Performance Management and Development Module
Performance management is an important aspect of the human resources (HR) structure within any given organization. It outlines the basis for the achievement of sustainable business success where international companies may achieve the large-scale productivity boots that they need by the involvement of the people. In order to attain these aspects, companies should effectively manage individual performance, and also implement strategic performance management systems that are fully supported by the leadership teams.
This paper seeks to analyze the performance management process that is used at the United Nations Development Programme (UNDP). This will be accompanied by the identification of the most important concepts and techniques to be used.
Performance Management and Development (PMD) Process
Chwelos, 2003 P. 199, argues that performance management should be linked to strategies that emphasize on the importance of alignment. On the other hand, Herman Aguinis highlights the different functions of performance management in the context of management within an organization. This is conducted through the application of the six steps model of performance management that range from the fulfillment of the system’s civil liberties. This is followed by planning, execution, assessment, review and re-contracting phases. For these phases to be achieved, the human resources embark on motivating the workers, since they are the organization’s greatest assets. This is mainly attained through the continuous assessment among the workers that ensures high performance. It is necessary to assess the employees since it brings out their capabilities and ensures consistent productivity (Chwelos, 2003, P. 199).
In the same way, the six phase steps are necessary in bringing about consistency because they are focused on the efforts of the employees as well as the alignment of their performance in accordance with the mission of the organization. The first phase requires managers to form the basis seeking to enlighten the workers about the goals of the organization (Chwelos, 2003, P. 199). This will be accompanied by the elaboration of the mission and vision statements of the organization with regards to what they entail as well and their role in the achievement of these key elements. Besides, the mission and goals of the company should be integrated in the assessment of the performance of employees. This should occur by considering the needs of the workers in a way that encourages ownership and cooperation. This will enable the organization in ensuring that the employees understand their job descriptions and what is expected of them (Chwelos, 2003, P. 199).
The second phase involves appropriate planning where managers are required to work out the processes conducted within the organization. This is obtained through open communication channels linked to the way workers account and take responsibility for their actions. This will impact the commitment of the employees to their occupations (Ferris and Buckley, 2008 P. 154). However, at this stage, it is important to consider the emotions of employees because the provision of positive feedback contributes to positive emotions like pride and happiness. Thus, managers should consider framing feedback they give to the subordinates positively, since it would stimulate positive results. Consequently, it ensures subsidized rates and intentions of turnover and enhanced commitment among the workers (Ferris and Buckley, 2008 P. 154).
The third step entails the execution of the outlined plans. This is where the employees implement the plans by complying with the specifications of accountability and responsibility. Employees in this case are required to meet or rather adhere to the specifications issued by the management (Ferris and Buckley, 2008, P. 154). The management thoroughly supervises the employees with an effective grading process on their performance within the company. This will make sure that the behaviors, decisions and actions of the employees are focused on driving values. It is attained through evaluation of the processes, information systems and reports that collectively drive the required decisions, actions and behaviors necessary for the implementation of the strategies of the organization (Fewrris and Buckley, 2008. P. 154).
Besides, the element of value is crucial since it occurs when the progress is made against the strategic objectives. This may be accompanied by the application of balanced scorecards that involve high strategic reports indicating the performance of workers (Rahman, 2006, P. 3039). It also provides the organizational results with regards to the strategies that they have adopted towards the achievement of the best from their employees.
The fourth phase is the assessment stage that involves the collection of data and its analysis in a way that determines improvements of the performance of employees. It is through assessment that the management team is able to measure the effect of performance management and make plans for the reward system (Rahman, 2006. P. 3039).
This phase impacts a set of measures that should be enhanced for the translation of strategies and the corporate vision into specific quantified measures indicating current and the likely performance in future. It also requires the management team to establish the targets that should be developed as a coherent set so that when they are realized the combined effect will liberate the strategic objectives on the avenue towards the vision. Any of the workers who fall under this category and assist the organization in achieving its vision is identified are given the appropriate rewards (Rahman, 2006, P. 3039).
In addition to this, the assessment process proves challenging to employees and they will give it their best in order to complete. This brings forth the element of morale that creates a productive workforce. Performance management requires proper execution in ways that can enhance the morale of the company while also motivating the workers. In this case, managers should work together with the employees towards identifying the weak points in their job performance and help in creating a plan that addresses the weakness (Rahman, 2006, P. 3039).
Roles of Performance Management in UNDP
In conjunction with the employees, managers set the tone that can impact a positive feeling towards the organization and its objectives. This phase crates or rather stresses on the positivity in performance reviews as well as develops a course of action that helps in the development of employees. It also creates the next phase of review that assists the management team in analyzing the effect of the performance management with regards to the achievement of the goals of the organization (Chen and Eden, 2001, P. 117). This is where organizations like the UNDP relate performance management so as to analyze the performance of employees. It helps in determining the employees who deserve a hike as well as a proper budgeting tool (Chen and Eden, 2001, P. 117).
The final phase involves the re-contracting which requires the consideration of the two aspect of budgeting. First, the money linked with the termination of employees that is put back in the annual budget and the budget considerations for the replacement of the terminated workers. With these considerations, the company should decide if the employees will be replaced and if there will be any benefits in paying an increased salary to more experienced candidates (Ghayalini, 1996, P. 77). This will be backed by looking into whether employing a lower-cost entry level employee will be better in serving the strategic goals of the organization.
Performance Management & Development Approaches
In this case, the employees will be evaluated in terms of their worth and efficiency to the company (Ghayalini, 1996, P. 77). If they are not very productive, the management will have to lay them off and consider hiring more experienced and productive employees. However, there is also the consideration of the idea that the employees might benefit the organization in terms of reducing the costs. Thus, the management team opts to renew their contracts depending on their productivity and costs involved in retaining them (Ghayalini, 1996, P. 77).
These phases form a complete cycle that constructs the foundation of the second phase of performance management. It marks a continuous process that is very critical in ensuring that the organization is steady in terms of productivity. It greatly depends on the strategic planning process and consideration of the environmental analysis.
Every organization desires to attain the best out of the various processes they integrate in their activities. This ranges from the employees working in the organization, the mission, vision and objectives as well as the link between the goals of the business and work. The United Nations Development Program has over the years created their plans to effectively integrate an efficient and successful performance management system. As it will be observed throughout this paper, the different systems adopted by the UNDP will be outlined. This will be backed by the actual phases used within the organization with regards to performance management and development system. It will also provide a holistic approach to the concepts and techniques currently applied for the achievement of the intended strategies (Tapinos and Meadows, 2005. P. 377).
Besides, the paper will bring out the means used by the management team in making sure that employees have a clear understanding of the organization’s goals, vision and mission (Aguinis, 2008, P. 174). It will be coupled with evaluating the role of the management in ensuring that workers create attainable goals that are in line with the UNDP’s strategic objectives and vision. In the same way, the study will give a comprehensive definition of the levels of consistency within the employees with regards to their performance.
The paper will apply performance scorecards in evaluating the annual reviews in order to assess staff delivery, advancement and the level of accountability and responsibility aimed at enhancing productivity (Aguinis, 2008, P. 174). However, there are various challenges that may come up in terms of the implementation of these strategies that involve; lack of clarity and well thought ideas on what and how to be successful, failure to implement the outlined, lack of strategic alignment and poor measures and targets (Aguinis, 2013, P. 174).
Performance management is critical since it offers tools that can be used in measuring the value of the performance of employees as well as determining how this performance may be enhanced. The effectiveness of performance management is ensured through the evaluation of how well a company may attain the strategic objectives. The implementation of the performance process may be achieved by empowering the team and a productive labor force. The analysis on the UNDP will present a clear view of the way in which performance management and development techniques may be used in bringing out proper alignment of the goals within the company.
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