Human Resource Management

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Performance Management

28th April, 2016.

Traditionally performance management has been defined as a process used in evaluating employees performance parallel to organization goals and objectives. The outcomes of this analysis are used to reward the employee through promotions or salary increment or punishments such as demotions. Basically the process measures the output of employees collectively after a certain period (Lee n.d,1). However, in recent times, performance management has been revamped in a way that the employees are evaluated individually over specific tasks done every day and the feedback given, sorely aims at motivating the employee (Buckingham & Goodall 2015, 11). Excellence is rewarded and weaknesses are strengthened through training and encouraging team work.

When the process of performance management is conducted diligently and with a lot of transparency, it improves the performance of the employee. According to Colin Biggers and Paisley, their new model of assessing employees enhances teamwork as the team leaders communicate regularly at individual level. Through performance management employees are constantly reminded of their strengths, roles and the expected outcomes for that specific task. Active involvement of team leaders encourages trust and employee engagement in the organization (Wang & Hsieh 2013, 3).

Evaluating an employee objectively rather than subjectively encourages fairness in the process. Fair evaluation process makes the employer form fair appraisals. When the employees feel their appraisal is genuinely related to their performance, their trust in their leaders increase, commitment in their work increases and these promotes job satisfaction (Lau & Oger 2012, 5).

In regard to Pettit, Goris & Vaught (1997, 83), giving feedback regularly in a form of compensation or training is a form of organization communication. This highly determines the employee job performance and job satisfaction. Conclusively, employees who have trust in their leaders, work as a team, are actively engaged in the organization and are satisfied with their jobs perform better and this promotes organization effectiveness hence performance evaluation is a critical aspect in every organization.


Buckingham, M. & Goodall, A 2015. Reinventing Performance Management. Harvard Business Review. April 2015 Issue.

Lau, C. M. & Oger, B. 2012, Behavioral Effects of Fairness Performance Measurement and Evaluation Systems: Empirical Evidence from France. Advances in Accounting, Incorporating Advances in International Accounting, 28 (2012), 323 – 332.

Lee, D. C n.d. Conversations not Evaluations: An Alternative Model of Performance.

Pettit, J. D., Goris, J. R. & Vaught, B. C. 1997, An Examination of Organizational Communication as a Moderator of the Relationship Between Job Performance and Job Satisfaction. The Journal of Business Communication, 34: 1, January 1997.

Wang, D. S. & Hsieh, C.C 2013, The Effect of Aunthentic Leadership on Employee Trust and Employee Engagement. Social Behavior and Personality, 2013, 41 (4), 613 – 624.

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