Analysing The Performance Management Cycle Properties Essay

The public presentation direction rhythm is a premiere technique used by many companies to steer their public presentation direction system. It is regarded as a uninterrupted, future oriented and participative system ; as an on-going rhythm of standards puting, monitoring, informal feedback from supervisors and equal, formal multisource appraisal, diagnosing and reexamine action planning and development resourcing ( Bach1999 ; Williams 2002 ) .

The Performance Management rhythm involves a uninterrupted larning procedure as stated by Kaufman, R. , Thiagarajan, S. , & A ; MacGillis, P.1997 “ Performance is non a one shooting procedure, it is ongoing. The uninterrupted betterment and quality direction procedure is critical. An administration ‘s survival depends on it to be done right and systematically ” . Though the above writers identified that it is a uninterrupted procedure Bach1999 ; Williams 2002 went on to state that it is far more than a simple procedure, there are many aspects of this rhythm.

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The Performance Management rhythm comprises of planning, monitoring, developing, evaluation and rewarding and back to be aftering once more Neely ( 1998 ) , but on the other manus, many position public presentation direction to be one measure procedure of measuring the person merely, but as the undermentioned rhythm explains there is more to public presentation direction than measuring. This rhythm provides a model to assist administrations and employees better manage the procedure of public presentation direction which aids in the future success of the administration. This research will analyze each facet of this rhythm to measure how it relates to the procedures being used at AATT.

Performance Management Cycle

The first measure of this uninterrupted rhythm is to be after. Planing entails developing and puting public presentation aims. Armstrong ( 2004:488 ) defines aims as “ what organisations, maps, sections and persons are expected to accomplish over a period of clip ” . It is of import that company values and ends used as the footing for end puting be understood and communicated to all employees and directors. Aims, or ends, are the foundation for good public presentation.

These aims are used to supply a good thought-out attack to the accomplishment of the coveted public presentation degree for persons and squads. Employees are normally involved in the planning procedure, this helps them understand their ends of the organisation, what needs to be done ; why it needs to be done and how good it should be done.

Many companies involve their employees in the procedure so they can place and understand the needed behavior. This enables the company to bring forth programs to run into the aims of the company and heighten the cognition, accomplishments and competences, besides reenforcing desired behaviors.

This was reinforced by Ducker ( 1954 ) , He stated that the planning procedure typically done by senior directors should be prepared by all employee, they should partake in the strategic planning procedure which would give the employees a sense of ownership and duty to carry through their aims. Drucker ( 1954 ) besides contradicted his statement by stating “ directors are responsible for accomplishing consequences ” . However the research worker is of the sentiment that the planning stage should non be left to the directors entirely as the employee are the line of life of an administration and careful planning and engagement of the employee will promote them to work along their seniors to further a successful company.

An analysis will be conducted to place whether this measure presently is being enforced at AATT and if the consequence of this is clear and concise aims.

Monitoring entails continuously mensurating public presentation and its effectivity in accomplishing the administration set aims in the planning procedure. It besides allows the company to update and polish any current and future demands which may originate. This enables the administration to remain on the right portion. During the monitoring stage, it ‘s of import to maintain notes. Document both positive and negative public presentation issues, and do notes systematically throughout the public presentation direction rhythm. Specific cases should be looked at when employees meet and exceed outlooks, and when they fall short of public presentation ends. These notes should be nonsubjective, job-related and accurate, concentrating on behaviour and nothingness of personal option and emotion.

Based on these findings the supervisor will be able to place the employees ‘ strengths and defects. The defects are so addressed in the developmental phase of the public presentation rhythm.

At the development phase the developmental demands of the employee are assessed and addressed. This stage focuses on the betterment of current cognition and accomplishments and besides on the development of new 1s. This betterment is done via coaching ; preparation and giving assignments that challenges the employee to take on more duty which improves their accomplishments and ability.

At This development phase many companies offer preparation and developmental chances to their employees ‘ but on the other manus some companies wholly disregard this phase of the public presentation direction rhythm as they see it as the employees ‘ duty to foster their development and besides they avoid the dearness of preparation plans. The research worker will look at how AATT buttocks and implements this stage and the employee ‘s reactions to implemented preparation plans.

This stage of the rhythm is most synonymous with public presentation direction. It is on a regular basis regarded as the lone measure in public presentation direction, though this is non the instance. At this stage in the rhythm the employee is assessed on their public presentation. When used right, public presentation assessments can be powerful calling development tool and assist a company retain its current work force by hiking public presentation and morale. Harmonizing to Flippo ( 1984 ) “ public presentation assessment is the systematic, periodic and an impartial evaluation of an employee ‘s excellence in the affairs refering to his present occupation and his potency for a better occupation. ” As stated this stage enables the company to mensurate the employee public presentation and buttocks if they are run intoing the aims set out at the planning stage, it besides allows the company to place the employee failings, strengthens, and chances for farther development/ publicity. He besides went on to indicate out that it should be unbiased, this is of great concern for many employees as they something feels that the judge is prejudiced and they can non foreground their concerns.

The undermentioned factors are critical for an effectual public presentation assessment, these are: proper certification, Clear cut aims and ends, Simple apprehensible rating format, rating technique, communicating and feedback.

Picket ( 2003 pp 237-240 ) states that the public presentation reappraisal continues in many administrations despite grounds that it has the possible to be one of the most effectual direction tools in the full kit. However, harmonizing to Steers and Black ( 1994 ) , “ public presentation assessment is one of the most of import and frequently one of the most mishandled facets of direction ” .

This scenario is one of great concern sing the importance of the judge to the success of the appraisal procedure ; Imundo ( 1993 p158 ) stated that “ it is an built-in duty of those in managerial places to go through judgement on what employees do with regard to run intoing occupation demands ” . He went on to state “ While single employees are responsible for their ain public presentation, it is supervisors who should shoulder overall duty for the public presentation of the unit under their way. ” In visible radiation of the above, in today ‘s administration many directors have small or no preparation refering the rating of employees. As a consequence of this deficiency of preparation supervisors are non equipped to supply proper appraisal and effectual feedback. Therefore sometimes employees are left up to the ain enterprise to pull off their section and personal public presentation.

Recent surveies suggest that organisations fail to carry on effectual strict, skills-based preparation and rater preparation with their directors ( Fink, and Longenecker, 1998 ) . Torrington and Hall ( 1991 ) stressed that valuators need developing on how to measure and how to carry on appraisal interviews. However, many administrations stray from this and they provide the director with the assessment signifiers and instructions on how to finish the signifier and the evaluation schemes. This process presently utilized by administrations underhand ‘s the appraisal procedure. However, Bacal ( 2001 p 201 ) provinces that:

“ Performance assessment is n’t about the signifiers. The ultimate intent of public presentation assessment is to let employees and directors to better continuously and to take barriers to occupation success, in other words, to do everyone better. Forms do n’t do people better, and are merely a manner of entering basic information for later mention. If the focal point is acquiring the signifiers “ done ” , without thought and attempt, the whole procedure becomes at best a waste of clip, and at worst, dissing ” .

Bacal highlighted that the everyday procedure of signifier filling is non what an assessment is all about, you have to look at the bigger image which is the successful attainment of the administrations strategic aims and the success of the administration.

There are many techniques and methods to public presentation assessment such as the traditional methods and the Morden methods. These are highlighted below:

Traditional Methods


Morden methods







360-Degree-Performance-Appraisal Method


Management By Objectives ( MBO ) Method





The research worker will measure the above methods and analyze the different attacks and methodological analysiss which relates to Performance Management at AATT.

If these factors are adhered to, they assist the company in explicating schemes for the employee future publicity and wagess.

The concluding stage in the rhythm is honoring. At the honoring stage, the employee or squad is recognized and acknowledged with respects to their ability to achieve the administrations set aims in the planning stage. These wagess may be pecuniary, non-monetary, such as praising the employee for a occupation good done, and publicities. The research worker will measure if and how AATT determines wages.

What Should organisations manage?
The most widely recognized and implemented attack to mensurate public presentation is the Balanced Scorecard Approach. This is now widely used as a scheme development and executing tool.This attack was developed by Kaplan and Norton ( 1992, 1996 ) , it provides a system of alining concern actions to the vision and scheme of the organisation, bettering internal and external communications, and supervising organisation public presentation against strategic ends it focuses on measuring and rating utilizing standards that will supply a balanced position instead than utilizing merely the fiscal standards. The four positions which Kaplan and Norton recommended that directors assess their employees on are:

The fiscal position -This position measures the fiscal results of the administration. These may include net incomes, new commercial concern ventures or it can be result based.

The clients ‘ position – An administration success depends on their clients, as such, this position measures the client ‘s satisfaction and their perceptual experience of the administration. The information collected allows the administration to estimate if they are efficaciously fulfilling their clients ‘ demands and if there is a demand for farther betterment.

The internal concern position – This perspective focal points on the organisation ‘s critical internal operations which enable the administration to achieve client satisfaction. It includes the substructure, long and short term ends and aims, organizational processs, and human resources.

The invention and larning perspective – This position cover the administration ‘s ability to introduce, larn, and better. This links straight with the values of the administration.

For the Balanced scorecard attack to be effectual the director should hold the capableness to detect and take note of several instruments and steps at the same time. It is often stated that one of the chief benefits of the Balanced Scorecard, is that is translates scheme into action. However, despite its popularity Norreklit ( 2003 ) questioned the being of a causal relationship between the different positions, the fact that this system does non turn to the demands and wants of all the stakeholders of a company ; and the deficiency of theory behind the scorecard construct.

Notwithstanding this unfavorable judgment the balance scorecard attack has proven to be an appropriate tool to turn to the administration public presentation and if the four positions are decently assessed in the terminal the company and their stakeholders will profit from their success. As portion of this research the research worker will utilize this universally known theoretical account to measure the public presentation measuring system at AATT.

Performance direction as a motivational tool.
Understand each person ‘s motives and triggers can help an administration to actuate their employee to execute at their maximal possible. Performance direction is invariably associated with theories of motive. There are several written motivational theories in literature, with the most popular being ; Taylor ( 1890, 1911 ) Scientific Management, Maslow ‘s ( 1954 ) needs hierarchy theory, Locke and Ladham ( 1968, 1990 ) end puting theory, Herzberg ‘s 1957 two-factors theory, and Vroom 1964 anticipation theory.

Frederick Winslow Taylor ( 1890, 1911 ) , put frontward the thought that workers are motivated chiefly by wage. His Theory of Scientific Management argued that workers do non of course bask work and so necessitate close supervising and control ; therefore directors should interrupt down production into a series of little undertakings. Workers should so be given appropriate preparation and tools so they can work every bit expeditiously as possible on one set undertaking. Workers are so paid harmonizing to the figure of points they produce in a fit period of time- piece-rate wage. As a consequence workers are encouraged to work hard and maximize their productiveness.

However this attack became insistent and dissing to the workers as they felt like they were being treated like human machines. This theory is frequently linked to Macgregor ‘s two cardinal attacks to pull offing people, theory X and theory Y, viz. theory X which speaks to employees being self-seeking, unwilling to take on duty and basically merely working for money. It follows an autocratic direction manner. On the other manus theory Y speaks to a participative direction manner stating work is every bit natural as remainder or drama, without the menace of penalty people will work to prosecute organisational aims and people accept and seek out duty, which is what the public presentation direction rhythm is all about, including the employee in the procedure.

Elton Mayo went against those theories stating that “ workers are non merely concerned with money but could be better motivated by holding their societal demands met whilst at work ” . This factor was ignored by Taylor. Mayo introduced the Human Relation School of idea, which focused on directors actively pass oning to their employees, and handling them as persons who have meaningful sentiments. His theory most aligns with the paternalistic direction manner and incorporates elements of the public presentation direction rhythm, whereby employees are encouraged to give their sentiment and work aboard direction.

Abraham Maslow ( 1954 ) in concurrence with Frederick Herzberg 1957 introduced the Neo-Human Relations School in the 1950 ‘s, which focused on the psychological demands of employees. Maslow put forward a theory that there are five degrees of homo demands which employees need to hold fulfilled at work. These are identified in the figure below. It is a bottom up attack, he identified that if certain need can non be met the individual will non be motivated to travel on to the other degree.

Whereas, Hertzberg ‘s ‘ two-factor theory are hygiene factors and incentive factors. Hygiene factors speak to the demand for a concern to avoid unpleasantness at work. If these factors are unequal for employees, they therefore can do discontent at work. Hygiene factors include:

Company policies and disposal

Wagess, wages and other fiscal wage

Quality of supervising

Quality of inter-personal dealingss

Working conditions

Feelingss of occupation security

Incentive factors are based on the single demand for personal development. When they exist, incentive factors actively create occupation satisfaction. If they are effectual, so they can actuate an person to accomplish above-average public presentation and attempt. Motivator factors include:


Opportunity for promotion

Deriving acknowledgment


Challenging / exciting work

Sense of personal accomplishment & A ; personal growing in a occupation

There are similarities between Maslow ( 1954 ) and Frederick Herzberg theories ; they both suggest that demands have to be satisfied for the employee to be motivated. However, Herzberg argues that merely the higher degrees of the Maslow Hierarchy ( e.g. self-actualisation, esteem demands ) act as a incentive. The staying demands can merely do dissatisfaction if non addressed. ( Motivation in theory n.d. )

These motivational theories can be applied to a broad scope of direction maps, but these will be used by the research worker to carry through her aim of determine the Performance Management procedure as it relates to the motive of employees in the workplace and how it is implemented in the organisation and the impact it has on the motive of employees.

This chapter outlined literature key to the research workers ‘ survey of public presentation direction as it relates to AATT. The undermentioned chapter will turn to the methodological analysiss ‘ the research worker will use to determine her aims.

Drucker, P. , “ The Practice of Management ” , Harper, New York, 1954 ; Heinemann, London, 1955 ; revised edn, Butterworth-Heinemann, 2007

The Economist Guide to Management Ideas and Gurus ” , by Tim Hindle

Flippo, E. B. 1984. Personnel direction. 6th Ed. New York: McGraw-Hill Book Company.

Tips, R.M. & A ; Black, J.S. 1994. Organizational behavior. Ed. ke-5. New York: Harper Collins.

Grote, R.C. & A ; Grote, D. 2002. The public presentation appraisal inquiry and reply book: a endurance usher for directors. AMACOM.

Les Pickett, ( 2003 ) “ Transforming the one-year debacle ” , Industrial and Commercial Training, Vol. 35 Iodine: 6, pp.237 – 240

Armstrong, M & A ; Baron, A 2005, Pull offing public presentation: Performance direction in action. Chartered Institute of Personnel and Development, London.

Weiss, Tracey B. , and Franklin Hartle, Reengineering Performance Management, Breakthroughs in Achieving Strategy Through People, St. Lucie Press, Boca Raton, 1997.A Pg 3-6

Kaufman, R. ( 1997 ) . A Strategic Planning Framework: Mega Planning. In Kaufman, R. , Thiagarajan, S. , & A ; MacGillis, P. ( Editors ) , The Handbook for Performance Improvement. San Francisco, CA: Pfeiffer & A ; Co/Division of Jossey-Bass

Laurence S. Fink, Clinton Oliver Longenecker, ( 1998 ) “ Training as a public presentation assessment betterment scheme ” , Career Development International, Vol. 3 Iodine: 6, pp.243 – 251

Douglas Maxx, Robert Bacall. 2001. Perfect Phrases for Performance Reviews 2/E. McGraw-Hill Professional P 201.

Neely A. , Adams C. and Kennerley M, ( 2002 ) , ‘The Performance Prism: The Scorecard for Measuring and Managing Business Success ‘ , London, UK: Financial Times Prentice Hall

Norreklit, H. ( 2003 ) , ‘The Balanced Scorecard: What Is the Mark? A Rhetorical Analysis of the Balanced Scorecard. ‘ , Accounting, Organisations and Society, Vol. 28, No. 6, pp. 591.

KAPLAN, R. S. and NORTON, D. P. 1992. “ The Balanced Scorecard: Measures that Drive Performance, ” Harvard Business Review, Jan-Feb, pp. 71-79.

KAPLAN, R. S. and NORTON, D. P. 1996. “ Using the Balanced Scorecard as a Strategic Management System, ” Harvard Business Review, Jan-Feb pp 75 -85.

HERZBERG, F. et Al. 1957. The motive to work. 2nd erectile dysfunction. New York

LOCKE, E.A. 1968. “ Towards a Theory of Task Motivation and Incentives, ” Organisational Behaviour and Human Performance, Vol. 14, No.2, pp. 157-189.

LOCKE, E.A. and LADHAM, G.P. 1990. A Theory of Goal puting and Task Performance, New York, NY: Prentice-Hall.

MCCLELLAND, P. C. 1975. Causal account and theoretical account edifice in history, economic sciences and the new economic system. Ithaca ; London: Cornell University Press.

Maslow, Abraham ( 1954 ) . Motivation and Personality. Harper and Row New York:

VROOM, V.H. 1964. Work and Motivation. , New York, NY: John Wiley.

TAYLOR, F. W. 1890. The rise of scientific direction. Madison ; London: University of Wisconsin Press.

TAYLOR, F. W. , 1911. The rules of scientific direction. London: Harper & A ; Brothers.

hypertext transfer protocol: // motive in theory

Neely, A 1998, Measurement of concern public presentation – why, what and how, The Economist,



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