| To effectively manage the productivity in an | | | | fits the big picture of the organization - it cannot and |
| organization, managing employee performance is a | | | | should not be a one time assessment thing else it |
| necessity. There are performance standards for | | | | would fail its objective of assessing the performance |
| routine jobs that most employees need to match and | | | | accurately. |
| if there are incentives for better performance, the | | | | Performance management and performance |
| healthy competition among employees raises | | | | appraisals are two different concepts that should not |
| performance levels all round. | | | | be confused. Performance management looks more |
| Managing employee performance is necessary for | | | | towards congruency of employees and organizational |
| achieving goals that an organization has for itself. | | | | goals and objectives. It aims at linking employees |
| Assessing an employees competency, measuring his | | | | objectives with company's mission. It is assessing what |
| productivity is essential in the overall plan of the | | | | role the individual employee plays in guiding the |
| organization. Pacing itself production-wise is important | | | | company towards its vision. Performance |
| and that cannot be done if the employees potential | | | | management includes the entire performance cycle |
| and his ability to perform is not measured. Employees' | | | | that in turn includes mentoring, providing feedback, |
| performance is directly related to organizational | | | | assessing performance, coaching etc. |
| productivity and its success. Managing employee | | | | There are clearly defined objectives for employees to |
| performance requires good managerial and | | | | achieve and employees are assessed on |
| communication skills. | | | | achievements of those objectives. Managers have |
| A high performance work force, a team that can take | | | | clear framework and criteria provided to them for |
| up any challenge and execute it, can only be created | | | | assessment and they are able to assess the |
| by measuring and managing employee performance | | | | employees on the said basis, hence there is less |
| and segregating the quality from mediocrity. And for | | | | ambiguity there. |
| that managing employee performance is crucial. Of | | | | Performance appraisals are appraising the employee in |
| course in order to be more effective an employee is | | | | the tasks competitively. It is the process of judging the |
| provided opportunities to upgrade his skills and learn | | | | current position of an employee in delivering and |
| the best that is available to stay abreast with current | | | | executing his tasks. |
| technologies in the market. | | | | Managing employee performance is easier when |
| Historically managing employee performance was | | | | specific objectives form an important part of the |
| justified as a tool for determining wages. It was used | | | | strategic and operational plan package of the |
| to get desired results from the employees. It still is but | | | | organization. If CEO wants 5 % increase in gross |
| in a modified form, which takes into consideration | | | | margin, employees, teams and departments should be |
| several other aspects too. Now stress is also on | | | | geared to achieve this specific goal. Those who |
| developing potential besides expecting the employees | | | | succeed will thus be measured favorably by the |
| to deliver their best. | | | | performance management team. It is all about |
| Line managers today who are experts in human | | | | achieving organizational goals. It is an inclusive process |
| resource management see that appraisals and | | | | where teams are able to measure their contribution in |
| managing employee performance at regular intervals | | | | organizational success. |