The Value And Effectiveness Of Southwood's Schools New And Improved Performance Management System

Performance management systems benefit stakeholders at every level if they are implemented successfully. Performance management systems align employee performance with the strategic direction set by the organization. St. Jessica’s Urban Medical Center’s leadership must perform specific actions, prior to implementing the new performance management system, to ensure it is a success. The organization's leadership must disseminate the information throughout the company, create a process that ensures employees can dispute ratings, train raters to evaluate employees and gain buy-in from early adopters (Aguinis, 2013). A newly implemented performance management system will fail if the proper steps are not taken in the beginning.

Performance management is the process a business uses to assess and determine the efficiency in achieving set objectives. A durable performance management system relies on a trusting relationship between employees and employers. When employees doubt the credibility of employers, they also distrust the results of any performance management metrics that are produced. Inconsistent feedback from management can result in poor performance and cause confusion or resentment among employees, which further leads to distrust towards the performance management reports.

When looking at performance management it can be defined as (1) ‘a process which contributes to effective management of individuals and teams in order to achieve high levels of organisational performance. As such it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved.’ We can see from this definition that managing performance is crucial to the overall performance of the organisation and meeting its goals and objectives. This process must then be strategic but also link other aspects of the organisation such as individuals and teams. As defined above, performance management is ultimately about achieving high levels of

These recommendations will convey a Performance Management Framework that measures the usage of the organizations method and drives the acknowledgment of quality. This thorough schema addresses critical success factors that address the businesses culture, and the staff and client base. The

Performance management is a tool that managers use to ensure that their companies remain at the top of their competitive edge. The Chartered Institute for Personnel Development (CIPD, 2008), defines performance management as a method by which individuals and teams are managed in a way that achieves high performance at an organisational level. The individuals within the organisation share an understanding of the achievement goals of the organisation. In order to achieve this, a general strategy is created, with each individual within the organisation understanding his or her role and requirements within such a strategy

Performance management is about creating a culture that encourages the continuous improvement of business processes and of individuals’ skills, behaviour and contribution. It is a repetitive process that is continually reviewed and is both strategic and integrated. It is about broad issues and long-term goals and integrated by linking various aspects of the business, people management, individuals and teams to delivering successful results in organisations. It does this by improving performance and developing the capabilities of teams and individuals.

The components of a successful performance management system will help with defining; the plans to increase profits and the margin objectives. This includes having objectives for your individual employees, managers and anyone that contributes to the overall goals. Keeping a well-defined program will relate back to the planned and projected targets you have put in place in each entity of your company. Having a strong documented plan will also increase the trust factor within your customer base, along with your employees.

Performance management is a continuous system which enables line managers to assess their employees’ performance. Performance Management is directly looking at how people work, how they are managed and developed and ultimately to maximise their contribution to the organisation. As (M Martin et al, 2010, pg 157) stated;

The implementation of a performance management system will allow managers to implement a goal setting process while periodically evaluating, coaching and rewarding their employees for the job that they have been hired to do. While participating in performance management meetings between managers and subordinates is not a pleasant environment, it is a necessary part of the corporate setting. If there is no formal performance management system in the workplace, the management team runs the risk of job performance and employee morale declining.

Performance Management is an ongoing process of communication between a supervisor and an employee in an effort to accomplishing an organization’s strategic objectives (Mello 2015). Performance Management occurs throughout the year and provides feedback on expectations, identifying goals and objectives, and results. Based on Mello there are five strategic decisions that has to be made when developing a Performance Management system. The strategic decisions that has to be made are (1) how will the system be used (2) who will evaluate the system (3) what will be evaluated (4) how will the information be evaluated and (5) what methods wills be used to evaluate the information (Mello 2015).

Throughout every organization, there is a system set up for effective performance management. It is known that there is a continuous process associated with performance management. In order have success in the process; managers must have extensive knowledge of the mission and goals of the organization. Once the mission and goal is set in place, there should be a cascading effect that trickles down to each employee within the organization. This paper summarizes an article titled “Performance Management Done Right: It’s Not the Form, It’s the Process” (Murray, n.d.) The published article breaks down what performance management actually entails and introduces a variety of ways to implement the tool that helps build

An effective Performance Management System should be based on :a) Setting up Key Result Area (KRAs) for the Region/Theme/Unit/ Department b) Clarity of Individual Roles and Responsibilities c) Laying down Plans and Performance Indicators for each position d) Periodic assessment of performance of the individual against such Plans/ Performance Indicators e) Identifying factors facilitating and hindering achievement of Plans - development of action plans for overcoming hindering factors and strengthening facilitating factors f) Periodic review of role incumbents' behavior, which contributes to effective functioning and working out action plans for developing such behavior. g) Identification of role incumbents' developmental needs and preparing plans for staff development through training and related activities. h) Implementation and review.

The preceding analysis makes it clear that there are areas within the existing performance management system at MAP that present an opportunity for positive change. Fortunately, there are a number of tactics that could be implemented in order to bring about improvement.

Performance management is important in all organizations in helping to develop priorities and to identify the resources required to progress and maintain organizational accountability for the delivery of its primary objectives. Employee and employer expectations in both private and public sector organizations are changing as people become more aware of the importance of quality service. In the 1950s as reported by ADDIN EN.CITE Marrewijk20031249Marrewijk and Timmers (2003)1249124917Marrewijk, Marcel vanTimmers, JoannaHuman Capital Management: New Possibilities in People ManagementJournal of Business EthicsJournal of Business Ethics171-184442/32003Springer01674544http://www.jstor.org/stable/2507502610.2307/25075026 HYPERLINK l "_ENREF_5" o "Marrewijk, 2003 #1249" Marrewijk and Timmers (2003), people were more tolerant of poor services and could stand in queues for longer periods. They also endured the inefficiencies that came from lack of accountability in organizations. However, people have grown more and more concerned about the quality of public services they receive as well as their expectations of quality. This has led organizations to require increased assertiveness in demanding their employees to develop better quality services as well as greater accountability.

The Balme library at the University of Ghana as implemented a performance management (PM) system to serve their diverse customer base. However, there have been issues with the PM system that was put in place. Some issues are the lack of a job analysis, employees are rated on vague items, and management does not work with the employees with feedback or development. Out of these issues the most important one is the lack of training and development by the managers. This issue can cause the greatest amount of trouble with the performance management system that is being implemented by the Balme library.