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Managing An Organization : Performance Management Strategy
In this part of our guide to organizational management we cover performance management...
In order to ensure that all of an organization's subsystems are working appropriately and meeting the company's goals, it will employ performance management processes. These processes look at things such as employees, teams, departments, and processes, to name a few, and can be achieved through reviews of specific performance, cost, quality and quantity of product, and how quickly product can be delivered. Performance management processes will also employ the use of general reviews.
While performance management reviews should (and usually are) conducted at pre-determined regular intervals, there will be times when it becomes necessary to conduct one out of cycle, based on indications that something in a particular subsystem may be out of whack. A company will most likely have general procedures established for such reviews, they can vary significantly by the subject that is the focus of the review, as well as according to the working style of the individual who carries them out.
A documented performance plan is the first step in the process and needs to lay out the standards the desired performance is based on, as well as the desired results and how those results will be measured. It should be structured to include first-level targets with more specific targets to support those, if necessary. It will be a fruitless exercise, however, if the results are not realistic and achievable, and if the expectations are not clearly communicated to key stakeholders.
Continuing feedback throughout the process is important, as is ongoing observation and the application of measurement tools used to determine the level of performance.
Once the stated time frame for review is up, a performance appraisal or review should occur in order to analyze the results of the review and determine if the performance meets or exceeds the expectations, or if performance has fallen below the expectations.
At the outset of the review process, there should be a clear indication of how the performance will be rewarded in cases where it meets or exceeds stated goals, and at the conclusion of the review, the reward should be applied. In cases where the performance has fallen below expectations, then the performance plan can be updated to be more of a performance improvement plan, and the entire process repeated until the desired results are achieved, or until the underlying standards or subsystems have been modified.
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