Performance Management

Performance Management refers to the process of identifying, measuring managing and developing the performance of human resource in the organisation. It is an on-going process in support of accomplishing strategic goals/objectives of the organisation which involves providing feedback, reviewing results, clarifying expectations, setting objectives. Performance management systems mainly consist of three processes. They are performance planning which outlines the main tasks, standards and performance management. Continuous mentorship feedback and coach ship which involves helping and training staff to succeed, removing obstacles and providing them with the necessary tools to succeed. Net is performance appraisal which can be used for promotions

The main purpose of constructive feedback is to help the individual understand what is expected on the job or on their behaviour. This is done when employees are not meeting performance standards, this is why managers need to provide constructive feedback that is honest and is important when issues arise because if not stopped could escalate into greater problems. When providing feedback one must think through what needs to be addressed, be clear about the issues and consequences associated if things do not improve, and approach the discussion with clarity. One must also use a non-threatening tone and language or have the employee describe the situation from their perspective this way the employee identifies/explains the problem and necessary corrective action or plans can take place and help the employee

When a person evaluates someone else, his or her evaluation reflects both the person being assessed and the evaluator 's built in biases. Managers should be aware of their possible evaluation biases, so they can try to eliminate them from the assessment process. Some common rater bias are; the halo effect which is a tendency to form a generalised impression and rate them highly on all the rating criteria than independently for each item. Another error is central tendency it is a tendency to evaluate most employees as "average" when applying a rating scale. For example, given a scale that runs from 1 (poor) to 7 (excellent), with 4 being the average, some managers refuse to use the points at either of the ends. The tendency is for almost all ratings to fall within the 3-5 range. Shorter rating scales (e.g. those with only three points, rather than seven) tend to cause less central tendency bias, but they also become less exact. The leniency bias or strictness bias is a tendency to be more lenient or stricter than his or her peers, when rating employees, OR, is more lenient or strict with one employee as compared to another. Horns is another error it is the opposite of the halo effect bias, with a generally negative impression of an employee resulting results in artificially low ratings. This