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The HR role in Performance Management

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  According to Armstrong and Ward (2005) the role of HR is very important in performance management. They are responsible for designing and reviewing systems, convincing boards of new approaches, implementing new processes, conducting workshops for managers and staff, providing advice and support materials to staff and managers, and ensuring compliance. Often, HR takes a more subservient approach, aiming to keep everyone happy by constantly tweaking the system and process according to staff feedback and senior management direction (Armstrong and Ward, 2005). HR members provide insights, leadership, advice, and services on issues affecting management, employment, learning and development, human rewards and well-being and management, and employee relationships (Armstrong and Taylor, 2014). Every organization wants to have skilled and qualified people to make their organization capable and beneficial, the organization used Performance evaluation to strengthen and motivate people to ...
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Performance Management and Rewards

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  Performance Management, if done properly, can benefit individuals through feedback, providing opportunities for achievement, the scope for skill development, and guidance on career paths (Armstrong and Taylor, 2014). And also deals with salaries by generating information needed to determine salary or bonuses related to performance, skills, or contributions (Armstrong, 2009). A reward system is a process of awarding tangible and intangible returns to the employee based on their performance but all type of returns is not directly based on employee performance (Aguinis, 2013). When rewards are involved, it means that a performance management system is likely to be taken very seriously by both the appraiser and the appraisee. It ensures that it affects the person assessing the institution and their compensation (Lawler, 2003). Some organizations separate performance pay ratings from performance management reviews. There will be reading from performance management review to payroll r...
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360-Degree Feedback

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According to Armstrong and Taylor (2014) this is known as multi-source feedback and 360-degree is assessed and feedback is given by several people who may include their manager, subordinates, colleagues, and customers. The rationale behind this is that different evaluation perspectives offer unique and valuable information that adds enhancement validity to assessing individual performance (Borman, 1997). As defined by Ward (1997, p.4 ) 360-degree feedback is the systematic collection and feedback of performance data on an individual or group derived from a number of the stakeholders on their performance. 360-degree feedback is also referred to as multisource assessment or multi-rater feedback. And also, there are several names used to describe 360-degree feedback, those are upward appraisal, co-worker feedback, multi-perspective ratings, and full-circle feedback. Although the names are different, the process is essentially the same (Garavan, Morley and Flynn, 1997).  Diagram 1.0...
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Methods of Employee Performance Evaluation

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  An employee's contribution to an organization depends on his / her rating. Having an accurate and unbiased assessment is essential to measure employee contribution to the organization’s objectives. Employers and managers use traits such as knowledge of a particular field, skills to achieve a goal, and attitude to achieve goals to determine an employee's level of performance (Shaout and Yousif, 2014). Organizations use a variety of performance appraisal methods to collaborate to achieve their lined goals and it has advantages and disadvantages (Alain, 2013). Two types of measurements are used in assessing performance. These are directly measurable objective measurements and non-quantitative subjective measurements (Aggarwal and Thakur, 2013). An organization has multiple performance appraisal methods to evaluate and measure the performance of its employees and set future goals for them . According to Shaout and Yousif (2014), performance review methods are divided into two c...
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Purposes of performance management system

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  According to Armstrong and Baron (2005, p.2) the purpose of performance management is to contribute to the achievement of high performance by the organization and its people. “High performance” means reaching and exceeding stretching targets for the delivery of productivity, quality, customer service, growth, profits, and shareholder value. The main purpose of performance management is narrowly defined as the achievement of the strategic objectives of the organization through three basic principles. These are administrative functions such as enhancing individual employee performance, employee development, and compensation (Maley, 2013). Performance management systems serve a variety of purposes. The information gathered by a performance management system is widely used in payroll administration, performance feedback, and identification of workforce strengths and weaknesses (Aguinis,2013). In general, performance management systems can serve six purposes. Those are strategic, ...
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Employee Performance Evaluation

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  Performance evaluation is essential for the effective management of human resources in an organization and evaluates the staff who contribute to the development of individuals, improving organizational performance, and business planning (Ahmed et al., 2013). An employee performance evaluation, also known as a “performance review,” is a process used by organizations to give employees feedback on their job performance and formally document that performance. Although companies determine their evaluation cycles, most conduct employee performance evaluations once per year (Posthuma and Campion, 2008). Employee performance is related to job duties that are expected of a worker and how perfectly those duties were accomplished. Many managers assess employee performance on an annual or quarterly basis to help them identify suggested areas for enhancement (Shaout and Yousif, 2014). Performance is measured by using factors such as job knowledge, quality, the quantity of output, initiative,...
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