev. 5(1):63–77 

·       Dobbins, G.H., Cardy, R.L., & Platz-Vieno, SJ. (1990). A contingency approach to appraisalsatisfaction: Aninitialinvestigationofthejointeffectsoforganizational variables and appraisal characteristics Journal of Management, 16, 619-632

·       Fletcher, C. and Williams, R. (1992). The route to performance management, Personnel Management, 24(10): 42–7. 

·       Kane, J. S., 1996. The conceptualization and representation of total performance effectiveness. Summer, 6(2), pp. 123-145

·       Press, O. U., 2021. Oxford Learner's Dictionaries. [Online] Available at: https://www.oxfordlearnersdictionaries.com[Accessed 10 December 2021]

·       Storey, S. and Sisson, K. (1993). Managing Work and Organisations. Buckingham: Open University Press.

·       Walters, M. (1995), The Performance Management Handbook, Institute of Personnel and Development, London.