The reasons for establishing a performance management system in public service organisations are to ensure that both the organisation and employees alike produce better results and a higher quality output. In order for performance management to be a success it is important that public services are adequaltely staffed, the governments plan in was to recruit an additional- 20, nurses, 10, doctors, 10, teachers and 6, police recruits.
This should allow employees to work better and give the public service access to better educated employees who will perform to a higher standard and who will accept change and constant monitoring of their job.
Armstrong agrees that performance management is an ongoing and flexible process which requires employers, managers and employees to work as partners within a set framework to achieve the same results. One of the most important aspects of a successful business and performance management systems is to establish good lines of communication.
If public services achieve this they will improve their performance towards customers and within the organisation because problems will be identified and resolved quickly and efficiently and employees will feel they can converse more easily with top management which will guarantee better understanding of their job and thus they will produce a better service.
As abovementioned performance management systems will ensure the business can cope with performance problems, Armstrong suggests taking a number of basic steps to eradicate setbacks. Firstly a public service must identify a problem and agree a solution, secondly a performance management system can help a business establish an explanation for their shortfall, and in the case of the NHS it will identify the reasons for the long waiting lists for patients.
Thirdly, public services can agree on action to be taken in regards to poor performance, for example in areas outside of London in somewhere like Farnham, Surrey, bus services are infrequent and poorly time managed. With a good system in place bus services will be able to establish from the public a better service which will also ensure the increased usage of public transport in the area.
Lastly, it is important that public services encourage and monitor public and employee feedback to ensure problems do not reoccur. The aforementioned will guarantee that public services will benefit from performance management systems as they will be able to provide a better quality service to the public. Bannock Consultancy suggests that performance management is simply an ongoing communication process between people who work together.
In their opinion everyone wins if public service employees are directed and supported so that they can work as effectively and efficiently as possible in line with the needs of their customers - the general public. High quality public services will be offered if clear expectations and understanding about the results to be achieved are established. Performance Management is a system. That is, it has a number of parts, all of which need to be included if public services are to produce a good service to customers, bring value to the business and to the employees themselves.
In essence, Bannock Consultancy confirms that performance management systems will lead to better quality public services if a variety of tools are used to control the process. These include, for example: This will ensure closer control is maintained and any problems that arise are eradicated quickly and efficiently. Furthermore, to establish high quality public services it is essential that businesses adapt their performance management systems to coincide with the demands of the public. However, if the employees of businesses servicing the public are not content with their jobs, then regardless of business objectives, performance will suffer.
Therefore, it is crucial that employees receive annual performance reviews, appraisals and personal development plans to encourage a better performance from every individual. Further, Bannock Consultancy , believe that performance management systems can be linked in with performance related pay. For example, if bus drivers are rewarded for maintaining good time keeping on route, then they will provide customers with a good and reliable public service and more customers will use the service.
As a direct result of pay it is possible to enhance the performance of public service employees which in turn will reflect a superior quality service to the general public. This highlights the importance of a good work balance which takes into consideration, employees, customers and the managers.
If all work together with clear lines of communication it can only lead to better quality public services. Bannock Consultancy understands that performance management cannot immediately solve every problem for customers or for employees of public services.
It does however, have the potential to address many common concerns. Further, performance management will allow managers to better manage the public services and plan ways to improve their business. For example, having worked at a job centre in London I am aware that if managers of job centres are free from dealing with day to day issues they can concentrate on improving the accuracy and speed of providing individuals with benefit applications as there is currently a huge backlog of claims which are being delayed due to a lack of employee competence which managers must assist with.
A performance management system implemented into the job centres would also help employees to identify, understand and agree any gaps that may exist between desirable and actual standards of performance which would increase the time frame within which individuals would receive their claims.
Moreover, performance management systems are likely to enhance employee knowledge of their job as they are provided with clear overall objectives.
This in turn will help reduce the frequency of situations where employees do not have the information they need when they require it. Lastly, performance management may also help eradicate fears of organisational change or a change in business culture and provide a framework for improved business development.
The aforementioned highlights the importance of top management for implementing a performance management system. Checking and reviewing staff performance is just as important as managing the project or process itself. It is best practice to ensure that the expectations are reviewed at interview and developed through company induction.
This needs to occur whether the feedback is good or not so good. Too many times managers only talk to staff to give them negative feedback if they are doing something wrong. An environment should be cultivated to ensure employees are involved and listened to. An additional factor in managing good and poor performance is that of fairness.
Managers need to be aware that they need to treat all staff fairly and equally and ensure that their actions could not be perceived as preferential or detrimental. Managers that have regular, productive, two-way conversations with their staff tend to have less issues regarding performance.
Data can be collected from a number of internal and external sources in relation to performance reward management. The frequency of performance review is a source for debate, as the real key is the effectiveness and purpose of the review.
Equally if the reviews are spaced too far apart or are too in depth time consuming there will be less buy in from the relevant managers. Some organisations have yearly performance reviews set to a particular month, whereby all managers need to complete reviews for all of their staff.
Some companies perform yearly reviews on the anniversary of the employees start with the company, so that this process is spread out across the year. Other companies complete 3 monthly reviews, so that performance can be more closely monitored and goals set and reviewed more frequently. The main purpose of a performance review is to ascertain where the employee is at present, where they want to be and to manage their expectations accordingly.
There are many different types of Performance Development Reviews, these include: The Performance Development Review process should be open and positive, honest and objective, confidential, focussed on the future, fair, and two-way. There are four key stages to a Performance Development Review meeting: Time should be set aside enough to prepare for the meeting and for the meeting itself, all relevant paperwork should be sent out in time, all documents should be read through, the employee should understand the process — it should not be a shock, confidentiality should be maintained, the right environment should be created in which to hold the meeting.
The scene should be set regarding any background information and the agenda should be agreed. The reviewer should use positive language, smile and gently lead the attendee into the conversation to allow them to start talking. For the manager this means that they should be listening, questioning and giving feedback in the main.
Open questions should be used, justify statements made with any factual evidence, actively listen and exchange views and explore issues. A good manager will not shy away from tackling difficult issues; they will allow the interviewee to take charge of the discussion. A good manager will also not be afraid of periods of silence when appropriate or make assumptions. They will always focus on behaviour rather than personality and will not impose objectives on the interviewee without discussion or agreement.
The interviewee should be asked to summarise. A discussion should be had regarding what happens next. The meeting should be closed in a positive manner and the agreed actions should be adhered to.
After the review, all parties should ensure that the agreed outcomes are actioned and completed. The Vital Role of Line Managers [internet], http: Distribution is the movement of a good or service from the source to the final customer, consumer, or user.
This process is made through a distribution channel for example wholesalers and retailers. The purpose of a distribution channel is to supply a link between production and consumption.
There are 2 types of distribution channels these are indirect and direct. An indirect distribution channel relies on middle Many organizations are seeking to gain competitive advantage by focusing on managing costs, times and quality of services or products. Once the evaluations of the participants have been done, the effective performance management has been practiced. Feedback has been regarded as one of the techniques which would help in the praise, give reward as well as provide corrective measures to the same.
Some of the criticisms which are attached with the evaluation of the employees have been enlisted in this section of the report. Based upon a survey, it has been stated that one of the reasons attached with the evaluation of employees refers to the lack of improvement within the managers.
It has been recorded that, the implicit theories which have been adopted by the employers do not provide correct performance feedback relating to the employees US Office of Personnel Management, Sam should go about revamping performance management at Money4u as it would help to provide fair rating based upon the performance of the same. The people who would be included within the entire process are employees, reports, customers, managers, etc.
With the implementation of the degree feedback survey, Sam would be able to measure the following aspects such as behaviors as well as competencies, what people perceive about being an employee of the company.
Performance management approaches are generally described in the context of Managing by Objective (MBO) framework. MBO programs is an knowledge that evaluation must be secured to act like objective setting, communicate expected result, establish time frame and how to accomplish objective (Nankervis, Compton & McCarty, , Pg. - ).
- Performance Management System Introduction This report is an attempt to analyse the existing Performance Management System for Large Financial Service Organisation (LFSO) and from this information, recommend, and implement an appropriate new performance management system.
Free Essay: Performance management relates to an organization’s ability to implement a system to evaluate and advance employee performance. Achieving peak. Essay 1 Performance Management Introduction Performance Management is define by Armstrong and Baron as a strategic and integrated approach to delivering sustained success to organizations by improving the performance of people who work with them and by developing the capabilities of teams an individual contributors.
According to Armstrong () performance management can be defined as a strategic and integrated approach to delivering sustained success to businesses, in this instance public services, by improving the performance of the employees by developing the capabilities of team. Free Essay: Performance management WPA needs to manage the performance of its employees effectively if it is to remain competitive. There are many methods.