Performance Management Process (PMP)

Performance Management Process (PMP) There are several researchers who wrote about performance management process in a different approach. However, most of them focussed on the same ideology and concepts. Craemer (2010), effective PMP should encompass a lucid communication of expectations, a well defined instruction, and detailed of responsibilities that supports employee’s development (Craemer, 2010). An effective PMP (Performance Management Process) is a bridge that links between strategic business objectives, employee’s daily responsibilities and tasks (Aguinis, 2014). Moreover, it facilitates managers to measure and evaluate team performance to optimise productivity. Core components of PMP are as follows (Craemer, 2010):

Managers have to take different opportunities to coach support and motivate employees. It is not only at the time of performance appraisal that managers have to discuss with individuals about their performance, however there should be several opportunities to support and provide frequent feedback. Moreover, at the time of performance appraisal will be a great time to discuss in detail about the past performance and put in place the personal development plan. Performance management is a continuous process, not a one-time activity which will be done once or twice a year. To sum up, managers should support employee to perform better and put a formal development plan for future development (Craemer, 2010). Having the above key points in mind, coherent performance management stages are discussed as

At this stage the KRAs (key Responsibility Areas) should be clearly identified and defined. These responsibilities should be further discussed face-to-face with employees. Following this discussion, all KRAs should be written and documented as a performance agreement for each employee. Thus, each individual will be evaluated accordingly. According to Bérard (2012), planning performance should be a SMART goal. Which is Specific, Measurable, Attainable, Realistic and Time bound. When we say specific: goals should be clearly identified in terms of expectations, measurable: each goal should be quantifiable in order to ensure the task accomplishment, attainable: when a goal is set, we need to ensure that they are achievable within a given time frame and resources, realistic: each goal should be achievable and relevant to the organization mission, and vision, and timely: a specific period of time for an objective to be accomplished. Furthermore, adding a realistic time boundary, contributes a sense of urgency to the goal and will help to keep you focused. Moreover, the objectives of planning encompass the following core points (Bérard