Performance Management
Performance management is a corporate management tool that helps managers monitor and evaluate employees' work. Performance management's goal is to create an environment where people can perform to the best of their abilities and produce the highest-quality work most efficiently and effectively.
Definitions
‘A systematic process improving individual, team and organisational performance’
-Armstrong 2014
‘The continuous process of improving performance by setting individual teams and goals which are aligned to the strategic goals of the organisation, planning performance to achieve the goals, reviewing progress, and developing the knowledge, skills and abilities of the people’
-Armstrong 2017
Elements of Performance Management
Agreement
Feedback
Positive reinforcement
Dialogue
Principals of Performance Management
Performance Management should provide
Direction
Freedom to get their work done
Encouragement and not control
Leading to growth
Leading to strategic collaboration
Egan cited in Armstrong, 2017
Benefits of Performance Management
A well-structured and implemented performance management system provides a number of benefits to the organisation, management and employees. These benefits include:
- establishing group and individual performance objectives to ensure that their performance is aligned with the organisation's strategic and operational objectives
- linking performance evaluation and employee development and rewards to motivate individuals
- assisting the organisation in improving its productivity and efficiency
- regular monitoring of progress toward achievement of performance objectives
- identification of specific training needs across the organisation
- improved salary administration
- improved communication and relationships between managers and staff members
- improved guidance and assistance in developing capabilities and potential of staff members.
How performance management impact in rice mill industry
Human resource is the most critical resource for any organisation in today’s highly competitive business environment. The primary task of any manager is to have an organisation that functions effectively by its frontline personnel. To do so, employees must work efficiently and produce results that are beneficial to the organisation (Cınar, Bektaş, & Aslan, 2011).
In the same vein, satisfied employees create satisfied customers and vice versa (Zenithal et al., 2006). In the performance appraisals process, it evaluates the quality of employee performance, it influences either the success or the failure of the organisation (Kumbhar, 2011).
In the Rice mill industry. Managers are expected to conduct a fair performance for everyone. When there is a proper process in place, it will help the employees to identify their strengths and weaknesses in their job role. Accordingly, the supervisor implements a performance development plan in line with organisational goals. It will motivate the employees with regards to the career development and lead to reduction in employee attrition.
Organisational Culture
Organisational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organisations. These shared values have a strong influence on the people in the organisation and dictate how they dress, act, and perform their jobs. Every organisation develops and maintains a unique culture, which provides guidelines and boundaries for the behaviour of the members of the organisation.
Definition
Culture represents an interdependent set of values and ways of behaving that are common in a community and that tent to perpetuate themselves, sometimes over long periods of time
-Kotter and Hesketh 1992:141
Theories of organizational culture
- The consistency hypothesis – the idea that a common perspective, shared beliefs and communal values among the organisational participants will enhance internal coordination and promote meaning and a sense of identification on the part of its members.
- The mission hypothesis – the idea that a shared sense of purpose, direction, and strategy can coordinate and galvanize organisational members toward collective goals.
- The involvement/participation hypothesis – the idea that involvement and participation will contribute to a sense of responsibility and ownership and, hence, organisational commitment and loyalty.
- The adaptability hypothesis – the idea that norms and beliefs that enhance an organisation’s ability to receive, interpret, and translate signals from the environment into internal organisational and behavioural changes will promote its survival, growth, and development.
Qualities of a Good Organisational Culture
- Alignment -organisations work to build continuous alignment to their vision, purpose, and goals.
- Appreciation - one in which all team members frequently provide recognition and thanks for the contributions of others.
- Trust -with the culture of trust, team members can express themselves and rely on others to have their back when they try something new.
- Performance - In companies, talented employees motivate each other to excel, and, as shown above, greater profitability and productivity are the results.
- Resilience - A resilient culture will teach leaders to watch for and respond to change with ease.
- Teamwork -it encompasses collaboration, communication, and respect between team members. When supports each other, employees will get more done and feel happier while doing it.
- Integrity, like trust, is vital to all teams when they rely on each other to make decisions, interpret results, and form partnerships. Honesty and transparency are critical components of this aspect of culture.
- Innovation leads organisations to get the most out of available technologies, resources, and markets.
- Psychological safety – the support employee needs to take risks and provide honest feedback
HR’s Role in Shaping Culture
Since leadership plays a critical role, HR has an important role in sharping culture. Followings are t0he HR’s duties on sharping culture
- the recruitment process and recruiters
- employee onboarding into the organisation and business units
- performance management
- skills development
- how employees are disciplined
- the decisions made from the results of employee pulse surveys.
Building High Performing Organisational Culture in Rice Mill Industry
1.Excel in recognition
Making recognition part in company culture means it must be a regular occurrence, not something that is only reserved for major milestones or work anniversaries. Encourage team members to practice frequent social recognition in addition to monetary recognition.
2. Enable employee voice
Creating a culture that values feedback and encourages employee voice is essential, as failing to do so can lead to low employees who with law moral.
3. Make leaders culture advocates
company’s success in building a strong workplace culture rests in the hands of team leaders and managers. Team members will recognise the dissonance between stated values and lived behaviours. They may even start to emulate negative behaviours because they believe those behaviours have been rewarded by management.
4. Live by company values
This includes support terms, HR policies, benefits programs, and even out-of-office initiatives like volunteering. Employees, partners, and customers will recognise and appreciate that organisation puts its values into practice every day.
5. Forge connections between team members
Building a workplace culture that can handle adversity requires establishing strong connections between team members, but with increasingly remote and terse communication, creating those bonds can be challenging. Encouraging collaboration and engaging in team activities even when working remote are two effective ways to bring your team together and promote communication.
6. Focus on learning and development
Great workplace cultures are formed by employees who are continually learning and companies that invest in staff development. Training initiatives, coaching and providing employees with new responsibilities are all great ways to show your team that you’re invested in their success.
A culture of learning has a significant business impact.
7. Keep culture in mind from day one
When an employee’s perspective doesn’t match company’s culture, internal discord is likely to be the result. Organisations should hire for culture and reinforce it during the onboarding process and beyond. Practices and procedures must be taught, and values should be shared.
8. Personalise the employee experience
As modern consumers, your employees expect personalises experiences, need to focus on ways to help each team member identify with company’s culture. Tools like pulse surveys and employee-journey mapping are great ways to discover what your employees value and what their ideal corporate culture looks like.
References :
Armstrong, M & Taylor, S. (2014) Armstrong’s handbook of human resource management practice (13th ed). Kogan Page Ltd [Online]. Available at www.koganpage.com .
CIPD. (2021) Performance management: an introduction. Chartered Institute of Personnel and Development 2021 [Online]. Available at www.cipd.co.uk .
https://www.ahri.com.au/resources/ahriassist/performance-management/
https://the-happy-manager.com/tip/principles-of-performance-management
https://www.achievers.com/
https://www.gallup.com/workplace/234908/why-leaders-vital-culture-change.aspx
Worker productivity refers to the ability of an employee to produce high-quality work with a high degree of efficiency. It is based on the amount of work an employee produces in a given period of time. There must be a high standard of quality in the output. You can use a variety of metrics to determine how productive your employees are. The output per man-hour worked is the standard by which an organization's employees' productivity is assessed. It is based on two factors: overall quality and overall efficiency. However, this metric does not account for efficacy. The cost-benefit analysis of the employed manpower resources versus the output achieved determines the efficiency of the employee productivity. Efforts are made to maximize the use of human resources by the organization's management. The increased output of the organization is a result of management's efforts to improve employee productivity.
ReplyDeleteYes Uditha, as we are expecting quality of rice in a targeted time period it is actually on employees hand. that's why we must use strategies to make efficient employees. I think by rewarding the employees who achieving the targets in a small time period makes a culture of efficient worker productivity.
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