Introduction
The performance management process is filled with a variety of steps and processes that lead to success. Performance management is an ongoing process and an integral part of an organization. It begins with consideration of an organization’s vision, mission, and strategic goals; it links to planning, execution, assessment, and review (2016). Performance management is a continual process that includes identifying, measuring, and developing the performance of individual employees and teams within the organization. The organization, management, and employees all factor into a successfully implemented performance management system. Each separate entity within the organization has a component to fulfill. If the organization, management, or employees disrupt any one component in the process, sustainable success may not be attainable.
Relation Between the Two Components and Interdependencies
The two components I have chosen to discuss fall into the hands of employees and management. Employees have the ability to clarify the definition of their job and success criteria, and the relating component comes from the managers in being able to give employees timely feedback and differentiation between good and bad performance. As components are combined, employees become more competent. The relation between these components plays directly off one another. Employees who understand and are able to clarify their job responsibility have the ability to see what accomplishments and duties will make them a success in the eyes of the organizational leadership. As employees gain a deeper understanding of purpose in the workplace, management is able to determine the difference between good and poor performance because the clarity in description. Management is then able to give employees more concise and transparent feedback dependent upon the job being done. As employees find purpose in their job responsibilities and success criteria, engagement levels rise and management sees’ a rising level of competent employees.
Employee and Management Roles
Employee’s role in each of these components is centered on individual employee engagement. Employees will be more accepting of feedback from management when they have an understanding of their job role through a strategic analysis. An effective job analysis is an essential tool for executives to be able to use as a roadmap in making informed decisions in the areas of staffing, performance, succession planning, development, etc. (David, 2011). As employees understand their role they’ll understand steps that will lead to success. Their role is to implement these steps and become more engaged in the work environment. As engagement levels rise, employees will be equipped to take feedback from management that helps leadership differentiate successful employees from unsuccessful employees. The manager’s role in each component centers on accountability to oneself and to employees being led. The managers must be willing to provide effective transparent feedback that will aid the employee in personal and professional growth. Placing too much or too little value on certain aspects of job performance can lead to poor performance management (Aguinis, 2013). The manager needs to help the employee understand their job duty by speaking face to face about expectations and duties. Managers must give employees a firm understanding of duties when entering the organizational workforce to help employees gain an initial engagement and accountability. Doucette (2017) explains that without a proper analysis employees can be placed incorrectly and that would waste valuable employee and organizational time and resources.
Negative Effects if the Components Are Poorly Implemented
If components are poorly implemented, negative effects will immediately begin to take effect. Performance management is an ongoing process that never ends (2013). If one portion of the process is done incorrectly, the following steps will not be done effectively enough to reach sustainable levels of success. The five steps to performance execution in relation to these two components consists of a commitment to goal achievement, ongoing performance feedback and coaching, communication with supervisors, collecting and sharing performance data, and preparing for performance reviews (2013). The employee has the majority of responsibility during performance execution phase, but the management team plays a key role too. Manager’s main role consists of observation and documentation, updates, feedback, resources, and reinforcement. Negative implications from employees not understanding job descriptions and criteria for success will lead to lack of engagement among the employees. If employees are unwilling to accept feedback from managers, resentment will occur and growth will be impeded. Employee engagement levels will drop if employees are not willing to take accountability in their role. Employees must be willing to participate in the performance management process to avoid the negative consequences that may occur. Managers unable to provide transparent feedback will limit employee’s growth and competence in the workforce.
Conclusion
The performance management process is a strategic approach to organizational success, and must be conducted thoroughly by the employees, management, and organization. If a step in the performance management is skipped over or done with half effort, negative effects may begin to take place. As the organization, management, and employees take control and accountability over their performance management duties, components of the process will flow together and live up to the mission and vision of the organization.
References
Colorado State University-Global Campus. (2016) HRM520, Module 2: The Performance Management Process. [Online lecture notes]
Aguinis, H. (2013). Performance management (3rd ed.). Upper Saddle River, NJ: Prentice Hall. ISBN-13: 9780132556385
David, C. (11, October 1). How conducting a job analysis improves your business’s efficiency, growth and innovation. Retrieved March 12, 2017, from http://www.sbnonline.com/article/how-conducting-a-job-analysis-improves-your-businesss-efficiency-growth-and-innovation/
Doucette, C. (2017). What Happens If an Organization Doesn’t Conduct a Job Analysis? Retrieved from http://smallbusiness.chron.com/happens-organization-doesnt-conduct-job-analysis-15562.html