Performance management has been used as the traditional appraisal system in many organizations. This system, although can seem fool proof, comes with many factors. While there are multiple types of performance management, one will suit best for diverse types of organizations. Performance management builds the relationship between organizations and employees, as well as compensation. Successful implementation of a performance appraisal system is key to the success.
Difference between human resource management and personnel management Human resource management is a strategic approach to managing employment relations which emphasis that leveraging people’s capabilities is critical to achieving sustainable competitive advantage , this being achieved through a distinctive set of integrated employment Policies Programmers & Practices. a lot about the importance of human resources for any organization. The human resources refer to the qualities possessed by the work force or employees in an organization. These qualities include knowledge, values, skills, abilities, cognition, beliefs, commitment, etc., possessed by the employees, without which any organization cannot grow or achieve their objectives. Bratton and Gold (2007) defines HRM as ‘a strategic approach to managing employment relations which emphasis that leveraging people’s capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices’.
Beside this, it helps to coordinate tasks and activities within the organization (Gordon, 1996). Without communication, organizations cannot exist (Martin & Fellenez, 2010). Internal communication is considered to be more than the art and technique of efficiently imparting information, thoughts and ideas to a great number of employees. It has become the most significant feature that empowers an organization to share its vision and galvanize its workforce into action, which makes the organization move forward (Hijji & Badi, 2015). Nowadays, the employee is seen as a corporation’s most valuable asset and therefore, any person in a supervisory or managerial role needs to understand how to care for this major benefit.
For today’s challenging environments, human capitals are playing an importance role in the organization in order to have dominant position in competitive advantage. Human capital developments are indispensable because it is unique and valuable assets for successful today. Undeniable, practices of human capital development is a significant process to employing and selecting the qualified employees to the organization. So, have a systematic functions and proper practices in strategic way not only can retain and attract the employees, it also can let the organization more understand the demand of employees. Development activities, empowerment, training and energetic participation to decision making process are the examples of human resources management (HRM) practices, all of these can assist employees’ to creative innovative ideas and let them active in innovation process.
Talent Management Processes According to Theron (2007:17) the process of talent management is one of frequent development, adjustment and change in order to ensure that the process remains aligned with organizational strategies and goals. The emphasis here is on the notion of Talent Management as a continuous process, rather than as an intervention of limited duration. Talent management is a prudent method of preparing Namport against risks associated with the planned or unplanned loss of knowledge that is critical to Namport’s business continuity. Therefore, Namport consider it is employees as the most valuable resources and it is committed to foster a culture of attracting, developing, and retaining it is talents. People are undoubtedly the best resources for Namport, hence sourcing the best talent have become a priority for Namport to ensure it achieve its objectives and remain competitive.
Also the job performance means the degree to which employees do jobs in specific working conditions granted to them (Mohyeldin & Suliman, 2007). Spector (2008) believed that people can do their jobs well when they have the necessary ability and motivation to have a good performance. In fact, he believes that the ability and motivation, lead to satisfactory job performance. Staff performance is evaluated for two reasons. First, staff development, that this work is done by providing feedback and inform their weaknesses and strengths.
Individual performance has become a growing area for organisations to focus on as managing job performance is important in achieving the organisations overall goals as it is concerned with how people work, how they are managed and developed to improve performance and how to maximise their contribution to the organisation(Atkinson and Shaw ,2006:174). Saks and Gruman (2011:127) state that most of the performance management processes focus on establishing performance goals for employees, assessing performance, and providing feedback.The exception to this process is the performance appraisal process developed by Murphy and DeNisi (2008).The difference with these performance measures were that they were aligned to business strategy, technology and organisational norms. Saks and Gruman (2011:127) further confirm that models of performance management generally follow a sequence of activities within established timelines such as performance agreement, goal setting, performance monitoring, performance appraisal and feedback.Atkinson and Shaw (2006:176) argue that the manager plays an important role in motivating, coaching and enabling performance, organising resources and facilitating any development
This is due to the fact that that employees have a strong preference with working environment which are innovative, creative, and not dependent on macro-management and adherence with fellow colleagues. Management need to maintain conducting the “one-to-one” with their staff they manage directly to mutually set achievable work goals as well as best practices which will help them attain their goals. In order to improve organizational culture, it is advisable that Managers need to empower their staff by delegating more challenging tasks so as to boost the confidence of its employees. The management in service sector needs to set out rules that are viewed as fair to employees which will help in developing a bureaucratic culture. This can be achieved by having a two-way communication channel and by encouraging feedback; for example, having a suggestion box as a tool for airing views and feedback concerning rules set out by Management.
An organization‘s success or failure is highly determined by effective and efficient utilization of resources such as human, material, financial, and information resources at its disposal (Oshagbemi, 2000). Particularly human resources are vital for organizational excellence and they act as one of the main factors for achieving anticipated organizational objectives. It is an important factor of production. A well trained and motivated workforce makes it possible to achieve the organization‘s success at ease. Hence, the proper human resource management is a key instrument for achieving the organizational goals.
It represents a relatively enduring quality of the internal environment that is experienced by the organisational members. • Multi-Dimensional Concept: Organisational climate is a multi- dimensional concept. The various dimensions of the organisational climate are individual autonomy, authority structure, leadership style, pattern of communication, degree of conflicts and cooperation etc. 2.2.2 Determination of Changes in Human Resource Variables The ongoing process that begins with finding the right people through proper planning is Staffing, selecting and recruiting. But staffing doesn’t end once employees are hired, management must keep and nurture its people via training, compensating, appraising and implementing employment decisions that determine the things such as transfers, promotions and