Performance Management System
All organizations, especially for profit-making, need to keep track of all their employees' productivity and there are several ways to gauge this. It is done once yearly or frequently depending on the organization's management preferences (Scott et al., 2011). It is imperative to do this because of the need to know employee returns towards organizational goals for the restructuring of individual goals to be well aligned.
Among the many ways to assess employee output, performance appraisal is a common method amongst organizations. It aims at measuring the quality of completed tasks, employee productivity against made profit, time management over productivity, measuring service and sales productivity. Although the level of accuracy of such a system is low since it discourages teamwork.
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The appraisers' focus is on the efforts of an individual employee as opposed to team efforts hence it becomes unfair as middle-ranked performers are not recognized. Only the extremely high and low performer's efforts are recognized and the result is an out-rightly demoralized workforce ( Mitchell, 2007) . Personal relations between employees and their employers could affect their working relationship during appraisals as some may be favored and others unfairly appraised leading to eyebrow-raising amongst the rest of the staff.
Due to the numerous workload of management, they fail to accommodate enough time to conduct proper appraisals as well resulting in discontentment of some staff. Employees also need ongoing feedback from their appraisers as it helps them identify their strong and weak areas where they need to input more attention ( Mitchell, 2007) . Since managers fall short on time, they leave important issues like communicating feedback, therefore employees' productivity becomes stagnant as they lack new challenges to tackle.
Economic, Social and Political factors
In this new error, most if not all organizations have transformed workplaces into learning areas as well. Work-related pieces of training are frequently conducted within organizations to impart useful knowledge to employees, they are encouraged to exchange ideas and learned skills amongst themselves in a bid to make work easier within an organization (Scott et al, 2011). With the ever and fast-changing technology, economic trends have also gone up hence by offering employee training on new technological advancements enhances productivity levels at reduced costs, they can deliver efficiently and also improve the Organisation's competitiveness.
These pieces of training tend to be costly on organizations as well since they have to ensure all employees are well versed in identified aspects so that the entire team can correlate effectively. The other downside is that rapid technological advancements may render some employee positions obsolete since their workload would be conducted by machinery.
Different training needs exist in organizational settings, commonly; training new employees on their work and updating the skills and knowledge of established employees. Pieces of training are customized depending on various organizational needs hence social forces such as amicable problem-solving needs, improved communication within an organization, with customers and external stakeholders ( Mitchell, 2018). Cross-training employees is also an upcoming trend that employers are keen on to ensure productive work continuity.
The power vested in the top management enables them to negotiate varied differences amongst their employees based on their interests on different organizational issues. Existent politics have accelerated the need for employees to be efficiently trained on different skills and expertise(Scott et al, 2011). This is to promote equality during crucial decision making as well as to reconcile employee differences.
References
Mitchell, D. (2007). Performance management . Chandni Chowk, Delhi: Global Media.
Mitchell, D. (2018). 50 top tools for employee wellbeing: A complete toolkit for developing happy, healthy, productive, and engaged employees .
Scott, S., Shad. M, & Bohlander, G. (2011). Managing Human Resources (17th Edition). Cengage Learning
