The Concept of Performance Management

The Concept of Performance Management

Introduction

In recent years, Performance management (PM) has been popularized as a main element of labor management practice within business management practices. The request of Performance Management lies in its apparent capacity in order to deliver progressions and development in labor performance at lesser costs as a means of securing improved organizational performance. Much of the techniques and the language reveal managerial preferences related to how to make most control over labor performance. This control is significantly imperative in public services such as management as they are staffed by practitioners who self-assign as experts. As such, they have a preference of self-regulatory strategies to the administration of their performance.

Discussion

Importance of High Performance

The researcher in 2008 suggested that human resource practices contribute to sustained competitive advantage and influence organizational performance. Many authors have explored different aspects of performance, such as organizational performance, performance management, performance appraisal, performance planning, performance measures, performance standards, and quality management, in order to describe the effectiveness of the organization. Many researchers explored the optimization of human performance at work based on the work system compatibility theory, which identified two main factors, energy replenishment and energy expenditure forces that had an impact on human performance at work. Researcher in 2007 discussed the seven deadly sins of performance measurement: vanity, provincialism, narcissism, laziness, pettiness, inanity, and frivolity (Barney, 1991, 120).

Although different aspects of performance have been addressed, there is not a clear definition of performance. As it applies to this study, performance is defined as (a) the manner in which something or somebody functions, operates, or behaves; (b) the way in which somebody does a job, judged by its effectiveness; and (c) the act of carrying out or accomplishing something such as a task or action. The organization first must define what it is measuring and what the minimally acceptable standards are for each volunteer position, in order to evaluate high performance. Therefore, a high performance is the act of accomplishing a task within defined guidelines or defined roles that are superior to the minimally acceptable standards (Boyer, 2002, 20).

The assessment of organizational performance

A researcher noted in 2003 that organizational performance is primarily a matter of management effectiveness of management's capacity to create the exact culture and motivational structure. One of Researchers in 2004 defined organizational performance or effectiveness as, utilizing organizational resources in a way that maximizes an organization's ability to create value. Some of the authors noted that performance is determined by organizational goals and missions. Therefore, organizational performance is defined as the organization's overall ability to accomplish or meet the organization's goals and mission with its available resources (Daft, 1984, 295).

The concept of performance evaluation in organizations

The researcher identified five factors that influence an employee's performance. The first factor is person characteristics, which consist of skills, knowledge, abilities, and attitudes. The second factor is input, which consists of information provided about the what, when, and how of a position and what resources ...