An organisation requires a well-laid out performance management system that explicitly manifests desirable features of a quality performance management system. A good performance management system requires a properly formulated documentation, entails fairness, aligns with the organisation's culture and values and is continuous. Managers can promote good performance in their companies through various ways. These include performance appraisal, rewarding workers, good strategies and objectives, and taking advantage of information technology. Features of a good performance management system should entail some of these strategies that assist in boosting a company’s performance ( Simons, 2013) .
An organisation’s performance management system should entail fairness. This is a feature that majorly concerns the employees of an organisation. The people managed need to believe that the system is fair. For instance, employees should only be evaluated against goals or objectives that have been clearly stated and documented and had been agreed upon, initially, at the beginning of the performance period. A manager should never evaluate the employees on objectives that were never agreed upon. At the same time, every employee should be evaluated on the same principles and against similar objectives. On top of this, everyone, regardless of the rank, should be part and subject to the evaluation procedure.
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A company's performance management system should be ongoing or maintained in a continuous manner. Efficient and effective performance management entails regular and constant communication between the employ and the supervisor. Feedbacks on performance and improvement are necessary for check-ups. Employs require feedback for them to see where and how to improve their performance. New strategies, plans, and performance issues must be communicated to the employees in due time. A good performance management system must be well maintained and kept regularly going by following all the guidelines and objectives of the system.
People rely on well documented and accurately recorded guidelines. For a performance management system to work, it needs to be properly documented, giving all the guidelines to the performance strategies and issues that company needs to address and embrace. Also, the organisation should record all the employees' performance issues. Objectives and goals expected to be reached by every employ need to be recorded as these will be required during evaluation of employee's performance. The documentations also need to be dated and signed by the employee. Documentation is critical and may come in handy in the situations such as when an employee files a case against the company when he gets fired ( Grafton, et al. 2010) .
Another feature of an organisation’s performance management system involves alignment with the organisation’s culture and beliefs. Managers should always come up with performance management systems that compliment what is already in place. The system should collaborate with the positive beliefs and cultural ideologies of the organisation and its surrounding. An excellent system may assist in developing a strong environment of trust throughout the company.
References
Simons, R. (2013). Performance Measurement and Control Systems for Implementing Strategy Text and Cases: Pearson New International Edition . Pearson Higher Ed.
The author of this article describes methods of measuring performance and the control systems for implementing organisational strategies. The author provides a solid example by use of case studies.
Scott, W. R., & Davis, G. F. (2015). Organisations and organising: Rational, natural and open systems perspectives . Routledge.
The article describes in details the organisational features that must be formulated and applied to promote the organisation’s performance.
Walker, R. M., Damanpour, F., &Devece, C. A. (2010). Management innovation and organisational performance: The mediating effect of performance management. Journal of Public Administration Research and Theory , muq043.
Walker and Device in their journal enlighten on the performance of the organisation as a result of good performance management systems put in place by the organisation.
Grafton, J., Lillis, A. M., & Widener, S. K. (2010). The role of performance measurement and evaluation in building organisational capabilities and performance. Accounting, Organisations and Society , 35 (7), 689-706.
The chapter in the above-described book talks about the importance of performance management and evaluation in promoting a company’s performance.
Camisón, C., &Villar-López, A. (2014). Organizational innovation as an enabler of technological innovation capabilities and firm performance. Journal of Business Research , 67 (1), 2891-2902.
The journal talks about technological innovations as a way of promoting an organisation’s performance.
