Performance Management: Criticisms And Negative Arguments

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Performance Management
Performance management according to --- is a function that that embraces activities such as articulated goal setting, uninterrupted progress reassessment, regular communication and feedback, as well as coaching for better performance. Likewise, it involves execution of employee development plans and rewarding accomplishments. In other words, performance management focuses on improving employee performance along with effort via a process that supports employees to get personal and professional fulfilment by a feel of purposeful contribution. In organisations, management is responsible for meeting organisational objectives through the involvement of others; through evaluating the performance of systems and human resources.
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The major arguments with most if not all of the criticisms are that: there are rooted on the very undesirable practices, and make the premise that it is infeasible to have performance management that really adds value. If performance failures are only considered, it will only emerge that performance management is inadequate. Apparently, some companies enforce performance management in ways that almost guarantee that it will not work. And so that’s usually what takes place.
There are several reasons why performance management is criticised or fails far many times than it should. One is that most organisations take performance management as an activity about filling out forms about past performance; hence concentrating on the past, instead of expecting problems and directing attention on the present moment or future. Two, performance management in some organisations involves directing attention on faulting employees instead of supporting them and working together. In that case, the issue is carrying out performance to workers instead of with them an issue that leads to failure to realize performance management
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All of which contribute to a serious drag on performance. To circumvent the above criticism raised on failures of performance management, the following recommendations ought to be considered. One is taking time to comprehend what performance management really is and how to apply it, and then how to relate that function to the other human resource functions.
Two is that while most organisations engage in performance management activities, the relatedness and eventual impact on performance differs. Most times, key performance management activities thrive only at communicating results, stopping well before making needed changes. To get the full benefits of growth action plans, organisations ought to establish where the activities are managed and treat them as performance management tools whose intent is to put in order employee conduct with organisational
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