Performance Management

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CHAPTER 1

WHAT IS PERFORMANCE?

Performance is often defined simply in output terms – the achievement of quantified objectives. But performance is a matter not only of what people achieve but how they achieve it. * The accomplishment, execution, carrying out, working out of anything ordered or undertaken.’ High performance results from appropriate behaviour, especially discretionary behaviour, and the effective use of the required knowledge, skills and competencies. * Performance management must examine how results are attained because this provides the information necessary to consider what needs to be done to improve those results.

* Actual Results Vs Desired Results.

WHY MANGE PERFORMANCE?

* Encourage and reward behaviors that are aligned with organizational mission and goals * People want to feel what they do adds value and understand their contribution to the team * Curb or redirect non-productive activities

* Strategic Focus

PERFORMANCE MANAGEMENT

Performance management can be defined as a systematic process for improving organizational performance by developing the performance of individuals and teams. It is a means of getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements. Processes exist for establishing shared understanding about what is to be achieved, and for managing and developing people in a way that increases the probability that it will be achieved in the short and longer term. It is owned and driven by line management.

“Performance Management is one of the key processes that, when effectively carried out, helps employees know that their contributions are recognized and acknowledged. Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization. The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and evaluating results.”

Objectives of performance management

* The six top objectives of performance management were:
* To align individual and organizational objectives –
* To improve organizational performance –
* To improve individual performance –
* To provide the basis for personal development –
* To develop a performance culture –
* To inform contribution/performance pay decisions –

AIMS OF PERFORMANCE MANAGEMENT
The overall aim of performance management is to establish a high performance culture in which individuals and teams take responsibility for the continuous improvement of business processes and for their own skills and contributions within a framework provided by effective leadership. Its key purpose is to focus people on doing the right things by achieving goal clarity. The following are the aims of performance management as:

* Empowering, motivating and rewarding employees to do their best. * Focusing employees’ tasks on the right things and doing them right. * Aligning everyone’s individual goals to the goals of the organization . * Proactively managing and resourcing performance against agreed accountabilities and objectives. * Linking job performance to the achievement of the council’s medium term corporate strategy and service plans.

* The alignment of personal/individual objectives with team, department/divisional and corporate plans. The presentation of objectives with clearly defined goals/targets using measures, both soft and numeric. The monitoring of performance and tasking of continuous action as required. * All individuals being clear about what they need to achieve and expected standards, and how that contributes to the overall success of the organization; receiving regular, fair, accurate feedback and coaching to stretch and motivate...
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