An organization cannot have a performance management system without someone to oversee the everyday happenings of the entire system. A performance management leader must be involved to set the process in motion and provide oversight to the numerous parts of the performance improvement process. It is the job of the performance improvement leader to systematically analyze human behavior and organizational process to improve productivity (Buytendijk, 2009). As a leader, my interviewee makes observations and talks with employees and managers to diagnose possible performance issues. His role demands analyzing these issues to identify factors that interfere with job performance. According to my interviewee, various factors can derail performance; resources, procedures, and organizational structures. After identifying the causes, the performance improvement leader is in charge of formulating an intervention plan to address these issues. The job of the leader is to find the best solutions or interventions for addressing the performance gaps (Walker & Greenhall, 2011).
Based on the class readings and research, I agree with my interviewee. Leaders in this position have a heavy hand in the performance management and improvement process. They play a lead by setting trends and acting as role models for the other employees (Tuytens & Devos, 2012). Their role is to develop policies that guarantee efficient improvement and management of organizational performance and to define and enact core values associated with performance. The leader plays a key role in convincing all the people that performance improvement is pivotal in attaining business goals and hence ensure that they take this elopement seriously in their work.
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However, I believe my interviewee could achieve better results in performance improvement by allowing employees to engage themselves (Groscurth, 2015). Today, firms are operating in a highly dynamic and collaborative working environment that demands employees to be self-motivated, engaged, and to have a desire to improve. Instead of manipulating employees’ work environment or applying punishments and rewards to change employees’ behavior, the leader must know how to encourage his people to build motivation, accountability, and self-reliance.
References
Groscurth, C. (2015). Managers Could Do a Lot Better at Performance Management. Retrieved from https://www.gallup.com/workplace/236576/managers-lot-better-performance-management.aspx.
Walker, S., & Greenhall, M. (2011). Practical and effective performance management: How excellent leaders manage their staff and teams for top performance : lots of exercises and free downloadable workbook . Lancashire: Universe of Learning.
Buytendijk, F. (2009). Performance leadership: the next practices to motivate your people, align stakeholders, and lead your industry . New York, McGraw-Hill. http://www.books24x7.com/marc.asp?bookid=29872.
Tuytens, M., &Devos, G. (September 01, 2012). Importance of system and leadership in performance appraisal. Personnel Review, 41, 6, 756-776.
