Performance is understood as achievement
of the organization in relation with its set goals. It includes outcomes achieved, or accomplished through
contribution of individuals or teams to the organization’s strategic goals. The
term performance encompasses economic as well as behavioural outcomes. Brumbach
views performance more comprehensively by encompassing both behaviors and
results. He is of the view that behaviors as ‘outcomes in their own right’,
which ‘can be judged apart from results’. Performance is an impact. The roles
of any manage can be seen in three parts: Being, Doing and Relating.
Being it is concerned with the
competencies of the manage that are relevant to his/her performance. It is
preparedness of the mind of the manager. Doing focuses on the manage activities
that are variably effective at different levels in the organization: that
affect performance of other roles dependent on the manage output, and the
organizational performance as a whole. As someone said, ‘Ideas are funny little
things. They won’t work unless you do.’
‘Relating’ emphasizes the nature of
relationships with members of the role network-vertical, horizontal or
otherwise. Performance has a linkage with the individual potential and how best
it is realized by the individual. With regard to manage, his/her potential
becomes the input to the productive process and performance is the output.
Appraisee’s
Potential is determined when a set of tasks are assigned to
him. It is also related to performance standards set.
Task-related
activities refer to appraisee’s or supervisors involvement to
achieve the allocated task or meet expectations in the given task environment.
Performance
is what the appraisee’s actually achieve. Performance in a role
refers to the extent to which the appraisees achieve the purpose for which the
role is created.
‘Choice, not chance’, they say,
‘determines destiny’. The actual performance of an appraisee is a function of
several forces, internals as well as external to the organization-some of choice,
some of chance. Most organizations do not take these forces into account-either
systematically or intuitively-while building expectations from an appraisee. An
appraisee in her task environment could be subject to some of the influences
and factors shown in Exhibit.
In this framework, Organizational Relevant Environment, Role
Purpose or Objective, Stakeholder Expectations, Role Technology and Input Role
or Vendor Contribution are inputs
to the appraisee’s performance. These are substantially known, and are
the factors and forces, which organizational
expectations from the Appraisee
Performance can reasonably be predicted.
Role Design, Appraisee
Potential, Managerial Leadership, Competing and Collaborating Colleagues, and
Group Climate are throughput factors that can be optimized by a
manager to enhance the Appraisee Performance. These
determine whether the organization’s performance
expectations from a appraisee are realistic. As such, throughput factors are the
core concerns of PM.
It can be argued that Role Design and Appraisee Potential are, in fact,
input factors. However, a manager can modify-enhance or stretch-these factors
by improving the fit between the appraisee’s capacities, resources and role
requirements, PMS would assume
these as throughput factors.
Role Output or Appraisee Performance is
the end-result-the effect for
which we work. This is the variable that is predicted or planned. It is
invariably observable and measurable. The behavior of all organisms is
goal-directed. As such, people performance is not only a sequence of causes and
effects; it is a chain of sub-goals and actions, leading towards the ultimate
goal. In fact, when a appraisee has a goal, he/she behaves as if she is
following some signposts that create a healthy expectancy in him/her to reach
the goal.
Role Purpose or Objective sets the
boundary for the goal(s). It is a reference point for Stockholder’s Expectation.
Appraisee Potential corresponds to the
role to which an appraisee is assigned and the inputs he/she receives to
fulfill the role purpose. It stretches or contracts depending upon the Group Climate, the behavior of the Competing and Collaborating Colleagues, and the Managerial Leadership.
The actual realization of an appraisee’s
potential depends heavily on:
v Group
and Organizational Purpose.
v Group
or Organization Capacities and Resources.
v Human
Climate in the Group or the Organization.
v Quality
of Up-stream or Vendor Inputs.
v Feedback
on Performance.
Role Design is fashioned by the
organizing process. The sole purpose of organizing and designing a role is to
provide a vehicle for implementing performance plans and expectations. It
determines the requisite competencies, knowledge and skills. Role design
predominantly determines task-related attributes needed by the appraisee. Managerial
Leadership predominantly determines the behavioral attributes needed by the appraisee.
Leadership role of the manager and managerial style of the leader are also
major determinants of the appraisee’s development and his/her job satisfaction.
Managerial leadership and group climate have considerable influence on each
other.
Group Climate - The internal
psychological environment of the group-influences the behavior, style and
performance of the appraisee. It is also, in turn influenced by the behavior and
attitude of the appraisee. Group climate is after all, the collective outcome
of thebehavior and attitudes of all the members of the group-the appraisee and
all his/her competing and collaborating colleagues, the manager or the leader.
People in any group or organization are less anxious about work if both goal clarity and goal agreement are present.
Considerable conflict arises when
purposes are unclear or when people disagree on what the priorities should be.
Without convergence on goals and priorities, groups or organizations cannot
develop a climate that facilitates performance.
Three abilities or forces in an
individual are said to be essential for achievement:
- Icchha-desire or motivation
- Jnana-knowledge or know-how: and
- Kriya-action to actualize.
Not much performance achievement has
been reported without the creative combination of these three forces which,
acting dynamically and in concert, form the core motive force of all people in
any organization. Through the medium of performance, an organization is able to
effectively achieve what it sets out to. Indeed, it is the people’s capacities
and resources that determine an organization’s capability to perform and to
satisfy or influence its stakeholders. These capacities and resources reflect a
measure of the internal state of an organization that is expressed through its
results.
Performance management is a way of
systematically managing people for innovation, goal focus, productivity and
satisfaction. It is a goal congruent win- win strategy. Its main objective is
to ensure success to all appraisees i.e., all task teams who believe in its
process, its approach and implementation with sincerity and commitment. The appraisee’s
success is reflected in organisations’ bottom line in terms of achieving its
planned goals. PMS is an endless spiral, which links several processes such as
performance planning, managing performance throughout the year, taking stock of
appraisee’s performance and potential. Also it includes recognizing and
rewarding success at the end of the year. PMS links these processes in such a
way that an individual appraisees’ performance is always oriented towards
achieving organisational goals. PMS creates positive goal oriented task
motivation and aims at reducing intra-organisational conflict. It is realized
that organisations could not be successful if they do not have a good performance
management system. Each manager needs to devise his/her own system of managing
performance. While some norms of performance management are explicit others are
not so clear even to the managers. It is said that standards or expectations
that define good performance may be generally understood but are rarely
specific. PMS is a holistic, largely participatory and goal congruent process
of managing and supervising managers at work. It is understood as a systematic,
organized approach to managing and rewarding performance by generating and
sustaining positive appraisee (employee) motivation. It is neither the well known
system of performance appraisal nor the well talked about system of MBO. Its
salient dimensions include performance standards- representing organizational
goals and objectives, appraisee recognition and reward.
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