Performance Management in Organization: Achieving Short term and Long term Goals

Introduction

Performance Management is one of the key processes that, when effectively carried out, helps employees know that their contributions are recognized and acknowledged. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and evaluating results. An effective performance management process sets the foundation for rewarding excellence by linking individual employee work efforts with the organization’s mission and objectives, the employee and the organization understand how that job contributes to the organization. Performance management is an overall process which ensures the efficiency of the personnel of the organization and achieving overall goals and objectives. Performance management brings focus on overall results, measuring results, focused and ongoing feedback about results, and development plans to improve results. The results measurements themselves are not the ultimate priority as much as ongoing feedback and adjustments to meet results.

Defining performance management
Performance management can be defined as a strategic and integrated approach to delivering sustained success to organization by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors. To perform well, employees need to know what is expected of them. The starting point is an up-to-date job description that describes the essential functions, tasks, and responsibilities of the job. It also outlines the general areas of knowledge and skills required of the employee an employee to be successful in the job. Performance expectations go beyond the job description. When you think about high quality on-the-job performance, you are really thinking about a range of expected job outcomes, such as
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What goods and services should the job produce? What impact should the work have on the organization?

How do you expect the employee to act with clients, colleagues, and supervisors? What are the organizational values the employee must demonstrate? What are the processes, methods, or means the employee is expected to use?

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In discussing performance expectations an employee should understand why the job exists, where it fits in the organization, and how the job’s responsibilities link to organization and department objectives. The range of performance expectations can be broad but can generally be broken into two categories:

Results (The goods and services produced by an employee often measured by objectives or standards) Actions & Behaviors (The methods and means used to make a product and the behaviors and values demonstrated during the process. Actions and Behaviors can be measured through performance dimensions.)

Performance expectations serve as a foundation for communicating about performance throughout the year. They also serve as the basis for assessing employee performance. When you and an employee set clear expectations about the results that must be achieved and the methods or approaches needed to achieve them, you establish a path for success.

Performance and Organization
Performance management is a means of getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements. An effective performance management process sets the foundation for rewarding excellence:

By linking individual employee work efforts with the organization’s mission and objectives, the employee and the organization understand how that job contributes to the organization.

By focusing attention on setting clear performance expectations (results + actions & behaviors), it helps the employee know what needs to be done to be successful on the job. Through the use of objectives, standards, performance dimensions, and other measures it focuses effort. This helps the department get done what needs to be done and provides a solid rationale for eliminating work that is no longer useful. By defining job-mastery and career development goals as part of the process, it makes it very clear how the current position supports employee growth and the additional opportunities the employee needs to explore. Through regular check-in discussions, which include status updates, coaching, and feedback, it promotes flexibility, allowing you and the employee to identify problems early and change the course of a project or work assignment. By emphasizing that an annual appraisal should simply be a summary of the conversations held between you and the employee during the entire cycle, it shifts the focus away from performance as an “annual event” to performance as an on-going process.

An effective performance management process, while requiring time to plan and implement, can save you and the employee time and energy. Most importantly, it can be a very effective motivator, since it can help organization and the employee achieve the best possible performance.

Performance management and long term goals
The purpose of performance management is to make sure that employee goals, employee behaviors used to achieve those goals, and feedback of information about performance are all linked to the corporate strategy. In achieving the long term goals, the overall goal of performance management is to ensure that the organization and all of its subsystems (processes, departments, teams, employees, etc.) are working together in an optimum fashion to achieve the results desired by the organization. To facilitate the long term goals an organization’s unique circumstance may necessitate more or less focus on certain activities:

• A clear mission statement understood by all employees • Continuous communication of organizational priorities, business plans and progress • Presence of systems focusing on quality improvement • Clear linkage between performance and rewards • Focus on performance of members of all levels • Existence of clear, continuously reviewed, performance standards • Presence of systems to foster high performance • Emphasis on fostering good employee relations These key attributes are the key to achieve an overall performance standard and the overall organizational long term goals. Overseeing performance and providing feedback is not an isolated event, focused in a performance assessment or evaluation. It is an ongoing process that takes place throughout the year. The Performance management process is a cycle, with discussions varying year-to-year based on changing objectives.

Performance management and short term goals
The proper Performance management systems establish when the whole vision of the organizations is separated in parts throughout the organization in individual level. Expected results and the outcome in short term level combine the whole long term goal of the company. Performance objectives and standards are two of the most common methods to define expected results. Both objectives and standards are most useful when, in addition to being written down and verifiable, they are:
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Specific Measurable Attainable Relevant Timely

Specific – Objectives and standards should let employees know exactly which actions and results they are expected to accomplish. Measurable – Whenever possible, objectives and standards should be based on quantitative measures such as direct counts, percentages, and ratios. Attainable – The objective or standard should be achievable, but challenging, and attainable using resources available. Relevant – Individual goals, objectives and standards should be in alignment with those of the unit and the department in support of the University’s mission. Timely – Results should be delivered within a time period that meets the department and organization’s needs. Objectives and standards identify baselines for measuring performance results. From performance objectives and standards, supervisors can provide specific feedback describing the gap between expected and actual performance. When the performance of the employees is SMART, only then it is possible to achieve the short term goals with high efficiency.

Conclusion
Performance management is concerned with communication and involvement. It creates acclimate in which a continuing dialogue between managers and the members of their teas takes place to define expectations and share information on the organization’s mission values and objectives. Like all other systems, performance management systems require continuous review and change. Every change and corporate goals or strategies requires modifications in operational priorities while changes in technology or workforce characteristics necessities new ways of working. This means that a performance management system should evolve in response to emerging priorities. A vision of an organization is the main concern, and the employees are the individuals who give a view of the goal. If the overall performance of the organization is systematic and concerned only then it can achieve its long term and short term goal with high efficiency and effectiveness.

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