The procedure of monitoring, assessing and evaluating is extremely important to accomplish an effective task which allows the members to improve its quality and to show what has been completed. A few individuals erroneously assume that performance management is concerned just with following regulatory necessities to assess and rate performance. Actually, relegating appraisals of record is one part of the overall procedure (and maybe the slightest critical part). Performance management is the precise procedure of:
• Planning work and setting expectations,
• Continually observing performance,
• Developing the ability to perform,
• Periodically appraising performance in a summary design, and
• Rewarding great performance
Planning …show more content…
Effective managers evaluate and address the developmental needs of their employees. Developing in this instance means increasing the capacity to perform through training, giving assignments that introduce new skills or higher levels of responsibility, improving work processes, or other methods. Providing employees with training and developmental opportunities encourages good performance, strengthens job-related skills and competencies, and helps employees keep up with changes in the workplace, such as the introduction of new technology.
Evaluation is the periodic and systematic collection and objective analysis of evidence on public policies, programmes, projects, functions and organizations to assess issues such as relevance, performance (effectiveness and efficiency) and value for money, and recommend ways forward. Evaluation is critical for generating in-depth evidence for improving performance and decision-making. Inspection/investigation detects wrong doing and verifies …show more content…
Performance audits seek to determine whether money was well spent (whether goods and services were acquired economically, applied efficiently and managed effectively towards achieving the desired goals).
Evaluation is often attempted by outer evaluators to ensure independence. It is done at particular points in a project when goals and targets can be measured against the initial plans. A report is produced that highlights achievements or objectives that have not been met.
• Impact Assessments measure the enduring or significant changes, positive or negative, that have been brought about by a
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At this time expectations and changes would be addressed. After six months, the new performance management program should be audited for effectiveness. During this audit, improvement and/or declines of the organization performance should notated. Feedback from the management staff of the obstacles they overcame and how long did it take to overcome them. Feedback from the employees of how hard was it to adjust to the new
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.
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).
Analyze Tesco’s method of developing its employees. Consider the strengths and weaknesses of such a programme. Tesco’s Method of Development of its Employees: Tesco handles the development of its employees as a shared responsibility although the employee is primarily responsible for her/his development. STRENGHTS WEEKNESSES • Tesco encourage its employees to understand and analyze their skills and abilities about themselves through assessment of strategic questions.
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.
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
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.
Managers have to take different opportunities to coach support and motivate employees. It is not only at the time of performance appraisal that managers have to discuss with individuals about their performance, however there should be several opportunities to support and provide frequent feedback. Moreover, at the time of performance appraisal will be a great time to discuss in detail about the past performance and put in place the personal development plan. Performance management is a continuous process, not a one-time activity which will be done once or twice a year. To sum up, managers should support employee to perform better and put a formal development plan for future development (Craemer, 2010).
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,
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.
Career management Performance management is to identify the employee’s ability to work and to arrange each employee’s job. For example, Starbucks will consider outstanding performance promotion opportunities for employees, therefore the contents of the assessment report is to determine the development of staff’s career, determine the future position of employees in the company.
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. Specific Performance can be granted only by the court in the exercise of its equity powers, subsequent to a determination of whether a valid contract can be enforced exist and an evaluation of the relief sought.
Evaluating methodology is to help with making use of the appropriate methods and tools that will help with the research question. The methodologies used should help with determining the aims and objectives I would like to put across. While I was doing my research, working on a research question what helped me is the conversations I have with people in my close circle. Those questions helped me derive my question which was linked to BRICs as I am fascinated by the course of BRICs and I think it’s an interesting time for us as the youth to be alive.