College Papers

The SMART techniques to identify performance goals. SMART

The
performance management process

Prerequisites

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!


order now

Every organisation is
driven by its strategic goal. Objectives are discussed to inform human resource
and well as operations policies. Prerequisite encompasses all the information
which is necessary before performance management systems can be implemented;
this includes knowledge on the job, the strategic goals and mission of the organizations

Acme
progressive company goals and objectives were aligned with the organizational
strategy (goals and objectives} to improve employee’s performance. Michael and
his Boss Marie have to evaluate the work process as well as the KPI (Key
performance indicators) so that they can provide root course to be eliminated
so that a clear direction of setting up new objective can be set by Michael
with his team .Departmental (or business unit) goals: Michael called a staff
meeting for his department so as to discuss jointly with his staff the goals
and objectives for his department.

Performance
Planning

Marie
organized a meeting with Michael to provide guidance on how targets can be set
up through his Individual. Michael arranged a meeting with them and explained
how they can come op with effective and efficient way of turning around the
objectives and goals to be in line with the organizational goals and
objectives. A one on one meeting was schedule with each individual employee to
jointly set the goals for themselves. Discussion involved how the team will be
measured and how often they will meet to reflect on the progress made or
achieved. The targets should be SMART (Specific; Measurable; Achievable,
Realistic and Time- bound). SMART
Goal-Setting Managers and employees should engage in goal-setting conversations
using SMART techniques to identify performance goals. SMART techniques require
goals that are specific, measurable, attainable, relevant and time-sensitive.
Using the SMART philosophy to identify employee performance goals is the most
effective way to establish employee performance goals and create a path to
achieving those goals.

by Ruth Mayhew:http://smallbusiness.chron.com/examples-employee-performance-goals-10757.html

Kansas
Manager Resource Guide explains that Performance Planning is a meeting at the beginning
of the Performance Cycle in which the Manager and the Employee Discussion Employee’s major
accountabilities, and jointly agree on objectives and secondly Review the
competencies against which performance will be measured. (Viewed: 29 October
2017)

Performance execution

During this
process employees are committed to their task and remain responsible and
accountable for their actions in reaching their set targets. Ongoing evaluation
takes place as planned between manager and subordinates respectively and self
assessment as well takes place. The subordinate and line manager are
responsible for achieving these goals as the manager responsibility is to support,
motivate and communicate regularly and effectively.

Performance review

During one on one meeting review is done to comparing the objectives
which the employee and manager agreed upon with the results produced i.e. past
versus future. The line manager and subordinates rate the employee in the
formal appraisal assessment.

Performance renewal and reconstructing

This is the same as the performance planning stage where results,
behavior and developing planning are revisited and re negotiated for upcoming
year.

Question3

3.1 Why it is said that
performance management should not be confused with the performance appraisal?

 

Performance management is
the continuing process of assessing employee’s performance periodically. Managers
and employees cooperatively set achievable targets goals, and objectives at the
beginning of the financial year. Targets should be agreed upon before the
duties are executed. Performance reviews will be conducted to determine if
employees are achieving the set targets. Performance management is used for
continuous monitoring and developing employee’s performance (Aguinis, 2013:2).

Performance appraisal involves reviewing employee’s
achievements for the measured financial year end. It further identifies
strength and weakness. Through appraisal target achieved the employees become
rewarded accordingly depending on the company rewarding systems.” Performance
appraisal does not include ongoing feedback which is utilized to enhance
performance for future purposes, it usually occurs once a year by use of rating
scales. It does not include the coaching and regular feedback (Aguinis,
2013:26).in the case study the employees complete a rating form but focus on
the negotiated and agreed upon goals.

Performance Management Process – A
Resource Guide for Managers

Performance management
is the process of identifying, measuring, managing, and developing the
performance of the human resources in an organization.

Performance appraisal,
on the other hand, is the ongoing process of evaluating employee performance.

Download the book: Transforming Your Performance
Management System: 6 Companies That Are Leading the Way.
 Learn how you can diagnose and fix your
performance management and performance appraisal problems.

             Performance appraisal              –     

           Performance management

·        
Operational

·        
Strategic

·        
Top-down assessment

·        
More likely to involve dialog

·        
Retrospective for corrections

·        
Future-oriented for growth

·        
Typically once or twice per year

·        
Ongoing or continuous review,
interspersed with formal reviews

·        
Often uses ratings or rankings

·        
Less likely to involve ratings

·        
Rigid structure/system

·        
Flexible process

·        
Not linked to business needs

·        
Linked to business needs

·        
Usually takes a quantitative approach

·        
Combines quantitative and qualitative approaches

·        
Individual

·        
Collective

·        
Often linked to compensation

·        
Not usually linked to compensation

·        
Often very bureaucratic with a focus on paperwork/documents

·        
Less concerned with documentation