Performance Management || Introduction to performance Management||History of Performance Management
Performance Management
Introduction to Performance Management-
Performance management is an essential process in organizations, and as Swanepoel, Erasmus, Van Wyk and Schenk point out – “a process which significantly affects organizational success by having managers and employees working together to set expectations, review results and reward achievement”. It is a process that define key performance areas, key objectives and relevant targets or measures to both managers and employees.
Despite the importance of Performance Management, most organizations find it complex to implement, manage and sustain. It is therefore crucial to ensure adequate planning, evaluation and training that will support a sustainable process. This is possibly one of the reasons why performance management systems have evolved and changed significantly over the years – each new approach an attempt to make it better, more effective and more acceptable to end-users.
“To stay ahead, organizations should continually re-evaluate and try new methods for managing performance”
What is Performance Management-
To perform is to do something up to a standard - to succeed, to excel.
A ‘performance’ may be defined as all the activities of a given participant on a given occasion which serves to influence in any way any of the other participants.
Performance is the action or accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. It is simply getting the job done and producing the result that you aimed at. From the other view, It is the results of activities of an organization or investment over a given period of time.
History of Performance Management-
Performance Management began around 60 years ago as a source of income justification and was used to determine an employees wage based on performance.
Performance management systems, in various forms, have been employed for nearly two millennia. Its roots in the early 20th century can be traced to Taylor’s pioneering Time and Motion studies. Its traditional focus has been enlarged to include not only the individual’s behaviour on the job but also his functioning as an integral part of the organisation.
By acknowledging the need for employee participation and engagement in any process regarding their performance, brought about by the development on motivational theory beyond Maslow (1943) and Herzberg (1959) to include more integrated contributions based on the work of McGregor (1960) Vroom and Deci (1974), Nadler and Lawler (1983) and Steers and Porter (1987). Over the period, the scope of performance appraisal has grown significantly.
In recent decades, however, the process of managing people has become more focused and specialized. Many of traditional performance appraisal practices have been absorbed into the concept of performance management, which seeks to be a more extensive and comprehensive process of management. Some of the recent developments of performance management are the differentiation of employees or talent management, management by objectives (MBO) and regular monitoring and review.
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