Every method of performance measurement has strengths and weaknesses. In your professional
experience, you have undoubtedly experienced many different types of performance evaluations, and
have thoughts about what worked well and what did not work well within these systems. You have now
begun to delve into the literature on performance measurement, which presents a range of theoretical
and practical perspectives.
In this essay, you will compare these varied perspectives on performance measurement, including
challenges for raters and ratees engaged in the actual implementation of different measurement systems.
PM.COLL.W3
PM.COLL.W3
Introduction
Performance improvement and the roles of the performance management are essential
elements in many organizations today. The rise of business pressures in several firms has
immensely taken a rise, a factor that requires the development of an effective and efficient
business approach that enables an organization to be competitive. This, therefore, requires that
the human resource professionals are well vast with the understanding of the essence of optimal
performance management in addressing the internal obstacles that organizations undergo
(Aguinis, 2012). This paper, therefore, seeks to determine how the performance of employees
aligns with the strategic goals of an organization and the manner in which this occurs. The paper
will also review approaches that organizations employ in communicating efficiently with their
employees on their individual performance goals.
Employees’ Performance Objectives and how they align with Organization’s Goals
Performance management involves the approaches that managers employ in guiding and
motivating high-performance levels in organizations. According to Aguinis (2012) such
approaches involve a traditional initiative that focuses on the provision of formal performance
rewards, appraisals, and recognition to spur the manner in which employees carry out their
functions ( p 12). In this case, the performance objectives of individual employees can align with
the goals of an organization through well-defined and set goals that remain the primary
performance management activity.
In this case, the individual employee performance objectives are developed in accordance
to the overall goals of an organization which defines the direction that should be followed and
PM.COLL.W3
provides the approaches required in achieving such performances (Aguinis, 2012). It is in this
event essential to determine that best practices within an organization infer to the fact that
effective performance systems are tied to the objectives of an organization. This clearly means
that there is an effect between individual goals and those of an organization.
The goals of an organization in this case provide an effective approach that ensures the
employees of an organization are directed in supporting the overall business strategy of an
organization, a factor that requires each and every individual to set goals that can be achieved
and that are in line with those of the organization (Aguinis, 2012). According to sources, in order
to set up effective goals that guide the performance of an organization, there is a need to
determine the key areas of performance indicators the need to be defined.
In this, the key result areas infer to the aspects of the roles in which the employees are
responsible such us the preparations of production schedules (Armstrong, 2014). These
indicators, therefore, determine how performance within different areas may be measured for
instance the units produced or the number of calls attended to in a period of time and which
should require the commitment of the employees and the organizations leaders.
Communications Approaches with Employees on Performance Objectives
It is essential to also consider the fact that communication remains an essential element in
enlightening the employees of an organization of their individual performance objectives.
Communication can, therefore, be either upward or downward. The downward communication
approach is from the management to the lower level and ensures that a judgment is passed on
their performance objectives and how they can achieve these functions (Becom, & Insler, 2013).
PM.COLL.W3
As the information flows downward, it turns out to be individualized. On the other hand,
the upward approach of communication is from the lower to the higher levels in which the
employees pass on their needs, goals and aspirations. In the upwards approach, information,
turns out to be precise and brief as a result of the channels passed through.
Conclusion
Performance improvement and the roles of the performance management are essential
elements in many organizations today. It is essential to determine that performance management
involves the approaches that managers employ in guiding and motivating high-performance
levels in organizations (Heslin, Carson, & VandeWalle, 2009). In this case, the individual
employee performance objectives are developed in accordance to the overall goals of an
organization which defines the direction that should be followed and provides the approaches
required in achieving such performances.
PM.COLL.W3
References
Aguinis, H. (2012) Performance management, 3rd ed. Upper Saddle River, NJ: Pearson Prentice
Hall.
Armstrong, A. (2014) Armstrong’s handbook of performance management: an evidence-based
Guide to delivering high performance, 5th ed. London: Kogan Page
Becom, A. & Insler, D. (2013) ‘Performance management: a bad process or a broken promise’,
People and Strategy, 36 (2), pp.42-45.
Heslin, P.A., Carson, J.B. & VandeWalle, D. (2009) ‘Practical applications of goal-setting theory
to performance management’, In: Smither, J. & London, M. (Ed.) Performance
management: putting research into action. San Francisco: Pfeiffer, pp.89-114.
