Ideal Performance Management System Characteristics Order Instructions: I want an excellent writer as this assignment is very critical and important.
This assignment is an evaluation of the characteristics of the ‘ideal’ performance management system.
This assignment, you will critically evaluate Aguinis’ (2012) list of ideal performance management system characteristics in the context of a different organization, one that does not have any kind of formal performance management system in place.
To prepare for this Assignment:
1) Review case 1.1 in (Aguinis, 2012), which presents a set of ‘ideal’ characteristics for a performance management system.
2) To complete this Individual Assignment:
In 1650 words, prepare a critical evaluation of Aguinis’ (2012) list of ideal performance management system characteristics that you used in your Week 5 Assignment. (The paper is sent by email))
3) In your evaluation, consider whether this list incorporates all of the important features and success factors you have reviewed in this module, in sufficient detail, for a Human Resources leader to be able to use it effectively in improving an existing performance management system. Recommend changes to the list, or explain why no changes are necessary.
4) As part of your evaluation, formulate a ‘test case’ organization that does not have any kind of formal performance management system in place. Discuss the potential costs and benefits to this organization of implementing a performance management system that adheres to these characteristics.
5) Incorporate ideas and concepts from your readings and further research to support your arguments.
Dear my writer please cover all the points mentioned above as they are very important. and all the required files will be sent by email shortly
Appreciate every single moment you spend in my paper.
Ideal Performance Management System Characteristics Sample Answer
Ideal Performance Management System Characteristics
Critical evaluation of the characteristics used in week 5 assignment
Without a doubt, having clear and specific goals and objectives in an evaluation system is the first system towards the identification of errors and developments. This goes a long way in ensuring that the necessary improvements are made while the strengths are maintained. Moreover, whenever a project is going on, things that are not proceeding as planned are identified in advance and amended, which saves a company a lot of money. Ubidin et al. (2015) noted that effective performance management systems are always characterized by specific evaluation attributes that correspond to and fit the employees’ job description. Essentially, all that this means is that guided by the performance management system, the employees would always remain aware of their roles and responsibilities and perform them as required. This would prevent underperformance and colliding if some are not vividly aware of what they should do. Therefore, based on this specificity, all employees would be in a position to meet all the set expectations, which would result in organizational success.
Again, an effective performance management system has the necessary measured for identifying and determining performance that is effective or ineffective. Moreover, detrimental results and behaviors would be identified in advance, which would permit early amendments. Therefore, barely would it reach a point where a given challenge becomes too complicated to be solved amicably (Yeoh, Richards & Shan, 2014). This would also go hand in hand with the exact identification of varying performance effectiveness levels among the employees. Consequently, the management would be able to create appropriate reward systems based on the employees’ performance levels. As a result, the employees would become more motivated to perform better. In addition, this would be the basis of the management identifying the underlying reasons as to why the employees might not be performing based on the set standards. Following this, all the factors that influence performance would be identified and addressed, and the overall wellbeing of the employees would improve as some of these factors are usually personal or human-related.
Many employees and managers in different organizations would agree that effective performance management systems put the employees’ interests at the center. If the employees are not in favor of all the projects being implemented and the changes being adopted, then barely can there be a success (Koss, 2011). On the same note, the employees should believe that the systems used for management and evaluation are fair. It can only be fair if the employees and managers believe it is. Consequently, it becomes very easy for them to comply and support the planned goals and objectives that were initially agreed up. Peaceful operations in any company ultimately promote success and higher performance. Moreover, clear, timely, and effective communication of all the expectations is important in promoting employee retention, prevention turnover, increasing productivity, and ensuring loyalty. There is a great need for the management to ensure that all communications are two way. The feedback that the employees give should never be underrated or ignored. This is based on the fact that these are the eyes of the organization and they can create awareness about the competition or changes occurring in the market and industry. In addition, an organization can depend on these to determine the improvements that are needed, considering that the employees are in more direct contact with the customers (Yoon-Ho, Dong-One & Ali, 2015). Therefore, they get to know about the clients’ needs even before the management does. Any organization should be aware that taking care of the employees properly is all that is needed for the customers to be handled in the best possible manner.
Promoting and ensuring equality is another very cardinal component of an effective performance management system. Therefore, the appraisal should be standard regardless of if being used to appraise the top executive or frontline employees. Moreover, there is a great need for every employee at the organization to be evaluated and audited. Through this, everyone would be keen on performing to their best level. In addition, cases of fraud would be curbed considering that they are mostly perpetuated by the top managers. If the employees are sure that all their managers are also exposed to the processes that they are exposed to, then they would have some sense of comfort or consolation in equal treatment.
Basing evaluation of subjective factors is recommended. Moreover, having a clearly defined performance criterion enables all the employees to perform based on what is expected from them. Essentially, a well-defined performance criterion should come after well-defined goals and objectives. Therefore, the management in every organization should be keen in ensuring that the performance criteria being used is understandable, clear, and defined properly. As less time as possible should be used when using the performance management system. Moreover, there should be adequate measures for ensuring that the gathered data is trustworthy, consistent, reliable, valid, and consistent. Many would agree that effective performance evaluation systems consume the least time possible and if economical, then maximum benefits can be attained.
If the system being used is practical, that is, easy to use, readily accessible for use, and satisfactory, then using it would promote proper decisions. The employees would never consider the system a burden and would comply with it. In addition, it should measure functions that the employees can control and the benefits realized from its implementation should outweigh the costs faced.
If the list has all the vital features and success factors in adequate detail for effective use by an HR leader in improving an existing performance management system
Some vital features and success factors are missing, and an HR intending to improve an existing performance management system would need to include them for maximum benefits to be realized.
Recommended changes/ why changes are not necessary
One of these is the presence of an appeal process that the employees can use to challenge incorrect or unjust decisions and practices. The presence of this can greatly ensure that those in authority are very cautious about all the actions they engage in since the employees are watching (Ento, Bento & Ferreira, 2014). In addition, this is another way of giving the employees a voice in the organization, meaning that they are valued as a fundamental component.
Regardless of the fact that performance criteria that are consistent and used on all the employees despite their levels were emphasized on, it is necessary to ensure that the performance evaluations are carried out regularly. This would ensure that any emerging issues are detected early enough and addressed before they become too complicated. Another item that should be stated strongly and emphasized is the need for supervisors to suppress personal self-interests when providing evaluations. As far as this is concerned, using external auditors and evaluators can greatly ensure that these personal self-interests are suppressed (Buckingham & Goodall, 2015).
Another item that ought to be included is the need for management to respect employee privacy. For example, if not sure about something, a supervisor can track emails and texts from the phone the company has given to the employee for business purposes but not the personal phones. In addition, the management should apply the employee privacy rules to avoid breaches. In connection to this, it would only be fair if the management evaluated only the performance dimension for which sufficient information is available. This can go a long way in ensuring that the management is aggressive in collecting all the needed information for evaluation before time, and that information is not sought forcefully from the employees when the evaluation period draws near.
Another item that HR personnel should include is strategic congruence where the individual goals of the employees are aligned to those of the unit and organization. This is useful since it makes the employees feel that they are in the right place. For example, an organization that promotes learning among the employees, promotes, and partly finances their education advancement would attract new and experienced employees compared to their counterparts. Another item is the need to be responsive to and consider the norms of the region’s and country’s culture (Aguinis, 2012). This promotes the organization’s acceptability to the local people, and this is important in helping it maintain a competitive edge. The skills and knowledge of the evaluators should change gradually based on the developments taking place in the industry. This would act as a platform for improvement within the organization. Moreover, the organization should always focus on using the results obtained from the evaluations for making vital administrative decisions.
Potential costs and benefits for the organization implementing a performance management systems which adheres to the characteristics
At Tex organization that does not have in place a recognized performance management system, there are numerous benefits that can be realized following the implementation of a system with the specified characteristics. Following the adoption and proper implementation of the system, the organization would become more focused on effectiveness, success, and efficiency. In connection to this, the employees would experience a different work environment where they have the resources, ability, and empowerment needed to perform to their maximal ability. Another benefit that the test case organization would experience increases fulfillment of the set goals and objectives, considering that the dedication and commitment of the employees would go a long way in making this possible. Following the adoption of the system, the managers would also become more committed to their management and leadership roles, which would ensure that they remain relevant to the organization considering all the developments going on.
One potential cost that the organization would face is an increase in audit costs. Considering that increase performance and productivity would become a key component, then it would be necessary for the management to commit more funds and times towards regular meaningful, sincere, and truthful performance review and audits. Regardless of the fact that the organization would face increased cost, eventually, the benefits of this would become evident.
Ideal Performance Management System Characteristics Reference List
Aguinis, H. (2012). Performance Management. New York City, NY: Prentice Hall.
Buckingham, M., & Goodall, A. (2015). Reinventing Performance Management. (cover story). Harvard Business Review, vol. 93 iss. 4, pp. 40-50.
Ento, A., Bento, R., & Ferreira, L. (2014). Strategic Performance Management Systems: Impact on Business Results. Journal of Computer Information Systems, vol. 54 iss. 3, pp. 25-33.
Koss, S. K. (2011). Solving the compensation puzzle: Putting together a complete pay and performance system. New York City, NY: Prentice Hall.
Ubidin, S. N., Aziz, N. F., Ahmad, A., & Sorooshian, S. (2015). Performance Measurement Systems. International Journal of Management, Accounting & Economics, vol. 2 iss. 2, pp. 153-155.
Yeoh, W., Richards, G., & Shan, W. (2014). Benefits And Barriers To Corporate Performance Management Systems. Journal of Computer Information Systems, vol. 55 iss. 1, pp. 105-116.
Yoon-Ho, K., Dong-One, K., & Ali, M. A. (2015). The Effects of Mutual Trustworthiness between Labor and Management in Adopting High-Performance Work Systems. Relations Industrials / Industrial Relations, vol. 70 iss. 1, pp. 36-61.
