THE FUTURE OF PERFORMANCE MANAGEMENT
THE FUTURE OF PERFORMANCE MANAGEMENT
AHEAD OF THE CURVE: THE FUTURE OF PERFORMANCE MANAGEMENT
This article identifies and evaluates the various approaches to effective management in terms of tracking and responding to employee performance. It looks at the possible scenarios in which companies/managers find themselves when trying to assess employees in readiness for improved compensation or appraisal. Ultimately, this study makes recommendations which are of huge importance for managers in regard to employee evaluation. The purpose of this article is to provide managers with a sustainable approach to management in order to ease the difficulties often associated with tracking individual employees’ Key performance indicators.
The study employed a quantitative approach with the sole purpose of evaluating how the current approaches to performance management are spread through various organizations. To get to the findings, the study is based on a case study methodology with a description of the various approaches which are common today. Through sampling, the author provides an overview of the techniques used by management to evaluate and monitor employee performance (Ewenstein., et al, 2016). These methodologies are directly related to the research questions in that they provide solutions in terms of recommendations by analyzing the pros and cons of the present approaches.
Discussion, Findings & Conclusions
This article is of huge importance for the management, especially HRM. Therefore, the interpretation and adoption of the findings and recommendations contained herein will determine how effectively they will handle assessment and ranking (Ewenstein., et al, 2016). The findings not only show the current trends (in terms of the management evaluation of each employee), but also recommend appropriate measures to ensure that the management benefits fully from all staff. Additionally, the findings point to the importance of key areas of concern such as motivation and compensation and by so doing, helping managers to respond appropriately with an appropriate approach. The strengths of this article can be cited in the direct approach and comprehensive analysis of the key parameters though a negative and positive perspective to ease understanding and interpretation. One notable weakness is the author’s failure to place equal emphasis on other factors which determine employee response to performance management measures which equally have a big impact on their commitment and hunger to improve.
General Management Implications
The findings and recommendations drawn from this study can be applicable across several (human resource) management practices. Fundamentally, they can be applied in performance appraisal.HR managers can use the findings as a blueprint for evaluating, ranking and recommending employees for bigger roles based on how well they conform to the parameters described in the study. Also, they can be applied in reviewing the HR practice in an organization so that it remains at par with the current trends in terms of conformity to employee needs (like compensation).Overall, the study findings hope to achieve efficiency, accuracy and fairness for employees on matters relating to ranking and evaluation. This will heal the present disparities and constitute a favorable environment for all employees to thrive.
Relation to HRM Theories
The article findings and recommendations task managers to identify specific needs of individual employees and then appraise them according to these needs. The holistic approach is portrayed as inefficient and ineffective owing to the variations in response to appraisal measures. This scenario directly correlates to the needs and cognitive theories which assert that different people have different needs and as such, there response to appraisal measures is determined by how much they are convinced that they fit their needs at that particular time. Notably, Adam’s Equity Theory argues that employees will respond positively if they feel the process is fair. This fairness can only exist if the management has put in place measures which are tailored to meet individual needs and expectations of all workers.
Ewenstein, B Hancock, B and Komm, A 2016 ‘Ahead of the curve: The future of performance management’, McKinsey Quarterly, vol. 2 pp 64-73.