Performance Management Plan

Topics: Management, Employment, Management by objectives Pages: 9 (1650 words) Published: May 16, 2015

Performance Management Plan
Andrea Alberty
HRM 531
May 4, 2015
Yamile Bandera

TO: Traci Goldeman, Atwood and Allen Consulting
FROM: Andrea Alberty
DATE: May 4, 2015
SUBJECT: Performance Management Plan

In order for Bradley to implement a successful performance management plan he must first understand what makes up such a plan. To facilitate the operation of a successful organization, a performance management plan should be in place. Performance management requires attention from every manager on a daily basis (Cascio, 2013). It is the job of the manager to provide each employee with timely feed back. The managers must also focus the employee’s attention on obtaining the overall goals and objectives of the organization (Cascio, 2013). Furthermore, it is important to know that performance management requires a willingness, ability, and commitment on improving individual employee performance every day (Cascio, 2013). For performance management to be successful, the management must define performance, facilitate performance, and encourage performance (Cascio, 2013).

Define Performance
Defining performance ensures that individual employees and teams know what exactly is expected of them. This also allows them to stay focused on effective performance. First the managers must set goals for the employees in the organization (Cascio, 2013). The goals need to be specific and challenging to motivate the employee.

It is important to provide assessments when defining performance. Performance appraisals play an important part in the overall effectiveness of performance management. According to Cascio, “Regular assessment of progress toward goals focuses the attention and efforts of an employee or a team” (2013). These appraisals provide feedback to the employees about their job performance. The appraisal informs them of what they do well, what they need to work on and their overall ability to perform. It is important that Bradley conduct performance appraisals of his employees. Typically, appraisals are done annually, however, Bradley would benefit from conducting these appraisals quarterly. This will allow his employees to be more aware of what their performance and will provide the opportunity to correct any behavior necessary.

Facilitate Performance
An important aspect of being a manager is to eliminate any obstacles that employees may face. Additionally, it is the job of the managers to ensure adequate resources are provided to the employees so they are able to properly perform their job functions (Cascio, 2013). Bradley needs to ensure that his employees have the resources needed to be able to carry out their daily job functions. This may include maintenance on the limos, adequate human resources, or obtaining licenses for the drivers. Additionally, Bradley needs to ensure that he has carefully selected his employees. Hiring people that are not suited to perform the job will lead to high employee turnover or possible overstaffing in an attempt to compensate for the employee’s poor performance.

Encourage Performance
To ensure the success of his employees, Bradley needs to encourage the positive performance of his staff. To do this, he should offer rewards for positive performance. He needs to focus on rewards the employees desire, such as a bonus, and provide it in a timely manner (Cascio, 2013). Offering the rewards after the positive performance will encourage the employee to continue the behavior. He also needs to make sure he is providing rewards fairly and not favoring certain employees. All of this will lead to positive reinforcement and happy employees.

Alignment of the performance management framework to the organizational business strategy The performance analysis must be relevant. Relevance means that there is a clear and obvious link between the performance standards established for a particular job and the organization’s objectives (Cascio, 2013)....

References: Cascio, W. F. (2013). Managing human resources: productivity, quality of work life, profits (9th ed.). Retrieved from Retrieved from The University of Phoenix eBook Collection database.
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