Performance Management
On "Performance" in Organizations
(Performance management is a relatively new concept to the field of management. Performance management literature typically starts out with various examinations of the term "performance". The following information describes how the term "performance" in this library is used in this library.)
Supervisors have conducted performance appraisals for years. Employees have attended training sessions for years. Organization members have worked long, hard hours for centuries. Processes, such as planning, budgeting, sales and billings have been carried out for years in organizations. But all too often, these activities are done mostly for the sake of doing them, not for contributing directly to the preferred results of the organization.
Performance management reminds us that being busy is not the same as producing results. It reminds us that training, strong commitment and lots of hard work alone are not results. The major contribution of performance management is its focus on achieving results -- useful products and services for customers inside and outside the organization. Performance management redirects our efforts away from busyness toward effectiveness.
Recently, organizations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that all businesses must be much more careful about the choice of strategies to remain competitive. Everyone (and everything) in the organization must be doing what they're supposed to be doing to ensure strategies are implemented effectively.
This situation has put more focus on effectiveness, that systems and processes in the organization be applied in the right way to the right things: to achieve results. All of the results across the organization must continue to be aligned to achieve the overall results desired by the organization for it to survive and thrive. Only then it be said that the organization and its various parts are really performing.
Performance Management Applies to More than Employees
Typically, we think of performance in organizations, we think on the performance of employees. However, performance management should also be focused on:
1. the organization
2. departments (computer support, administration, sales, etc.)
3. processes (billing, budgeting, product development, financial management, etc.)
4. programs (implementing new policies and procedures to ensure a safe workplace; or, for a nonprofit, ongoing delivery of services to a community)
5. products or services to internal or external customers
6. projects (automating the billing process, moving to a new building, etc.)
7. teams or groups organized to accomplish a result for internal or external customers
From India, Mumbai
1On "Performance" in Organizations
(Performance management is a relatively new concept to the field of management. Performance management literature typically starts out with various examinations of the term "performance". The following information describes how the term "performance" in this library is used in this library.)
Supervisors have conducted performance appraisals for years. Employees have attended training sessions for years. Organization members have worked long, hard hours for centuries. Processes, such as planning, budgeting, sales and billings have been carried out for years in organizations. But all too often, these activities are done mostly for the sake of doing them, not for contributing directly to the preferred results of the organization.
Performance management reminds us that being busy is not the same as producing results. It reminds us that training, strong commitment and lots of hard work alone are not results. The major contribution of performance management is its focus on achieving results -- useful products and services for customers inside and outside the organization. Performance management redirects our efforts away from busyness toward effectiveness.
Recently, organizations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that all businesses must be much more careful about the choice of strategies to remain competitive. Everyone (and everything) in the organization must be doing what they're supposed to be doing to ensure strategies are implemented effectively.
This situation has put more focus on effectiveness, that systems and processes in the organization be applied in the right way to the right things: to achieve results. All of the results across the organization must continue to be aligned to achieve the overall results desired by the organization for it to survive and thrive. Only then it be said that the organization and its various parts are really performing.
Performance Management Applies to More than Employees
Typically, we think of performance in organizations, we think on the performance of employees. However, performance management should also be focused on:
1. the organization
2. departments (computer support, administration, sales, etc.)
3. processes (billing, budgeting, product development, financial management, etc.)
4. programs (implementing new policies and procedures to ensure a safe workplace; or, for a nonprofit, ongoing delivery of services to a community)
5. products or services to internal or external customers
6. projects (automating the billing process, moving to a new building, etc.)
7. teams or groups organized to accomplish a result for internal or external customers
From India, Mumbai
Hi Deepti,
It is imperative to know the culture of the orgn to see what wud make the people in the orgn motivated enough to bear an impact on their performance....
A hard core Sales driven orgn will have an incentive/commission str such that no amt of non-monetary benefits wud make sense to the people thr
A tech/knowledge driven orgn, on the other hand wud be more appreciative of the efforts of people in KM and IP authorities. Here, a more non-monetary bent of R&R wud make more sense...
my first thots!
Cheers
Kanishka
From India, New Delhi
It is imperative to know the culture of the orgn to see what wud make the people in the orgn motivated enough to bear an impact on their performance....
A hard core Sales driven orgn will have an incentive/commission str such that no amt of non-monetary benefits wud make sense to the people thr
A tech/knowledge driven orgn, on the other hand wud be more appreciative of the efforts of people in KM and IP authorities. Here, a more non-monetary bent of R&R wud make more sense...
my first thots!
Cheers
Kanishka
From India, New Delhi
Hi, Related to the performance management, I would like to know more about Performance Matrix, especially for a SME. Warm Regards, Meenakshi K. Chatta
From India, Ludhiana
From India, Ludhiana
Dear Meenakshi,
A Performance Matrix typically will have a range of vertices to measure performance.....
KRAs
Technical skills / competencies
Behavioral competencies
Aspirations and Achievements / Initiatives
Potential Appraisal
Again, thr wud be different weightages to each parameter depending on
the job profile and the role being assigned to the individual...
but b4 this, an orgn should have the basic docs / reference material ready for an objective and professional assessment such as:
Job Descriptions
Role Profiles
Competency Dictionary / Competency Definitions
Proficiency Levels of Competencies
Weightage Matrix / Grid for each Role
An effective Communication Prog / System to educate the people of the PMS
Objective and Proactive Practice Managers (Reporting Officers) for effective carry out of the PMS
Do revert for furtehr discussion / clarifications
Cheers
Kanishka
From India, New Delhi
A Performance Matrix typically will have a range of vertices to measure performance.....
KRAs
Technical skills / competencies
Behavioral competencies
Aspirations and Achievements / Initiatives
Potential Appraisal
Again, thr wud be different weightages to each parameter depending on
the job profile and the role being assigned to the individual...
but b4 this, an orgn should have the basic docs / reference material ready for an objective and professional assessment such as:
Job Descriptions
Role Profiles
Competency Dictionary / Competency Definitions
Proficiency Levels of Competencies
Weightage Matrix / Grid for each Role
An effective Communication Prog / System to educate the people of the PMS
Objective and Proactive Practice Managers (Reporting Officers) for effective carry out of the PMS
Do revert for furtehr discussion / clarifications
Cheers
Kanishka
From India, New Delhi
Dear Kanishka, Thanks a ton fr the info. I was wondering incase you could show a practicla example of any performance matrix done by you in thge past, if it is not a problem. warm Regards, Meenakshi
From India, Ludhiana
From India, Ludhiana
Dear Meenakshi,
Setting the right metrics / measures is very critical in an SME environment because of maturity of data systems and focus on data. It may not even make sense to have hard measures at all times and it could even be a relevant set of competencies which can be used as basis for appraisal and other downstream processes.
Thanks,
Sourabh
From India, Mumbai
Setting the right metrics / measures is very critical in an SME environment because of maturity of data systems and focus on data. It may not even make sense to have hard measures at all times and it could even be a relevant set of competencies which can be used as basis for appraisal and other downstream processes.
Thanks,
Sourabh
From India, Mumbai
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