Performance Management - Essay Sample

Introduction

Performance management refers to a continuous process of communication between a supervisor and an employee that happens throughout the year, in aid of accomplishing the key objectives of the organization (Hitt, 2017). The communication process involves clarification of expectations, setting objectives, identification of goals, provision of feedback, and reviewing results. The term management refers to a position which is held by trained professionals.

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Performance management is traced back to early 1900s and was advanced by Fredrick Taylors (Winter, 2013). The work that significantly improved the field of management was known as 'Fredrick Taylors Principles of Management' published in 1911. Taylors was against the use of the rule of thumb that was applied in guiding many business practices. He, therefore, introduced a systematic embodiment of guided and more computable principles. He was also against soldiering; a situation where workers agree to perform a task at a certain rate lower than the required to reduce output. Taylor came up with four principles of scientific method developed for each element which substituted the old rule of thumb methods. These principles included development of a true science, scientific selection of the workman, scientific education and creation of the workman, and intimate and friendly cooperation between the management and the workers to ensure all work is performed based on the principles of science which have been developed to prevent soldiering (Short, 2011).

Real Time and Motion

In the new real-time method analysis, each job was provided with its standards for deliverables and the work was consistently advanced through observation and analysis. Moreover, rewards in the form of incentive payment were provided to employees whose productivity went beyond the set targets. The advantages of this method are that you need not to wait to know how an employee is performing his or her task, presence of daily and statistically reliable data that offer charts for the management team, employees, and peers to view and have a comment. Also, the consistent reporting enables the management team and employees to update the progress of the project and investigate factors that hinder the project and how they can be eliminated for the project to move to the next level or to reach completion. Furthermore, it removes a lot of time required for obtaining answers, and the analysis given by those individuals tasked to work on the project scale down the bias pertaining to annual one-on-one reviews. The employees in every organization appreciate more frequent feedback based on their job performance. This frequent feedback is also more relevant and generates minimal trouble for supervisors (Winter, 2013).

Traditional Annual Evaluation Method of Performance Appraisals

This method of employee's appraisal was based on collecting evidence of all employees' performance in the entire year to determine individual contribution. Several organizations tried as much as possible to provide reviews of the midyear, but, minimal effort was made to rectify problems with the assigned objectives. Furthermore, the corporate representative made minimal to no adjustments to influence productivity positively by using employees' performance plan. Regularly, the midyear review was incomplete, and no one was held responsible. This method of appraisal was exhibited to create frosty relation among supervisors, employees, and their peers.

The disadvantage of this method is that it encourages forced ranking, which has a detrimental effect as it stimulates competition among peers. The forced ranking has indicated that it does not boost production but, rather, generate hostility among peers, workers, and supervisors. Another disadvantage of this method is that it may lead to legal risk against the company. The legal risk may arise if there were discrimination and violation of the law during a performsance review. An organization may face legal suits if a portion of their review has disproportionate negative impacts on a protected group of people. Another instance that can lead to legal suit is where there is a complaint from a worker of demotion, dismissal, unfavorable transfers, and criticism from superiors arising from performance appraisal (Vranjes, 2016).

The current employees should be taught the value of scientific management to enable them to perform their task in a machine-like manner to promote efficiency and increase sales and profit. Secondly, it is crucial for employees to indicate time and motion required to do a specific job. Also, workers should be taught on the value of the division of labor and specialization (Bell, 2011).

I will support Real-time feedback coaching system since it encourages recognition and motivation of employees, accommodate millennials, promote transparency and production of quality data, discourage annual performance reviews since they are no longer effective, and lack stack ranking or stack ranking is out (Rodsevich, 2016).

Frederick W. Taylor has an affirmative response to the real-time feedback coaching system; this is because the system allows employers to engage with employees through visibility, collaboration, and coaching. This system empowers employees to target specific areas of development and create a path for career mobility. Sum Total makes organizations acquire real-time feedback connected to particular goals and expertise to make performance discussions have a meaning and enhance motivation. Furthermore, the information obtained from real-time enhances prediction and gives a clear image of how an employee will perform at its maximum potential in future. Lastly, it enables the supervisors to have a SWOT analysis of employees, which enable them to plan their growth and development (Ghosh, 2018).

References

Bell, R. L. (2011). Teaching present-day employees the value of scientific management. SuperVision, 72(6), 5-8.

Ghosh. (2018). Time for HR to get real with real-time feedback. Retrieved from https://www.hrtechnologist.com/articles/hr-analytics/time-for-hr-to-get-real-with-realtime-feedback/

Hitt, M. A. (2017). Oxford handbook of strategy implementation. Oxford, OX: Oxford University Press.

Rodsevich. (2016). 6 reasons why your company needs real-time feedback. Retrieved from https://talentculture.com/6-reasons-why-your-company-needs-real-time-feedback/

Short, J. C. (2011). The Debate Goes On! A Graphic Portrayal of the Sinclair-Taylor Editorial Dialogue. Journal of Business and Management, 17(1), 43.

Vranjes. (2016). Reduce the legal risks of performance reviews. Retrieved from https://www.shrm.org/resourcesandtools/legal-and-compliance/state-and-local-updates/pages/reduce-the-legal-risks-of-performance-reviews.aspx

Winter. (2013). Unitiii - unit iii study guide evaluating performance course learning outcomes for unit iii upon completion of this unit students should be able to 5. Retrieved from https://www.coursehero.com/file/20096654/UnitIII/s