Performance management theory and implementation

Thèmes abordés

performance, management, implementation, companies, SWOT, human ressources, SME, EDS, Express Delivery Services

Résumé du document

English Human Resources Presentation about the Performance management theory and implementation.

Extraits

[...] It is not about pure criticism, it is about constructive remark and the work or attitudes of somebody. The employee needs to understand the critic. On the contrary, praising an employee will motivate him or she. (Thomas Elsevier & Rosemary Thomson. (2002). Managing people. Third edition.). Managing reward Rewards are acting as a motivation tool for employees. They receive it for their efforts. Rewards can be both intrinsic and extrinsic. Intrinsic rewards: self respect, sense of achievement, feeling of having learned something useful, feeling of contributing to a team or to the organization, self actualization, etc. [...]

[...] (1984) Staff Appraisal. Rosemary Thomson. (2002) Managing People, (3rd ed.). Siman A. Burtonshaw-Gunn. (2008) The Essential Management Toolbox. London: John Wiley & Sons Ltd. Case study: B. [...]

[...] Introduction to Human Resource management. Cipd.). The steps of the management performance system: Appraisal systems The managers need to have some information about their employees. They need to know their weaknesses and their strengths, their aspirations, their problems and needs, etc. Like this the manager can help the employees to be more motivated, he or she can improve the relationship between him or her and the staff, and know the employees needs, and understand them as much as possible. It is also good for the organization because it is easier to develop individualized relationship, to plan its human resources needs, and to have standard informations. [...]

[...] Sometimes, it is hard for managers to say to an employee that he or she is not good enough. That is why the just- above-average syndrome exist. It consists not to mark everybody just above the average. This patterns permit the development of the high flyers but do not sort out the problem of poor performance. Performance measured my proxy: It is the halo effect: performance is hardly measurable and assessable so the evaluation is done on other standards such as the behavior or the manner. [...]

[...] Employees and managers also, want to develop themselves. It means finding and make available some ways of learning and achieving skills, and meet everyone's career aspirations. This step can require the appraisal system. It is an advantage for the manager if the staff is happy at work, is fulfilling at work because the success of the manager depends on the skills and abilities of the team. This step is important because it can lead to increasing the potential, efficiency and productivity of the team. [...]