Part I: Topic IntroductionPerformancemanagement is a crucial part of effectively operating an organization and itplays an important role in organizations across many different industries.
Itis a way for organizations to set and realize their operational objectives. Ifperformance management is used effectively it can increase employeeproductivity and performance through proper guidance and constructivemanagement feedback. The observation is apparent with the fact that performanceevaluation helps the pertinent companies in making sure they increase theirperformance, productivity, and effectiveness (Cardy & Munjal, 2016). Apparently, what isperformance management and which are the specific attributes that make it vitalin enhancing the aforementioned concepts in respective workplaces? The answerto this question is that performance management is typically a form of employeemanagement that happens to be related to the traditional annual performancereports.
Unlike the annual reviews that have various drawbacks that arereflected in their failure to give the clear situation in the organization,performance management is considerably effective. The statement is made on theconception that performance management is typically an association between theemployees and the supervisors, which is in the form of dialogues.In relation to performance management, the dialogue between thetwo parties herein is usually focused on understanding the employees’ feedback,expectations, as well as making sure there is ample planning for guaranteeddevelopment. The expectations are two-sided since the organization also has itsexpectation regarding the employee’s performance and this is the one reason newemployees need to be educated on the same (Gliddon, 2004). That is, by beingfocused on the employees’ functions and how to improve their productivity,succinct attributes associated with expectations such as key responsibility,position purpose, and performance standards need to be succinct.In understanding the significance of the topicperformance management, the chosen articles are key factors for thiscomprehension. First, according to Gliddon’s (2004) article, Effective performancemanagement systems current criticisms and new ideas for employee evaluation,performance management is discussed as being an activity that involves dialoguebetween the supervisor and employees. However, the process is also perceived tobe vital and also erroneous if the right tools are not assimilated.
Forexample, lack of necessary knowledge, skills, as well as management supportmakes the evaluation processes uncomfortable; more so, among the employees, inthe process of giving their feedbacks. As a mitigation strategy, this articleis keen to indicate that effective performance management should be one thatinvolves the creation of vision, which is perceivably good in motivating theemployees to continue making necessary improvements.From Cardy and Munjal’s (2016) article, BeyondPerformance Ratings: The Long Road to Effective Performance Management,performance evaluation is discussed as being a major source of dissatisfaction.As a result, performance ratings are hardly embraced because even the topperformers get anxious contemplating of what will be assessed. This is usuallyinstigated by the notion that putting a number on performance will increaseconcerns regarding organization’s equality. In the final article, Trainingevaluation: perspectives and evidence from Canada, performance managementis reasonably a vital tool; however, there is the need to understand theinherent tenets since failure to do so is considerably catastrophic. In fact,as of this article’s argument, the performance rating is categorically not theproblem with performance management.
That is, even with their elimination theorganizations need to determine the performance, which has to be assessed. Itis on this conception that Kirkpatrick identified four levels, which includereaction, learning, behavior, and organizational results. Part II: Research FindingsFor a fact, performance managementis perceived to be vital. In particular, it can help an organization transformfrom an almost bankrupt situation to recording exceptional results. For such anoccurrence, based on performance management principles, the pertinent company’sCEO need to make a crucial step, which is making sure that the organization’ssurvivability is guaranteed (Blanchard, Thacker, & Way, 2000). For this tosubstantiate, it is not typically an easy process; however, through hard workand focus on the employees’ significance; the company manages to get there. Thearguable aspect about this occurrence is that it could be instigated by theestablishment of solid footing in financial perspectives, which happened torevitalize its culture. The transformation, in this case, entrenched in theoverall process of changing the company’s communication culture.
Analyzing thisconcept from the identified concepts as expressed in the three articles, it isapparently clear that setting operational goals is essential as a concept thatplays the supplemental roles. Operation management, in this case,performance evaluation is approached in a way that it gives a succinctunderstanding of procedures basic to objective management. For instance, as ofthe Management by the Objective approach, the specific course of actionsinvolves setting the company’s goals as well as assimilating the best tacticstowards their achievement. Additional to this, the 360 modes of evaluation isbelieved to be fundamental on the basis that it gives an overall evaluation ofthe employees’ performance and contribution to the company. The ultimateconcept conveyed in these modes of evaluation is that performance management,in Canada is important since it helps determine the worker’s chances oftraining, promotions, and career development (Blanchard, Thacker, & Way,2000). The clear-cut fact about this is that performance evaluation isnecessary since it helps in the overall management process in the sense that itgives the employees the right guidance as well as make sure that theireffectiveness is not compromised. Additionally, performance evaluation is anorganization’s backbone based on the fact that it helps identify the topperformers and make sure that they are awarded accordingly. As of the practitioners’ understanding ofperformance management concept, a company benefits from this administrationprocess if its overall aspect of performance evaluation is all a concept basedon understanding the workers’ crucial factors such as empowerment and positivefeedbacks (Gliddon, 2004).
The outcome of this is that the company took theinitiative to see that it was not only focused on the employees’ effectivenessbut also keen on understanding the consumers’ perception. By adding consumers’perception in performance evaluation, the companies enjoy various benefits thatinclude being more effective and smarter in each one of their operations. Withevery single process being more cross-functional, teamwork was a strong facetthat made the overall process revitalization successful. Further, into this,solidified and collaborative working environment may be said to have beenindispensable; more so, considering that its success replicated in the victoryof the four key priorities. The focus, herein, as well as transformed processattributed to the fact that the four key priorities were entrenched in thecompany’s performance structure and focusing on them, translates to a morefocused approach (Cardy & Munjal, 2016).From the analyzed articles and their insighton the whole story of performance management, it is debatably clear thatperformance management may be viewed as being advantageous, but also with somevarious drawbacks. According to Cardy and Munjal, performance evaluation isapproached as being an uncomfortable aspect since it causes dissatisfactionamong the practitioners as well as lost focus among scholarly research (2016). The outcome of this is that there have beensuggestions that performance evaluation needs to be eradicated since it isbelieved to be a misguiding tool.
Despite the questions and debates, somecompanies still believe that it is an indispensable tool, which has helped mostcompanies to recover from an almost bankrupt situation to exceptionalperformances. The prevalence of performance management despite the associatedfailures is seen to be as a result of the fact that ratings are actually notthe major problem. The problems that may hinder an organization’s progress aretherefore said to be as a result of poor management approach.
Evidence for thisis clear with the fact that even the top performers at times experience anxietyknowing that they are being assessed.A more succinct notion about performance managementand its effectiveness in an organization can be understood in the reflection ofthe 360-degree system, which is seen to have some problems considering that itsreliability and perspective is poor. This argument is based on the fact thatperformance ratings tend to offer different opinions that are in most casesimperfect. The problem as discussed in BeyondPerformance Ratings: The Long Road to Effective Performance Management maythus be seen as being instigated by the management perception of it as abureaucratic tool. This perception is misinformed since performance evaluationneeds to be perceived as a beyond performance tool since thisis the only way the pertinent administration is sure to make the necessaryassimilations and changes. A bureaucratic approach in any given organization isnot welcomed by the employees, and this is the one reason this aspect becomestiresome and tasking in its accomplishment (Cardy & Munjal, 2016). Moreproblems with this concept are witnessed because organizations are experiencingthis drawback fail to realize that the overall performance management processis the managements’ central business. Consequently, the analyzed situationfails to reflect the true nature of that particular organization.
The same concept is conveyed in Blanchard,Thacker, and Way’s article Trainingevaluation: perspectives and evidence from Canada and Gliddon’s articleEffective Performance Management Systems: Current Criticism and New Ideas forEmployee Evaluation. As of the Blanchard, Thacker, and Way’s articleexpression, human resource management and the overall concept of performancemanagement is not all about being theoretical. The said approach is based onthe reasoning that the practicality of performance management makes the overallprocess efficiency. For example, the expression herein shows that increaseddialogue as part of the practical assimilation is vital in the sense that itincorporates academics into an organization’s operations. Increased dialogue aspresented in these articles is helpful since it allows the practitioners tounderstand bot the empirical and theoretical aspect associated with humanresource management of employees’ performance (Gliddon, 2004). With suchassimilation, the increased dialogue in performance management ought to benecessary since it increases effectiveness as well as amplify the comprehensionof the overall concept.From an academic approach, four levels areinherent to performance management and these are learning reaction, behavior,and organizational results.
The reactionlevel is the fundamental stage since it influencesthe following concepts of learning as well as training. Organizational behavioris the ultimate facet considering that it measures the employees’ capability tomake a sizeable influence in an organization’s; more so, in assessing thetraining’s impact. From this approach, the articles may be seen to be makingthe argument that training being a central factor should be focused onachieving the company’s overall goals (Blanchard, Thacker, & Way, 2000).Debating from this approach, an organization’s sure way to make sure thatperformance management is effective and the transitional factor is onlyeffective if the administration is keen to understand it from all operationallevel perspective.In fact, this is even more practicalconsidering that its applicability to real companies is guaranteed. Forexample, from Arthur Andersen & Company, reaction level measures areirrefutably substantial considering that it is used in evaluating the trainingprograms as well as the behavioral outcomes.
The same argument may be used toexplain Motorola’s use of 360 Degree performance appraisal, which was used inassessing the employees’ behavior as well as their managerial skills(Blanchard, Thacker, & Way, 2000). Apparently, from this occurrence,despite the performance management is critical to an organization, the workersmay fail to recognize its criticality; specifically, in its relation to theachievement of an organization’s goals. Conclusively, the arguments presentedin the articles show that performance management is quite advantageous to theinvolved organization only that the administration has to deal with specificdrawbacks. RecommendationIndubitably, with Air Canada as the case studycompany, performance management is perceived to be a critical tool in any givenorganization’s administration process. The observation is made on theconception that the company was fast in realizing the significance of its30,000 employees and this changed everything. This expression is evident withthe fact that the company transformed from an almost crumbling situation to onewhere it recorded exceptional performances in 2016 (Boothby, 2017).
Therefore,in the reflection of the analyzed concept about performance management, themajor arguments are that it should be disregarded because it is perceivablymisleading. However, considering that Air Canada has managed to make it itsmost vital operational tool, then, it means that very little recommendations canbe made. Instead, the company needs to be complimented for its exceptionalperformance.For instance, according to ArielleMeloul-Wechsler, the organization’s human resource vice-president, the companyhas invested in its employees as well as considered the concept that theconsumers are the end-party in its operations (Boothby, 2017). That is, thefour key priorities: cost transformation, global expansion, customerengagement, and culture change may be applauded for helping to make the overallperformance management effective. Moreover, this is even more evident with thefact that out of the 30,000 employees, at least 28,000 enjoyed company rewards(Boothby, 2017). From this occurrence, the company may be said to be doing goodsince it does not suffer the problem of rating as being catastrophic to itsperformance management.
If so, the best way to deal with the overall situationis to make sure that the company focuses on issues of making performancemanagement a central tool in the administration process as well as continueproviding the workers with the needed skills. As of the time frame, there shouldnot be a definite time; instead, the company should make these recommendationsinherent managerial aspects.