Performance Management Process Paper

Jessica’s Urban medical Center should focus on training raters as the third priority of implementing a new performance management system. Participants in the performance management system should undergo a variety of training to develop skills needed to successfully implement the system (Aguinis, 2013). Participants should undertake rater error training, frame of reference training, behavioral observation training, self-leadership training and self-efficacy training. Once the training is complete, participants will be expected to incorporate a combination of techniques when performing ratings. These training will empower participants to avoid making errors during the

In order for an organization to achieve long term success, it must consistently evaluate those plans and consider all of the organization’s entities and how they link together. By appraising the existing performance management process, it forces deeper analysis of the process, as well as its intended and unintended influences towards employees and the organization.

Performance appraisals, performance reviews and/or appraisal forms are a part of the performance management process. In general, performance appraisals are not favored. People in organizations would prefer not to be advised they did not do tell this year compared to the previous years. Managers would prefer not to put themselves in a scenario that could possibly turn into an argument from an employee about a performance appraisal that was not that great. If the ultimate goal of a performance appraisal is employee development and organizational improvement, we have to consider moving to effective performance management system to avoid any conflicts. The successes of performance management strategies sound favorable to many, however, there are managers and supervisors that make decisions that affect the moral and performance of the employees. Moral can become the heart of an employee’s motivation to succeed and be happy at work.

A survey performed by Watson Wyatt showed that only three out of 10 workers agreed that their company’s performance management system helps improve performance and less than 40 percent of employees said their systems established clear performance goals, generated honest feedback or used technology to streamline the process (Pulakos, 2004). The successful utilization of a performance management system is dependent on an organization’s approach for “establishing a shared understanding about what is to be achieved, and how it is to be achieved” with its employees (Tracey B. Weiss, 1997). Successful performance

One stage in the management of performance system is when managers evaluate employees’ performances and provide them with feedbacks. One of the purposes of this stage is to identify employees’ strengths and weaknesses. As a result, managers should be able to identify performance and training gaps.

Development of a performance appraisal system that is effective in a human service organization is of benefit for the organization and the employees. For a performance appraisal system to be effective, the system has to be strategic, designed to fit the specific needs of the organization, non-discriminatory, non-bias, with correct implementation and administration. Many different components, must to be incorporated to make this type of system beneficial for all who use it, and all who are evaluated by the system.

Helping performance raters avoid bias is an important factor in creating a legally sound performance management system (Aguinis, 2013). All people leaders will be required to attend yearly and bi-yearly training to help manage the performance of employees. They will also be required to justify their ratings to their direct leader. Once the leader approves the rating, the performance review will be made available to the employee. The employee will be able to leave feedback and sign the performance review. Once signatures have been received the performance review will not be

Today, organizations need to have a clear understanding of where their organization is and where it needs to be in the future to secure longevity and financial success (Moore, Ellsworth, & Kaufman, 2011). Organizations need to have a performance management system in place to stay competitive. Therefore, having a well-developed performance management process in place allows the employer and employee to communicate goals, share information, and establish career growth. Performance management needs to contribute to the success of the organization while providing a positive impact on the employees. Therefore, the mission, goals and performance management should coincide with one another.

The performance appraisals process is flawed in many ways. Lack of preparation, time, training, and professionalism are a few examples of how the system is flawed. The individual completing the application often has many tasks that supersedes taking the appropriate time necessary to accurately keep notations of an employee's performance throughout the year. The lack of time leads to an employee receiving a performance review on the most recent accounts of his or her job performance instead of his or her performance throughout the entire year. Lack of professionalism can also hurt the appraisal process. An employee should be rated by his or her job duties instead of the personal opinion or feelings the manager or supervisor completing the form. All

The satisfaction in the use of the system is also increased by the raters having the right class of skills to be used in the implementation process. The goal that can be for example attached Rater Error Training is regarding making the raters be used in the program be aware that they are bound to make certain errors during the study and hence strategies are to be formulated in minimizing such errors. Before formal implementation of performance program, there is the need to pilot test the program. The testing process makes it possible for making certain adjustments in the whole performance program before it is used for the exact process. A different reason for the pilot test is that there shall be the need to gather information from individuals who are to use the system, identify the difficulties that are to be encountered through the use of the system and put in appropriate mechanisms to go about such

Organizations need to know who their best performers are.Within the context of formal performance appraisal requirements, rating means evaluating employee or group performance against the elements and standards in an employee 's performance plan and assigning a summary rating of record. The rating of record is assigned according to procedures included in the organization 's appraisal program. It is based on work performed during an entire appraisal period. The rating of record has a bearing on various other personnel actions, such as granting within-grade pay increases and determining additional retention service credit in a reduction in force.Note: Although group performance may have an impact on an employee 's summary rating, a rating of record is assigned only to an individual, not to a group.

The premise of this paper is to identify deficiencies in daily managerial processes by using systematic statistical process controls and make the necessary improvements. The paper will employ various examples and calculations along with supporting data to explain control limits and its importance to the statistical process control. The effects of seasonal factors and its relevance to a process will also be highlighted and how confidence intervals are important in giving insights into data sets that improve the entire statistical process control.

Performance management systems are normally related to how organizations oversee and review the performance standards of their respective employees, with the human resources departments playing an active role in reviewing employee behavior and workloads (Lawler, 2003). Investing in such processes benefit organizations in that they are able to achieve their objectives in an organized manner, aligning their output to their stated mission and vision statements (Otley, 1999).

The execution performance management requires the participation of numerous players (Managers, supervisors, and subordinates). For the system to succeed and accepted, clear understanding about the system is needed for effective implementation. Supervision and explanation of performance appraisal system is very crucial element for performance. ‘‘Merely developing a model of the strategy does not ensure the strategy will be successful.’’ Othman (2008, p. 261). Clarifying goals and supervising regularly help to develop people, improve performance, and satisfaction. Therefore, Supervision and explanation is appropriate for all employees regardless of how well or poorly they perform.

o Performance evaluations are formal review processes designed to encourage the informal day-to-day practice of performance management, while providing a framework in support of merit pay adjustments, promotion and employment decisions. Evaluating staff performance and helping employees develop their skills are important duties associated with performance management. Performance management begins with supervisors and employees collaboratively setting goals and standards, clearly communicating performance expectations and evaluating the results during the performance evaluation process.