Performance in business. Performance Management is a continuous process

Performancemanagement has become an important tool for success in business. PerformanceManagement is a continuous process to observe, evaluate and develop eachemployee’s performance and to link individual goals to business goals.  Performance management is a process by whichmanagers and employees work together to plan, monitor and review an employeeswork objectives and overall contribution to the organization. The fundamentalgoal of performance management and improve employee effectiveness. Organizationsare in need for minimum or no error work processes and even a slightest mistakeby an employee at times results into serious problems. Every organizations setsup a work environment easy enough for them to excel and perform.

It is oftenobserved that there are many factors in the working arena that either boosts upperformance but there are also  majorissues that create a distressing climate and thereby affect an employee’sperformance negatively.Someof these major issues are as follows:Compensation PackageEmployeesjoin an organization not only to use their creative desires but more often theyjoin for  their financial goals. Which iswhy  each expects to get  a compensation package that not only helps anemployee to fulfill his needs but also his desire to achieve social ambitions.

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But due to organizations restrictive pay package policies, employees feel unsatisfiedwith their current packages with no scope of a raise to match his/her expectations.Then dissatisfaction is observed in the behavior when it comes to additionaltask or a challenging task. Work life balanceItis important to understand that work life balance does not mean to spend  an equal amount of time to paid works and nonpaid works and stress emerges when an individual either keeps his professionalwork or his personal work pending. This stress causes the employess to getconfused and make him/her unable to concentrate which affects the theirperformance. Hence haveing a work life balance is important as it helps inimprovement of performance and Job satisfaction.

Training and DevelopmentTrainingis simply, the upgrading of a person’s skill or the addition of a new skill,which in turn can bring out the desired change, an organization is seeking.Employee training and development activities are intended to improveperformance. training and development of the employees has direct contributionsin the high achievements of the organizations which shows better performance.Training increases the organizational performance as predicted by manyresearches (Peteraf, 1993; Niazi, 2011).PoorCommunicationWhile goodcommunication can improve teamwork, poor communication is a barrier todeveloping a productive work atmosphere.

Staff members who will notcommunicate, or are unaware of the proper communication to use within the team,can create breakdowns that restrict  teamdevelopment. Managers need to be aware of the problems of team communication,and be able to identify when poor communication is inbetween the group’ssuccess. Lack of Managerial InvolvementManagers create teams ofqualified staff members in order to complete predetermined tasks or projects.But when the manager cannot find the time to be involved in the team’sexecution of its duties, the ability to create an atmosphere of effectiveteamwork is threatened. Every team needs a leader, and when the leader is notpresent to delegate responsibility and act as a resource to team members, thenthe team will not be able to properly develop.

 MultitaskingMultitasking is the act ofperforming more than one duty at once. With access to technology at work,employees can feel that it’s necessary to check e-mail, answer customer callsand send text messages at the same time. Multitasking is a barrier toproductivity because it can prohibit an employee from remembering importantinformation and, instead, grasping unnecessary details that distract fromsatisfactorily performing the job duties.

Another barrier caused bymultitasking is the amount of stress an employee feels when faced with manyuncompleted duties. Stress can result in employee absences and disabilityclaims.  One way to remove barriers to workplaceproductivity is to specify performance expectations for all employees. Whenhiring, new workers should be given a performance plan that describes theirmost important duties in detail and how they should be completed. This form ofcommunication leaves no doubt about how your staff’s productivity will beevaluated and eliminates unintentional inconsistencies. In addition, ifemployees understand which tasks are priorities, they can focus on fulfillingrequirements and not attempt to perform several duties at once.

If appliedconsistently, appraisals that accurately reflect an employee’s performancebased on the job plan can motivate employees to continue to be productive or toimprove for their own benefit and that of the company.Managers Thebasic question arises, “What do Managers do?” Some have attempted to definethat a Manager’s job include the use of such words as leader, motivator,coordinator, professional, or organizer, and some simply say “they manage”.However, there are many different types of managers in the organization withvarying tasks and responsibilities. First, the Executive Manager termed “topmanagement”.

This small group of individuals makes up the highest level ofmanagement. Managers who hold these positions are responsible for interactingwith representatives of the external environment. The middle-level managers—-the responsibilities of these managers include translating executive ordersinto operations, implementing plans and directly supervising lower levelmanagers. Thirdly, the first-line managers are responsible for directingfirst-line non supervisory employees. Additional duties include evaluations ofday-to-day performance indicators such as volume produced, quality control,inventory etc.

Asecond way of describing types of managers is to distinguish between line andstaff responsibilities. A staff manager’s responsibilities and duties is tosupport the activities of Line managers. The approach to management suggeststhat the manager’s job can be studied from at least three perspectives, i.e. interms of technical skills, human skills and conceptual skills.

Managers in alltypes of organization are continuously faced with the fact that vastdifferences exists in the performances of individual employees.