Performance Management Process (PMP) There are several researchers who wrote about performance management process in a different approach. However, most of them focussed on the same ideology and concepts. Craemer (2010), effective PMP should encompass a lucid communication of expectations, a well defined instruction, and detailed of responsibilities that supports employee’s development (Craemer, 2010). An effective PMP (Performance Management Process) is a bridge that links between strategic business objectives, employee’s daily responsibilities and tasks (Aguinis, 2014).
Essay Topic: Having a best practice performance management strategy is key to an organization’s ability to gain a competitive advantage. An effective human resource strategy is a fundamental aspect on which organization builds its success. Organizations which have adopted performance management as their pivotal strategy work by defining appropriate goals, assessing employees’ performance on established benchmarks and critically evaluating any gaps between the actual and expected performances. Hence, there is always a room for an improvement and they gradually achieve the success which they had envisioned.
Specific performance is an extraordinary equitable remedy that compels a party to execute a contract accordingly to the precise terms agreed upon or to execute it substantially so that, under the circumstances, justice, will be done between the parties. Specific performance grants the Plaintiff what he actually bargained in the contract rather than damages (pecuniary compensation for loss or injury incurred through the unlawful conduct of another) for not receiving it. This Specific Performance is an equitable rather than legal remedy. By compelling the parties to perform exactly what they had agreed to perform.
The participatory approach has the evaluation manager/coordinator collaborate with the stakeholders to define the evaluation’s objectives, to develop its methodology, to collect and interpret information, and to develop conclusions and recommendations. The stakeholders’ role is to work with the evaluation team, participate in collecting additional information, and describe their experiences (Aubel,
1. The importance of the three performance standards is that they have a curriculum that has learning activities that are developmentally appropriate they have skill and knowledge domains and assessments on each child. (Morrison, 2013) The staff at Head Start are caring and we try to make sure that children are ready for kindergarten which is school readiness. They make sure they are healthy so the children can learn and grow.
For example, program evaluations can address a needs assessment, theory and design, implementation of a program, effectiveness, or efficiency (Rossi, Lipsey, & Freeman, 2004). These different models serve different purposes for the organization. For example, a needs assessment is usually performed to determine whether the organization is properly serving its population or whether there are other services the population can benefit from. On the other hand, an implementation evaluation is used to figure out whether a program has been properly implemented to serve its purpose. Ultimately, program evaluations are performed by evaluators to assess the outcomes and efficiency of an organization.
It enables managers to close the loop in the plan-do-check-act management cycle (PMI, 2005). Earned Value Management has become the most commonly used method of project performance measurement (Chen and Zhang 2012). Practitioners also refer to Earned Value Management concept as Earned Value Project Management, Earned Value System or Earned Value Analysis, but there is no much difference between these terminologies. Earned Value Management offers the project manager a tool to timely evaluate the general health of a project along the life of the project. Particularly Earned Value Management has been used to estimate cost and time to complete, identify cost and schedule impacts of known problems, accurately portray the cost status of a project, trace problems to their sources, portray the schedule status of a project, provide timely information on projects and identify problem areas not previously recognized (Kim and Duffey 2003).
Identify 3 components of performance management system: A) Performance Planning: It’s the first component of any performance management, is the process to link the individual performance to the team and to the organisation objective. This should be clearly cascaded which shows the objective at all levels from start from down individual employee up to the organisation objective and its strategy. The performance planning is done jointly by the employee and his line manager, as the employee has to understand his target and objective to achieve. B) Performance appraisal and review:
Moreover, the objective of Performance Management is to process for developing individual & business performance which is a part of the reward system in the most general sense. It intends to improve performance of the individuals & teams. It aims at better results through agreed framework of planned goals, standards & competency requirements. Performance management is about finding answers to "What is to be achieved" and "How it is to be achieved” which helps find better & effective ways to improved business results.
Impact assessments answers the whether the goal of the project was met and whether the effects were caused by intervention. There are three major designs for evaluating structural interventions: adequacy, plausibility and probability Adequacy is to be sure the intervention meets the objectives. Plausibility observes changes against a non- random group. Probability does involve randomization.
Traditional PM systems which exclusively pursue the success criteria of cost, time, quality and meeting technical requirements have become considered ineffective (Bourne et al., 2000; Walton and Dawson, 2001). A common approach is to focus on multiple stakeholders' expectations (Bryde, 2003b; Maylor, 2001; Tukel and Rom, 2001). This has led to a new set of difficulties in developing models for measuring performance because stakeholders' needs are often difficult to manage and measure (Boehm and Ross, 1989; Maylor, 2001) and there is sometimes resistance to going beyond the traditional criteria due to commercial pressures (Chan et al., 2003). These difficulties have resulted in limited literature on more holistic performance assessment frameworks
2.1PERFORMANCE MANAGEMENT: Purpose Each individual who is responsible for the performance management of an employee or employees shall be held accountable for carrying out these responsibilities in accordance with this policy. At Etihad we refer to the performance management process as I Achieve. The purpose of the I Achieve performance management process is to: A) Align individual performance with organizational business plans by agreeing i) clear objectives and ii) standards of behavior in line with company values.
1.2 Concept and definitions of Performance Appraisal Over a period of time, the system of performance appraisal has found roots and become prevalent in nearly all organisations. There are large numbers of definitions explaining this concept. Let us derive the meaning from the roots of the words. The two words are: Performance and Appraisal. Therefore, we need to part them in the beginning.