Reply 2 to discussion (The Performance Management Planning & Execution)
Performance Management Process To address the scenario involving Amal and ensure her success, as well as the success of future employees in Organization ABC, it is essential to critically analyze and revise several aspects of the performance management process. We will focus on prerequisites and performance planning in the context of Amal’s experience, and extend to performance execution, performance assessment, and performance review as components of a comprehensive approach to performance management. Prerequisites and Performance Planning 1. Comprehensive Job Descriptions: The limited information in Amal’s job description failed to set clear expectations for her role. Job descriptions should be detailed, outlining specific responsibilities, required skills, and performance standards (Aguinis, 2019). A comprehensive job description serves as a foundation for understanding job requirements and aligning them with performance objectives. 2. Effective Onboarding and Training: While Amal received two days of training, it appears this was insufficient. Training should be structured to cover all aspects of the job, including task-specific skills, organizational culture, and performance expectations (Bauer, 2010). An extended, more in-depth onboarding process can facilitate smoother transitions for new hires. Performance Execution 3. Ongoing Support and Resources: Employees need continuous access to resources and support to perform their tasks effectively. This includes access to necessary tools, regular feedback, and guidance from supervisors (Pulakos, 2009). Ensuring that Amal has what she needs to execute her job effectively is crucial for her success. 4. Clear Communication Channels: Establishing open lines of communication between employees and management can help address uncertainties and provide clarity on job roles and expectations (Cascio & Aguinis, 2008). Regular check-ins and an open-door policy can foster a supportive environment for Amal and her colleagues. Performance Assessment 5. Regular, Constructive Feedback: Performance assessments should be an ongoing process, not just an annual event. Regular feedback sessions can help identify areas of improvement and acknowledge achievements, contributing to employee development (Pulakos, 2009). For Amal, constructive feedback could highlight her strengths and areas needing improvement in real-time, allowing for immediate adjustments. 6. Objective and Fair Evaluation Criteria: Establishing clear, measurable criteria for performance evaluations ensures fairness and objectivity. These criteria should be directly related to job responsibilities and organizational goals (Aguinis, 2019). For Amal, specific benchmarks could help her understand how her performance is measured and what she needs to achieve. Performance Review 7. Development-Focused Reviews: Performance reviews should emphasize employee development, identifying opportunities for growth and learning. This approach can motivate employees like Amal to improve and excel in their roles (Cascio & Aguinis, 2008). Reviews that focus on development rather than solely on evaluation can enhance employee engagement and performance. 8. Goal Setting for Future Performance: Involving employees in setting performance goals can increase their commitment and motivation. These goals should be challenging yet achievable, with clear steps and resources outlined for attainment (Locke & Latham, 2002). For Amal, collaboratively setting goals can provide direction and a sense of ownership over her performance. Conclusion To ensure the success of Amal and future employees, Organization ABC needs to revisit and enhance its performance management process. This involves creating detailed job descriptions, providing comprehensive training, ensuring ongoing support, maintaining clear communication, offering regular feedback, employing objective evaluation criteria, focusing on development in reviews, and setting collaborative performance goals. By addressing these aspects, the organization can create a supportive environment that fosters employee success and aligns individual performance with organizational objectives. References Aguinis, H. (2019). Performance management for dummies. John Wiley & Sons. Bauer, T. N. (2010). Onboarding new employees: Maximizing success. SHRM Foundation. Cascio, W. F., & Aguinis, H. (2008). Research in personnel and human resources management. Emerald Group Publishing Limited. Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717. Pulakos, E. D. (2009). Performance management: A new approach for driving business results. Blackwell Publishing.
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