wk 6 HRMS

Q.1 Strategic Performance Management (200 words)

Consider an organization's performance appraisals and performance management system.

· Do performance management systems measure significant and meaningful employee behaviors? Why? Why not? How can you tell?

· Organizations today strive to be more strategic in nature than they have been in the past. How can a performance management system encourage long-term and strategic thinking rather than short-term or tactical thinking?

Q.2 Write a reply for this article (Bennett) (100 words)

"Performance management is the process an organization uses to motivate, measure, and develop performance of its individuals and teams to support the organization's goals and objectives." (Stange, n.d)

When correctly used Performance management systems can be quite effective. The most common and well known are the Personal Improvement Plans (PIP). These are what most companies use to gauge an employee’s overall (KSA's) - Knowledge, skills, and abilities, as well as their plans to grow with in the organization and improve strengths and weaknesses. Learning where an individual is professionally within their department short term and long term can be very beneficial. Knowing an employee would like to better their time management and organizational skills, but they are great at communication helps to develop a plan to move towards that growth in whatever area they are looking to strengthen. 

These plans lay out the annual Initiatives for the employee for their short- and long-term goals. Where they would like to be by the end of the year and where they see themselves fully evolving in the organization. If they would like to move up the ladder and be a potentail candidate for management. These plans give a good foundation and strategy on how the employee can reach their goals and how management can support and assist. This is also great to provide any additional training that may be needed and/or requested. 

The only thing I have ever been weary of with these plans, are when those in leadership may not be the most reliable to up hold such tasks. These plans usually assist HR and management with annual bonues and merit increases. If you do not have the right individual scaling employees, you may get some unwanted backlash and/or negative behavior and possibly the reason for loss of employees. Emotions are usually high during these periods, best they are handled as professional as possible. 

Stange, J. (n.d.). The who, what, why, and how of performance management. Quantum Workplace. Retrieved June 6, 2022, from https://www.quantumworkplace.com/future-of-work/performance-management

Q.3 Write a reply for this article (Moo) (100 words)

The most important concern in designing a performance management system is its fit with the organization’s strategic objectives, and the most important concern in providing performance-related feedback is its fit with the organization’s culture (Mello, 2019). I do believe performance management systems measure significant and meaningful behaviors of employees. The purpose of performance management systems is to evaluate an employee’s work against the expectations set out by their position and by their manager to determine how the employee is doing in that role. The performance management system helps to ensure that the company’s goals are met in an efficient, timely and successful manner. These goals are often set by a CEO, president or executive board and filtered down through the management chain to be adopted by departments and individuals. You can tell the significance of performance management systems because of why they are used. They are used because it’s important for a business to have some kind of metric of acceptable performance. This comes into play on both sides of the performance scale so there is a record of performance history which is necessary when looking to promote a good employee or fire an unsuccessful one. 

Organizations can use their performance management system to encourage long-term and strategic thinking rather than short-term or tactical thinking by providing a detailed route map about every aspects of the organization that includes their strategic framework and key pillars. A long-term planning can implement the plan effectively. They can assess and set standards before they implementation. But a short term plan and tactical thinking may not applicable for every organization. Long-term strategical plan is more flexible than short term thinking. I've seen the organization I'm current with start off years ago with a more short term performance management system but over the past couple of years it has transformed into more long term strategic planning. The organization using the long term goal and break it down into short term goals that are obtainable within the planning year to reach that long term goal. We also have a BHAG goal for each department that is an extremely longer long term goal and could possibly never be reached but has many goals that is stretched over years to possibly reach this goal. It's a lot to accomplish but I understand that you have to have systems like this in place to be able to have the right people working for the overall effectiveness and success of the organization.

Mello, J. (2019). Strategic Human Resource Management (5th ed., pp. 327-346). Cengage.

Q.4 Write a reply for this article (Monicaa) (100 words)

Performance management is a regular practice of recognizing, assessing, and developing employee performance in alignment with strategic objectives. This process-based approach has been depicted as a management style that attempts to maximize employee contribution through strict control and increased demands, which has been shown to have a negative impact on employee well-being (Armstrong, 2022).  Performance management systems do measure significant and meaningful employee behavior, and starting with your organization's and modern workforce's demands, modern performance management entails developing a customized approach to meet those needs while still being mindful of employee experience. I suppose it would be about creating a strategic business operation rather than fulfilling a year-end compliance requirement.

      Quality management, in my opinion, emphasizes the importance of a process-based performance management system and should accompany a system like that. Setting goals is essential for motivating employees to participate in training and developing behaviors that lead to long-term changes, and need to be supported by a quality manager.

      Traditional performance management, however, is rife with bias. Modern performance management aims to level the playing field by gaining a deeper grasp of real-world performance. It's no longer only about what your boss thinks of you for a week every year. Data is still a big part of modern performance management. Many organizations are seeking better methods to integrate data back into their process to guide career planning, recruiting, and other business decisions, even after initially rejecting ratings and rankings (de Menezes, 2019) because the process can be complicated because you are dealing with human beings.

References

Armstrong, M. (2022). Armstrong's handbook of performance management: An evidence-based guide to performance leadership. Kogan Page, Limited.

de Menezes, L. M., & Escrig, A. B. (2019). Managing performance in quality management: A two-level study of employee perceptions and workplace performance. International Journal of Operations & Production Management, 39(11), 1226-1259.