Managing performance

Managing employee performance is one of the key drivers for organizational achievement in the present context of firms looking to implement a resource cantered view of the organization. We have witnessed that integrating HRM practices with organizational goals and strategy increases the competitive benefits for the company. Further, managing employee performance within the larger framework of organizational goals is crucial for companies that include employees among their key possessions. Firms in the service business that lay a number of emphasis on employees has to make sure that employee performance is managed in a holistic manner.

Whilst we discuss about employee performance, we need to understand that it's a two way method that ties the manager and the worker with the HR manager playing the role of a mediator. For instance, any dialogue about employee performance has to include the supervisor and the worker or the manager and the managed. Hence, it's vital that both parties to this transaction realize their obligations and work together to ensure that the process is smoothened.

The manager has an obligation to make sure that his management of the employees is free from biases and prejudices. It’s been the case across industries and verticals where the workers feel discriminated which leads to attrition, lower employee morale and in the worse instances, lawsuits against the organization. Hence, the supervisor has to “walk the talk” and not being a pay lip carrier to the corporation’s policies on employee performance. during the course of working collectively as a team, there are bound to be situations wherein friction between the manager and the team and within the team manifests itself. It is incumbent upon the manager to make sure that this does not morph into a corrosive impact that threatens the very existence of the team.

The supervisor has a responsibility to manipulate the team efficiently and so does the employee have corresponding duties as well. Absenteeism, Shirking work, negative mindset and a blasé method to work are a few matters that the employee ought to avoid. It is useful to the employee to know that after she or he is classified as having an attitude trouble, then it would be tough for the worker to interrupt the belief and perform successfully. This does not imply that the worker has to take everything comes his or her path. The factor here is that the employee has to use the channels available for redresses in place of sulking at work if he or she has grievances about the supervisor.

Though the role of the HR manager and the organization seems to be relatively small, it is a fact that organizational goals and culture play a very important part in ensuring that employee performance is managed to the benefit of the organization. Most of us have read about or heard the benefits of working for MNC’s (Multinational Companies) in India. The reason why they are highly talked about is the perception among potential and aspiring employees that these companies treat their people well. Though the point here is not to belittle Indian companies, the objective of this section is to highlight the ways in which organizations can shape the treatment of people in theory and practice.

We have seen the centrality of managing employee performance to the success of the organization. If organizations want to cut down on attrition and boost sagging employee morale, the first thing they can do is to ensure that the employee performance management system is streamlined. Only by a focused approach towards this key driver of organizational effectiveness can the firms ensure that they do not lose out on the “war for talent” as well as “retention” of achievers

References

Abbott, J., 2003. Does employee satisfaction matter? A study to determine whether low employee morale affects customer satisfaction and profits in the business-to-business sector. Journal of Communication Management, pp.333-39.

Armstrong, M., 2010. A Handbook of Performance Management. New Delhi: Kogan Page Limited.

Armstrong, M., 2014. A guide to people management. In Armstrongs Essential Human Resource Management Practices. pp.143-51.

Asare-Bediako, K., 2002. Professional skills in Human Resource Management. Accra: Kasbed Ltd.