Identifying a Performant Management System Problem

Introduction

Performance planning is the systematic process of recognizing, evaluating, and growing the team performance, as well as matching productivity with the goals of the group. Performance management helps to monitor your workers’ behavior and evaluations if they want further assistance, can deal with higher learning, or merit that leads to a bonus. The primary goal of building a structured Performance Management system in a business is to control employee productivity. An effective performance management system assures that personal and team objectives are matched with goals of the organization, enhanced workers’ productivity at the personal, group, and corporate level via effective talent management techniques application.

Background Information

In many aspects, performance management has developed during the twentieth and twenty-first centuries, yet some businesses continue to use outmoded methodologies to assess employee productivity. Personality-based performance rating methods were popular in the 1950s. Workers would really be evaluated based on characteristics such as job expertise, honesty, and dedication; nevertheless, it was quickly discovered that assessing employees’ actual performance on hereditary characteristics had something to do with their workplace productivity. As a result, businesses began to seek new ways to evaluate their staff.

In this article, the performance management system within the Network solution company is analyzed to countercheck the effectiveness and if the system is an ideal for performance management and to describe its limitations and the recommendations to make it better for use.

Findings

The characteristics that were within the Network solution system:

1. An ideal performance system is supposed to include formal development and training strategies, this is evident since training resources were made available on Network Solutions’ intranet for managers and individual contributors, including access to all necessary forms. In addition to the training available on the intranet, 1- to 2-hour conference calls took place before each phase of the program was begun (Herman,2022).
2. The ideal performance system should be set up to elevate performance, and not simply review past performance. It is evident where the desired outcomes of the new system were to identify low performers and improving their performance (Herman,2022).
3. The new system designed was effective since the performance expectations for all employees to be clear.

The characteristics that were lacking within the Network solution system:

1. An ideal system must be accurate and fair in its performance but the system being studied in the Network Solutions was not efficient enough as an ideal system should be since it did not give all the employees their reviews for the year, and did not achieve the goals set by the organization (Herman,2022). If the system would be in use continuously, it would lead to employees being laid off for an assumption would come up that they are not working or are sleeping on the job.
2. An ideal system should be accurate and fair and the system within the case study did not pass the accuracy test since there were fewer than 5% of all the employees received the lowest category of rating (Herman,2022). This simply indicates that the system is faulty since not all the employees received their reviews yet only less than 5% of them were the lowest categorized in ratings. It does not add up therefore the numbers would not add up as expected.
3. An ideal system is supposed to be set to elevate performance, and not simply review their past performance and the case study’s system did not achieved that since a recognition program was not in place to reward the employees who achieved higher (Herman,2022). This could make the employees to be demoralized if they were outing in the work to get that promotion in the organization. This would result to indications of poor employee performance during their annual review that not all employees would receive.

Compare and Contrast

Comparison:

Contrast:

With a combination of openness and continuous feedback as part of the characters of the new system, it would make the system quite valuable and accurate. When the system is open, it means it has nothing to hide and gives that report according to the actual data fed into it. With a combination with continuous feedback, this would mean that the system would be timely and in real time, the employees would be able to access their reviews at any moment of the year and they would know in advance where they need to strengthen and where they need to perfect their craft for better performance analysis worth of a promotion.

Recommendation

Setting goals effectively, beginning plan for the performance, improve productivity through better goal management, preparing and training the managers, gathering information from multiple sources and encouraging full participation and success as well as link performance with rewards and recognition might improve the processes done by the performance management processes in one’s organization.

Conclusion

To pay attention to the quality for your business, you must have a defined Performance Management and monitoring approach. Performance appraisals are more than just a review of a person’s abilities with rewards and penalties as a result. Instead, it seeks to align and enhance an individual’s personal skills in order to meet the larger corporate aim.

Reference

Synergita (October,2013). In What are the characteristics of effective performance appraisal system? Retrieved from synergita.com/blog/what-are-the-characteristics-of-effective-performance-appraisal-system/

Herman Aguinis (2022). In Performance Management Third Edition.