Performance Management Automation Systems

Rating:

From time to time, most company find it useful to summaries employee performance. Using a consistent framework, this can be helpful for looking at and comparing performance over time or among various employees. Companies need to know who their best performers are.

Rewarding:

Rewarding means recognizing employees, individually and as members of teams, for their performance and acknowledging their contributions to the company objectives.

A fundamental principle of effective management is that all behavior is controlled by its consequences. Those consequences can and should be both formal and informal and both positive and negative.

Making performance management easy:

To be effective performance appraisals should be an on going process rather than a one a year barrier for all concerned. For managers and team leaders that continuously feedback as part of their managerial style, the annual performance appraisal becomes easy and an affirmation of a positive working relationship. Instead of a drudgery merely to be tolerated to meet a departmental goal of having those all completed.

Where performance appraisals are an annual event, they tend to create a great deal of anxiety in both the line manager and individual. Much of the emotion and reluctance concerning this event centers around a fear of the unknown, usually on both sides of the desk. Employees often feel uncomfortable because they believe they have not received much feedback during the year or because they are unsure about the performance criteria on which they are being reviewed.

Line managers, on the other hand, sometimes are equally reluctant with their role, the subjectivity of the evaluation, or their employeer possible reactions. A combination of these triggers often leads to a less than satisfactory result for everyone involved.

It is often said that performance appraisals are defined as an event at which managers get no sleep the night before and employees get no sleep the night after.

So if performance appraisals so often are difficult, uncomfortable, and unsatisfactory, what can be done about it?

When objectives are set on a 12-month timetable, people tend to agree to them and then promptly get back to work.This is natural. Routine activity always takes precedence over non routine activity, and before anyone realizes what happened, three months… six months have gone by and no one has thought about the annual objectives.

In fact, company priorities typically change so significantly in that period that those annual objectives are not as relevant as when they were set.