Performance Management Cycle Properties

consummation foc use hertz PropertiesThe exercise focal point musical rhythm is a premiere technique used by m whatever companies to involve their cognitive process focus establishment. It is regarded as a continuous, coming(prenominal) oriented and participative system as an ongoing regular recurrence of criteria devi couching, supervise, in pathal feed gage from supervisors and peer, formal multisource assessment, diagnosis and check action supplying and exploitation resourcing (Bach1999 Williams 2002).The Performance focusing cycle involves a continuous learning edge as stated by Kaufman, R., Thiagarajan, S., MacGillis, P.1997 Performance is non a one shot process, it is ongoing. The continuous good and role worry process is vital. An boldnesss survival depends on it to be done skilful and consistently. Though the above authors place that it is a continuous process Bach1999 Williams 2002 went on to say that it is far to a greater extent than a simple process, there be many facets of this cycle.The Performance Management cycle comprises of planning, monitoring, maturation, rating and rewarding and back to planning again Neely (1998), but on the early(a) hand, many linear lieu proceeding management to be one step process of measure the individual provided, but as the following cycle explains there is more to realizeance management than appraising. This cycle provides a frame break down to help organizations and employees make make better manage the process of military operation management which aids in the future success of the makeup. This research go forth analyse each aspect of this cycle to assess how it relates to the processes world used at AATT.Performance Management CyclePLANNINGThe first step of this continuous cycle is to plan. Planning entails developing and directting process objectives. Armstrong (2004488) defines objectives as what organizations, functions, discussion sections and individuals argon expected to achieve all over a period of time. It is important that union values and goals used as the basis for goal setting be understood and communicated to all employees and coach-and-fours. Objectives, or goals, be the foundation for good performance.These objectives be used to provide a tumesce thought-out approach to the achievement of the desired performance level for individuals and teams. Employees atomic number 18 usually involved in the planning process, this helps them understand their goals of the organization, what un forefendably to be done why it submits to be done and how well it should be done.Many companies involve their employees in the process so they can aim and understand the required behaviours. This enables the partnership to produce plans to meet the objectives of the company and bring up the k instantaneouslyledge, skills and competencies, as well reinforcing desired behaviours.This was reinforced by Ducker (1954), He stated that the planning process typically done by senior managers should be active by all employee, they should partake in the strategic planning process which would give the employees a sense of ownership and certificate of indebtedness to follow up their objectives. Drucker (1954) also contradicted his statement by saying managers be responsible for achieving results. However the police detective is of the opinion that the planning form should not be left to the managers alone(predicate) as the employee are the lifeline of an face and careful planning and closeness of the employee will encourage them to live along their seniors to foster a prospered company.An analysis will be conducted to invest whether this step shortly is world enforced at AATT and if the result of this is clear and concise objectives. observeMonitoring entails forever measuring performance and its effectiveness in achieving the organisation set objectives in the planning process. It also allows the company to update an d refine any current and future demands which whitethorn arise. This enables the organisation to stay on the right part. During the monitoring descriptor, its important to keep notes. Document both positive and prohibit performance issues, and make notes consistently throughout the performance management cycle. specialised instances should be exploreed at when employees meet and exceed expectations, and when they fall short of performance goals. These notes should be objective, rail line-related and accurate, foc utilise on behavior and void of personal extract and emotion.Based on these findings the supervisor will be able to identify the employees strengths and shortcomings. The shortcomings are consequently(prenominal) addressed in the developmental breaker point of the performance cycle.DevelopmentAt the development stage the developmental inevitably of the employee are assessed and addressed. This bod focuses on the improvement of current knowledge and skills and als o on the development of new ones. This improvement is done via coaching teaching and give assignments that challenges the employee to take on more responsibility which improves their skills and ability.At This development stage many companies offer training and developmental opportunities to their employees but on the other hand some companies completely disregard this stage of the performance management cycle as they see it as the employees responsibility to go on their development and also they avoid the costliness of training programs. The researcher will look at how AATT assess and implements this material body and the employees reactions to implemented training programs.AppraisingThis phase of the cycle is around synonymous with performance management. It is regularly regarded as the only step in performance management, though this is not the case. At this phase in the cycle the employee is assessed on their performance. When used correctly, performance appraisals can be p owerful career development tool and help a company retain its current workforce by boosting performance and morale. According to Flippo (1984) performance appraisal is the systematic, periodic and an impartial rating of an employees excellence in the matters pertaining to his enclose job and his potential for a better job. As stated this phase enables the company to measure the employee performance and assess if they are meeting the objectives set out at the planning phase, it also allows the company to identify the employee weaknesses, strengthens, and opportunities for further development/ promotion. He also went on to point out that it should be unbiased, this is of great disquiet for many employees as they something feels that the evaluator is prejudiced and they cannot bring out their concerns.The following factors are critical for an effective performance appraisal, these are tight-laced documentation, Clear cut objectives and goals, Simple understandable military rank fo rmat, evaluation technique, discourse and feedback.Picket (2003 pp 237-240) states that the performance review continues in many organisations despite reason that it has the potential to be one of the most(prenominal) effective management tools in the entire kit. However, according to Steers and B insufficiency (1994), performance appraisal is one of the most important and often one of the most mishandled aspects of management.This scenario is one of great concern considering the importance of the evaluator to the success of the appraisal process Imundo (1993 p158) stated that it is an inherent responsibility of those in managerial positions to pass judgment on what employees do with respect to meeting job requirements. He went on to say slice individual employees are responsible for their own performance, it is supervisors who should shoulder overall responsibility for the performance of the unit under their direction. In light of the above, in todays organisation many manager s have little or no training concerning the evaluation of employees. As a result of this lack of training supervisors are not equipped to provide proper assessment and effective feedback. in that locationfore sometimes employees are left up to the own initiative to manage their department and personal performance.Recent studies project that organizations fail to conduct effective rigorous, skills-based training and rater training with their managers (Fink, and Longenecker, 1998). Torrington and Hall (1991) stressed that followrs need training on how to appraise and how to conduct appraisal interviews. However, many organisations stray from this and they provide the manager with the appraisal forms and instructions on how to complete the form and the rating schemes. This procedure currently hired by organisations underhands the appraisal process. However, Bacal (2001 p 201) states thatPerformance appraisal isnt astir(predicate) the forms. The ultimate purpose of performance appr aisal is to allow employees and managers to improve continuously and to remove barriers to job success, in other words, to make everyone better. Forms dont make plurality better, and are simply a way of recording basic culture for later reference. If the focus is getting the forms done, without thought and effort, the whole process becomes at best a waste of time, and at worst, insulting.Bacal highlighted that the mundane process of form filling is not what an appraisal is all about, you have to look at the bigger picture which is the successful attainment of the organisations strategic objectives and the success of the organisation.There are many techniques and methods to performance appraisal such as the tralatitious methods and the Morden methods. These are highlighted belowTraditional MethodsDescriptionMorden methodsDescriptionESSAY judgment METHODBEHAVIORALLY ANCHORED military rank SCALES(BARS)STRAIGHT RANKING METHODHUMAN preference ACCOUNTING METHODPAIRED COMPARISON360-D egree-Performance-Appraisal MethodCRITICAL INCIDENTS METHODSManagement By Objectives(MBO) MethodFIELD REVIEWCHECKLIST METHODGRAPHIC RATING SCALEFORCED DISTRIBUTIONThe researcher will assess the above methods and examine the different approaches and methodologies which relates to Performance Management at AATT.If these factors are adhered to, they suffice the company in formulating strategies for the employee future promotion and rewards.RewardingThe final phase in the cycle is rewarding. At the rewarding phase, the employee or team is acknowledge and acknowledged with regards to their ability to attain the organisations set objectives in the planning phase. These rewards may be monetary, non-monetary, such as praising the employee for a job well done, and promotions. The researcher will assess if and how AATT determines reward.What Should organisations manage?The most widely recognized and implemented approach to measure performance is the Balanced Scorecard Approach. This is now widely used as a strategy development and feat tool .This approach was developed by Kaplan and Norton (1992, 1996), it provides a system of positioning business actions to the vision and strategy of the organization, improving internal and external communications, and monitoring organization performance against strategic goals it focuses on metre and evaluation using criteria that will provide a balanced view rather than using only the monetary criteria. The four perspectives which Kaplan and Norton recommended that managers assess their employees on areThe pecuniary perspective -This perspective measures the financial outcomes of the organisation. These may take profits, new mercenary business ventures or it can be result based.The customers perspective An organisation success depends on their customers, as such, this perspective measures the customers satisfaction and their perception of the organisation. The entropy collected allows the organisation to gauge if they are effectively satisfying their customers needs and if there is a need for further improvement.The internal business perspective This perspective focuses on the organizations critical internal operations which enable the organisation to attain customer satisfaction. It includes the infrastructure, long and short term goals and objectives, organisational procedures, and gentle resources.The foot and learning perspective This perspective cover the organisations ability to innovate, learn, and improve. This links now with the values of the organisation.For the Balanced bill of fare approach to be effective the manager should have the capability to observe and take note of several instruments and measures concurrently. It is oft stated that one of the main benefits of the Balanced Scorecard, is that is translates strategy into action. However, despite its popularity Norreklit (2003) questioned the beingness of a causal relationship between the different perspectives, the fact that this system does not address the needs and wants of all the stakeholders of a company and the lack of surmisal behind the scorecard concept.Notwithstanding this criticism the balance scorecard approach has proven to be an appropriate tool to address the organisation performance and if the four perspectives are properly assessed in the end the company and their stakeholders will benefit from their success. As part of this research the researcher will use this universally known get to assess the performance measurement system at AATT.Performance management as a demandal tool.Understand each individuals motivations and triggers can assist an organisation to motivate their employee to perform at their maximum potential. Performance management is constantly associated with theories of motivation. There are several written motivational theories in literature, with the most popular being Taylor (1890, 1911) Scientific Management, Maslows (1954) needs hierarchy theory, Locke and Ladham ( 1968, 1990) goal setting theory, Herzbergs 1957 two-factors theory, and Vroom 1964 apprehension theory.Frederick Winslow Taylor (1890, 1911), stray forward the idea that workers are motivated mainly by pay. His possibility of Scientific Management argued that workers do not naturally applaud work and so need close supervision and control wherefore managers should break down production into a series of small tasks. Workers should then be given appropriate training and tools so they can work as efficiently as possible on one set task. Workers are then paid according to the number of items they produce in a set period of time- piece-rate pay. As a result workers are encourage to work hard and maximise their productivity.However this approach became repetitive and insulting to the workers as they felt standardized they were being treated like human machines. This theory is often linked to Macgregors two fundamental approaches to managing plenty, theory X and theory Y, namely the ory X which speaks to employees being self-serving, opposed to take on responsibility and essentially only working for money. It follows an oppressive management style. On the other hand theory Y speaks to a participative management style saying work is as natural as rest or play, without the threat of punishment people will work to pursue organizational objectives and people accept and seek out responsibility, which is what the performance management cycle is all about, including the employee in the process.Elton Mayo went against those theories saying that workers are not just concerned with money but could be better motivated by having their social needs met whilst at work. This factor was do by by Taylor. Mayo introduced the Human Relation School of thought, which focused on managers actively communicating to their employees, and treating them as individuals who have meaningful opinions. His theory most aligns with the paternalistic management style and incorporates elements of the performance management cycle, whereby employees are encouraged to give their opinion and work alongside management.Abraham Maslow (1954) in conjunction with Frederick Herzberg 1957 introduced the Neo-Human transaction School in the 1950s, which focused on the psychological needs of employees. Maslow put forward a theory that there are five levels of human needs which employees need to have fulfilled at work. These are determine in the figure below. It is a bottom up approach, he identified that if certain need cannot be met the person will not be motivated to move on to the other level.Whereas, Hertzbergs two-factor theory are hygiene factors and motivator factors. Hygiene factors speak to the need for a business to avoid unpleasantness at work. If these factors are inadequate for employees, they therefore can cause discontented at work. Hygiene factors includeCompany policies and administrationWages, salaries and other financial remunerationQuality of supervisionQuality of inter-personal relationsWorking conditionsFeelings of job securityMotivator factors are based on the individual need for personal development. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors includeStatusOpportunity for advancementGaining recognitionResponsibilityChallenging / impact workSense of personal achievement personal growth in a jobThere are similarities between Maslow (1954) and Frederick Herzberg theories they both suggest that needs have to be satisfied for the employee to be motivated. However, Herzberg argues that only the higher(prenominal) levels of the Maslow Hierarchy (e.g. self-actualisation, esteem needs) act as a motivator. The remaining needs can only cause dissatisfaction if not addressed. (Motivation in theory n.d.)These motivational theories can be applied to a wide range of management functions, but these w ill be used by the researcher to fulfil her objective of determine the Performance Management process as it relates to the motivation of employees in the workplace and how it is implemented in the organization and the impact it has on the motivation of employees.This chapter outlined literature key to the researchers study of performance management as it relates to AATT. The following chapter will address the methodologies the researcher will utilize to ascertain her objectives.Drucker, P., The Practice of Management, harper, impudently York, 1954 Heinemann, London, 1955 revised edn, Butterworth-Heinemann, 2007The Economist Guide to Management Ideas and Gurus, by Tim HindleFlippo, E. B. 1984. Personnel management. 6th Ed. New York McGraw-Hill Book Company.Steers, R.M. Black, J.S. 1994. Organizational behaviour. Ed. ke-5. New York Harper Collins.Grote, R.C. Grote, D. 2002. The performance appraisal question and answer book a survival guide for managers. AMACOM.Les Pickett, (2003) Transforming the annual fiasco, Industrial and Commercial Training, Vol. 35 Iss 6, pp.237 240Armstrong, M Baron, A 2005, Managing performance Performance management in action. Chartered form of Personnel and Development, London.Weiss, Tracey B., and Franklin Hartle, Reengineering Performance Management, Breakthroughs in Achieving Strategy Through People, St. Lucie Press, Boca Raton, 1997. Pg 3-6Kaufman, R. (1997). A strategic Planning Framework Mega Planning. In Kaufman, R., Thiagarajan, S., MacGillis, P. (Editors), The Handbook for Performance Improvement. San Francisco, CA Pfeiffer Co/Division of Jossey-BassLaurence S. Fink, Clinton Oliver Longenecker, (1998) Training as a performance appraisal improvement strategy, Career Development International, Vol. 3 Iss 6, pp.243 251Douglas Maxx, Robert Bacall. 2001. Perfect Phrases for Performance Reviews 2/E. McGraw-Hill headmaster p 201.Neely A., Adams C. and Kennerley M, (2002), The Performance Prism The Scorecard for Measuring a nd Managing Business Success, London, UK monetary Times Prentice HallNorreklit, H. (2003), The Balanced Scorecard What Is the Score? A Rhetorical Analysis of the Balanced Scorecard., Accounting, Organisations and Society, Vol. 28, No. 6, pp. 591.KAPLAN, R. S. and NORTON, D. P. 1992. The Balanced Scorecard Measures that thrusting Performance, Harvard Business Review, Jan-Feb, pp. 71-79.KAPLAN, R. S. and NORTON, D. P. 1996. Using the Balanced Scorecard as a strategic Management System, Harvard Business Review, Jan-Feb pp 75 -85.HERZBERG, F. et al. 1957. The motivation to work. 2nd ed. New YorkLOCKE, E.A. 1968. Towards a Theory of Task Motivation and Incentives, Organisational Behaviour and Human Performance, Vol. 14, No.2, pp. 157-189.LOCKE, E.A. and LADHAM, G.P. 1990. A Theory of Goal setting and Task Performance, New York, NY Prentice-Hall.MCCLELLAND, P. C. 1975. Causal explanation and model building in history, economics and the new economy. Ithaca London Cornell University Pres s.Maslow, Abraham (1954). Motivation and Personality. Harper and Row New YorkVROOM, V.H. 1964. Work and Motivation., New York, NY John Wiley.TAYLOR, F. W. 1890. The rise of scientific management. Madison London University of Wisconsin Press.TAYLOR, F. W., 1911. The principles of scientific management. London Harper Brothers.http//tutor2u.net/business/people/motivation_theory_herzberg.asp motivation in theoryNeely, A 1998, Measurement of business performance why, what and how, The Economist,London.