This chapter describes performance management systems under the following headings:
performance management defi ned;
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performance management as a system;
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the objectives of performance management;
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the principles of performance management;
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the characteristics of performance management;
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the performance management cycle and sequence;
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performance and development planning;
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performance measures;
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performance agreements;
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managing performance throughout the year;
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conducting formal performance reviews;
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analysing and assessing performance;
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the ethical dimension;
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issues in performance management;
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effective performance management.
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Performance management defi ned
Performance management is a process for establishing shared understanding about what is to be achieved and how it is to be achieved, and an approach to managing and developing people that improves individual, team and organizational performance.
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Performance management can also be described as a strategic and integrated approach to delivering sustained success to organizations that focuses on performance improvement and employee development. It is strategic in the sense that it is concerned with the broader issues facing the business if it is to function effectively in its environment, and with the general direc- tion in which it intends to go to achieve longer-term goals. An important aim of performance management is to support the achievement of the business strategy. It is integrated in four senses: 1) vertical integration – linking or aligning business, team and individual objectives; 2) functional integration – linking functional strategies in different parts of the business; 3) HRM integration – linking different aspects of human resource management, especially organiza- tional development, human capital management, talent management, learning and develop- ment, and reward, to achieve a coherent approach to the management and development of people; and 4) the integration of individual needs with those of the organization, as far as this is possible. It is focused on performance improvement in order to increase organizational, team and individual effectiveness. Organizations, as stated by Lawson (1995) have ‘to get the right things done successfully’. Performance is not only about what is achieved but also about how it is achieved. Management is involved in direction, measurement and control. But these are not the exclusive concerns of managers – teams and individuals jointly participate as stake- holders. It is involved in employee development – performance improvement is not achieva- ble unless there are effective processes of continuous development. This addresses the core competences of the organization and the capabilities of individuals and teams.
More specifi cally performance management is concerned with:
aligning individual objectives to organizational objectives and encouraging individuals
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to uphold corporate core values;
enabling expectations to be defi ned and agreed in terms of role responsibilities and
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accountabilities (expected to do), skills (expected to have) and behaviours (expected to be);
providing opportunities for individuals to identify their own goals and develop their
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skills and competencies;
motivating people by providing them with recognition and the opportunity to use and
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develop their skills and abilities.
The scope performance management gives to recognize achievements and provide opportuni- ties for growth means that it is part of the total reward system. It can be used to generate ratings to inform performance pay decisions, but this is neither an inevitable nor a necessary part of the process. Performance management is essentially a developmental process that aims to improve the performance and potential of people through their own efforts and with the help of their managers and the organization.
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Here are some other defi nitions:
Performance management is a means of getting better results from the organization, teams and individuals within an agreed framework of planned goals, objectives and standards (Armstrong and Murlis, 1994).
The performance management process is the process by which the company manages its performance in line with its corporate and functional strategies and objectives. The objec- tive of this process is to provide a pro-active closed loop system, where the corporate and functional strategies are deployed to all business processes, activities, tasks and personnel, and feedback is obtained through the performance measurement system to enable appro- priate management decisions (Bitici, Carrie and McDevitt, 1997).
Performance management is a range of practices an organization engages in to enhance the performance of a target person or group with the ultimate purpose of improving organ- izational performance (DeNisi, 2000).
Performance management is a broad set of activities aimed at improving employee per- formance (DeNisi and Pritchard, 2006).
A systematic approach to improving individual and team performance in order to achieve organizational goals (Hendry, Bradley and Perkins, 1997).
A clear focus on how each employee can contribute to the overall success of the organiza- tion lies at the heart of performance management systems (IDS, 1997).
The essence of performance management is the development of individuals with compe- tence and commitment, working towards the achievement of shared meaningful objectives within an organization that supports and encourages their achievement (Lockett, 1992).
Performance management aims to improve strategic focus and organizational effective- ness through continuously securing improvements in the performance of individuals and teams (Philpott and Sheppard, 1992).
Performance management is a systematic approach to improving business and team per- formance to achieve business objectives (Strebler, Bevan and Robertson, 2001).
Performance management is about ‘directing and supporting employees to work as effec- tively and effi ciently as possible in line with the needs of the organization’ (Walters, 1995).
These defi nitions frequently refer to performance management as a process of aligning or integrating organizational and individual objectives to achieve organizational effectiveness. It is interesting to note that only one defi nition mentions development and only three refer to teams. Yet in can be argued that development is the prime purpose of performance manage- ment. As Bones (1996) commented: ‘performance does not need managing. It needs encour- aging, developing, supporting and sustaining.’
It is sometimes assumed that performance appraisal is the same thing as performance man- agement. But there are signifi cant differences. Performance appraisal can be defi ned as the formal assessment and rating of individuals by their managers at or after a review meeting that usually takes place once a year. It has been discredited because it has traditionally operated as a top-down and largely bureaucratic system owned by the HR department rather than by line managers.
In contrast performance management is a continuous and wider, more comprehensive and more natural process of management that clarifi es mutual expectations, emphasizes the support role of managers who are expected to act as coaches rather than judges, and focuses on the future.