Job satisfaction. Employees who have access to ongoing training and development at work have the advantage over those employees who are left to seek out training and development opportunities on their own, and fulfils the need for a sense of worth that is innate in human beings. o monitor and evaluate performance Monitoring and measurement of performance is the longest phase in the performance management cycle. During this phase the manager/evaluator is supposed to keep an eye on the performance related to the set targets and constantly monitor it in order to be able to keep it on the right track. In that direction the purpose of this phase is not only to measure and evaluate the end results but to control the overall performance throughout the whole period between target setting and evaluation. This gives the true meaning to the performance management system for it is a system for management and not just for evaluation of the performance. o conduct performance reviews It is essential to do performance appraisals and establish relevant Key Performance Indicators such as the frequency in workplace, number of complaints received in the quarter, number of rewards won and customer compliment to the effort of the staff member, as examples. o reward or motivate staff There are software providing an environment that allows crowdsourcing of employee performance. That is, people can recognize excellence in their co-workers, managers and others. One way to do this is by putting social accolades, giving them a badge or leaving positive feedback visible in the colleague's profile. This facilitates real-time peer recognition and immediate feedback throughout the year. In some of today's solutions, this can even be done through mobile devices regardless of physical location. Thus, when it comes time to perform the annual performance appraisal, managers can retrieve all that information for their own assessment. o undertake career planning with staff Instead of following as an expert or manager, the professional can become a project manager. He does not become a traditional leader, responsible for the development of other people, but punctually follows the performance of these people within a specific project giving more technical feedback and acting in an advisory manner.
In practice, this model has not spread so strongly in organizations because it operates in very specific sectors, such as technology. In this case, a senior programmer can manage other developers, become a specialist or even manage new technology development projects within the company. o encourage feedback from staff It is possible to encourage by doing: - Skip-Level Meetings. In a skip-level meeting, the leader or senior executive meets one-on- one with employees two levels below them in the hierarchy.
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