Part part of effectively operating an organization and it

Part I: Topic Introduction

management is a crucial part of effectively operating an organization and it
plays an important role in organizations across many different industries. It
is a way for organizations to set and realize their operational objectives. If
performance management is used effectively it can increase employee
productivity and performance through proper guidance and constructive
management feedback. The observation is apparent with the fact that performance
evaluation helps the pertinent companies in making sure they increase their
performance, productivity, and effectiveness (Cardy & Munjal, 2016). Apparently, what is
performance management and which are the specific attributes that make it vital
in enhancing the aforementioned concepts in respective workplaces? The answer
to this question is that performance management is typically a form of employee
management that happens to be related to the traditional annual performance
reports. Unlike the annual reviews that have various drawbacks that are
reflected in their failure to give the clear situation in the organization,
performance management is considerably effective. The statement is made on the
conception that performance management is typically an association between the
employees and the supervisors, which is in the form of dialogues.

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In relation to performance management, the dialogue between the
two parties herein is usually focused on understanding the employees’ feedback,
expectations, as well as making sure there is ample planning for guaranteed
development. The expectations are two-sided since the organization also has its
expectation regarding the employee’s performance and this is the one reason new
employees need to be educated on the same (Gliddon, 2004). That is, by being
focused 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 topic
performance management, the chosen articles are key factors for this
comprehension. First, according to Gliddon’s  (2004) article, Effective performance
management systems current criticisms and new ideas for employee evaluation,
performance management is discussed as being an activity that involves dialogue
between the supervisor and employees. However, the process is also perceived to
be vital and also erroneous if the right tools are not assimilated. For
example, lack of necessary knowledge, skills, as well as management support
makes the evaluation processes uncomfortable; more so, among the employees, in
the process of giving their feedbacks. As a mitigation strategy, this article
is keen to indicate that effective performance management should be one that
involves the creation of vision, which is perceivably good in motivating the
employees to continue making necessary improvements.

From Cardy and Munjal’s (2016) article, Beyond
Performance 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 top
performers get anxious contemplating of what will be assessed. This is usually
instigated by the notion that putting a number on performance will increase
concerns regarding organization’s equality. In the final article, Training
evaluation: perspectives and evidence from Canada, performance management
is reasonably a vital tool; however, there is the need to understand the
inherent tenets since failure to do so is considerably catastrophic. In fact,
as of this article’s argument, the performance rating is categorically not the
problem with performance management. That is, even with their elimination the
organizations need to determine the performance, which has to be assessed. It
is on this conception that Kirkpatrick identified four levels, which include
reaction, learning, behavior, and organizational results.



Part II: Research Findings

For a fact, performance management
is perceived to be vital. In particular, it can help an organization transform
from an almost bankrupt situation to recording exceptional results. For such an
occurrence, based on performance management principles, the pertinent company’s
CEO need to make a crucial step, which is making sure that the organization’s
survivability is guaranteed (Blanchard, Thacker, & Way, 2000). For this to
substantiate, it is not typically an easy process; however, through hard work
and focus on the employees’ significance; the company manages to get there. The
arguable aspect about this occurrence is that it could be instigated by the
establishment of solid footing in financial perspectives, which happened to
revitalize its culture. The transformation, in this case, entrenched in the
overall process of changing the company’s communication culture. Analyzing this
concept from the identified concepts as expressed in the three articles, it is
apparently clear that setting operational goals is essential as a concept that
plays the supplemental roles. 

Operation management, in this case,
performance evaluation is approached in a way that it gives a succinct
understanding of procedures basic to objective management. For instance, as of
the Management by the Objective approach, the specific course of actions
involves setting the company’s goals as well as assimilating the best tactics
towards their achievement. Additional to this, the 360 modes of evaluation is
believed to be fundamental on the basis that it gives an overall evaluation of
the employees’ performance and contribution to the company. The ultimate
concept conveyed in these modes of evaluation is that performance management,
in Canada is important since it helps determine the worker’s chances of
training, promotions, and career development (Blanchard, Thacker, & Way,
2000). The clear-cut fact about this is that performance evaluation is
necessary since it helps in the overall management process in the sense that it
gives the employees the right guidance as well as make sure that their
effectiveness is not compromised. Additionally, performance evaluation is an
organization’s backbone based on the fact that it helps identify the top
performers and make sure that they are awarded accordingly. 

As of the practitioners’ understanding of
performance management concept, a company benefits from this administration
process if its overall aspect of performance evaluation is all a concept based
on understanding the workers’ crucial factors such as empowerment and positive
feedbacks (Gliddon, 2004). The outcome of this is that the company took the
initiative to see that it was not only focused on the employees’ effectiveness
but also keen on understanding the consumers’ perception. By adding consumers’
perception in performance evaluation, the companies enjoy various benefits that
include being more effective and smarter in each one of their operations. With
every single process being more cross-functional, teamwork was a strong facet
that made the overall process revitalization successful. Further, into this,
solidified and collaborative working environment may be said to have been
indispensable; more so, considering that its success replicated in the victory
of the four key priorities. The focus, herein, as well as transformed process
attributed to the fact that the four key priorities were entrenched in the
company’s performance structure and focusing on them, translates to a more
focused approach (Cardy & Munjal, 2016).

From the analyzed articles and their insight
on the whole story of performance management, it is debatably clear that
performance management may be viewed as being advantageous, but also with some
various drawbacks. According to Cardy and Munjal, performance evaluation is
approached as being an uncomfortable aspect since it causes dissatisfaction
among the practitioners as well as lost focus among scholarly research (2016).  

The outcome of this is that there have been
suggestions that performance evaluation needs to be eradicated since it is
believed to be a misguiding tool. Despite the questions and debates, some
companies still believe that it is an indispensable tool, which has helped most
companies to recover from an almost bankrupt situation to exceptional
performances. The prevalence of performance management despite the associated
failures is seen to be as a result of the fact that ratings are actually not
the major problem. The problems that may hinder an organization’s progress are
therefore said to be as a result of poor management approach. Evidence for this
is clear with the fact that even the top performers at times experience anxiety
knowing that they are being assessed.

A more succinct notion about performance management
and its effectiveness in an organization can be understood in the reflection of
the 360-degree system, which is seen to have some problems considering that its
reliability and perspective is poor. This argument is based on the fact that
performance ratings tend to offer different opinions that are in most cases
imperfect. The problem as discussed in Beyond
Performance Ratings: The Long Road to Effective Performance Management may
thus be seen as being instigated by the management perception of it as a
bureaucratic tool. This perception is misinformed since performance evaluation
needs to be perceived as a beyond performance tool since this
is the only way the pertinent administration is sure to make the necessary
assimilations and changes. A bureaucratic approach in any given organization is
not welcomed by the employees, and this is the one reason this aspect becomes
tiresome and tasking in its accomplishment (Cardy & Munjal, 2016). More
problems with this concept are witnessed because organizations are experiencing
this drawback fail to realize that the overall performance management process
is the managements’ central business. Consequently, the analyzed situation
fails to reflect the true nature of that particular organization.

The same concept is conveyed in Blanchard,
Thacker, and Way’s article Training
evaluation: perspectives and evidence from Canada and Gliddon’s article
Effective Performance Management Systems: Current Criticism and New Ideas for
Employee Evaluation. As of the Blanchard, Thacker, and Way’s article
expression, human resource management and the overall concept of performance
management is not all about being theoretical. The said approach is based on
the reasoning that the practicality of performance management makes the overall
process efficiency. For example, the expression herein shows that increased
dialogue as part of the practical assimilation is vital in the sense that it
incorporates academics into an organization’s operations. Increased dialogue as
presented in these articles is helpful since it allows the practitioners to
understand bot the empirical and theoretical aspect associated with human
resource management of employees’ performance (Gliddon, 2004). With such
assimilation, the increased dialogue in performance management ought to be
necessary since it increases effectiveness as well as amplify the comprehension
of the overall concept.

From an academic approach, four levels are
inherent to performance management and these are learning reaction, behavior,
and organizational results. The reaction
level is the fundamental stage since it influences
the following concepts of learning as well as training. Organizational behavior
is the ultimate facet considering that it measures the employees’ capability to
make a sizeable influence in an organization’s; more so, in assessing the
training’s impact. From this approach, the articles may be seen to be making
the argument that training being a central factor should be focused on
achieving the company’s overall goals (Blanchard, Thacker, & Way, 2000).
Debating from this approach, an organization’s sure way to make sure that
performance management is effective and the transitional factor is only
effective if the administration is keen to understand it from all operational
level perspective.

In fact, this is even more practical
considering that its applicability to real companies is guaranteed. For
example, from Arthur Andersen & Company, reaction level measures are
irrefutably substantial considering that it is used in evaluating the training
programs as well as the behavioral outcomes. The same argument may be used to
explain Motorola’s use of 360 Degree performance appraisal, which was used in
assessing 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 workers
may fail to recognize its criticality; specifically, in its relation to the
achievement of an organization’s goals. Conclusively, the arguments presented
in the articles show that performance management is quite advantageous to the
involved organization only that the administration has to deal with specific



Indubitably, with Air Canada as the case study
company, performance management is perceived to be a critical tool in any given
organization’s administration process. The observation is made on the
conception that the company was fast in realizing the significance of its
30,000 employees and this changed everything. This expression is evident with
the fact that the company transformed from an almost crumbling situation to one
where it recorded exceptional performances in 2016 (Boothby, 2017). Therefore,
in the reflection of the analyzed concept about performance management, the
major arguments are that it should be disregarded because it is perceivably
misleading. However, considering that Air Canada has managed to make it its
most vital operational tool, then, it means that very little recommendations can
be made. Instead, the company needs to be complimented for its exceptional

For instance, according to Arielle
Meloul-Wechsler, the organization’s human resource vice-president, the company
has invested in its employees as well as considered the concept that the
consumers are the end-party in its operations (Boothby, 2017). That is, the
four key priorities: cost transformation, global expansion, customer
engagement, and culture change may be applauded for helping to make the overall
performance management effective. Moreover, this is even more evident with the
fact 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 good
since it does not suffer the problem of rating as being catastrophic to its
performance management. If so, the best way to deal with the overall situation
is to make sure that the company focuses on issues of making performance
management a central tool in the administration process as well as continue
providing the workers with the needed skills. As of the time frame, there should
not be a definite time; instead, the company should make these recommendations
inherent managerial aspects.