M3.12 Motivating to Perform in the Workplace

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M3.12 Motivating to Perform in the Workplace
Denise Bell
The Value of Assessing Performance
Our formal system of assessment is through the use of Performance appraisals. Our performance appraisals are a series of constructive, developmental discussions, between line managers and their reports. They focus on helping people to realise their potential. To be effective, appraisals need to be a series of conversations that culminate in the performance appraisal review. It's much more effective (and easier) to appraise performance by regular meetings to discuss progress and provide support, rather than to wait for a single, annual appraisal meeting. An appraisal should not be a top-down process, where one side asks questions and the other responds. An effective appraisal meeting should consist of an open dialogue, more of a two-way conversation. Performance appraisals need to be a joint effort - it's as much about self-appraisal as it is about the manager's view. Appraisals are a shared assessment of performance, where performance is appraised jointly and goals are agreed together. The individual's goals need to be aligned with those of the team or organisation. Performance appraisals should be based on trust and mutual respect. An appraisal works best when manager and employee know each other and there is mutual respect between the two. Such conditions need to be built over time with the manager taking the lead. Appraisals are a key part of the performance management cycle. Appraisals are an important part of performance management, but an appraisal in itself is not performance management. Performance management is a broader process of which an appraisal is only one stage. For example, in the performance management cycle, the review and planning elements typically form an appraisal. However, the development and performance stages are part of the broader performance management process. To manage performance requires more than just a performance appraisal! I like...
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