Managing & Enhancing Performance of Employees - Essay Example

Managing & Enhancing Performance Affiliation Managing & Enhancing Performance Introduction Businesses have their objectives and goals which direct their operations and enable them to achieve the desired growth in the market. To achieve this growth, the employee must perform and deliver constructively on their different roles and job descriptions. The ability of an employee to achieve the objectives and goals of the enterprise within a specified time frame is a measure of job performance (Pereira & Gomes, 2012). The evaluation of employee performance is essential in the growth and development of s business. The ability of the employees to perform and deliver on their different roles can be improved through the adoption of a number of approaches (Ubeda-Garcia, Marco-Lajara, Sabater-Sempere & Garcia-Lillo, 2013). In this paper, employee performance will be discussed in relation to factors such as job design, employee training and development. Overview of performance management Organizations today are in high demand of an effective employee with a great combination of skills and professional qualification. Such an employee can work under the challenging environment of the business and help it achieve its goals and objectives. However, recruiting the best employees and retaining them is not an assurance for a performance as other intrinsic factors significantly influences the ability of employees to perform based on the organization’s objectives and goals. A number of business and management related factors thus influences the ability of the employees in an organization to perform and achieve their job descriptions (Pereira & Gomes, 2012). Managerial standards and practices have a significant role in the process of improving employee performance. The development of proper standards of managing the employees can motivate or demotivate them, and this affects their ability to work towards achieving the goals set for them. As a manager, the expectations placed on an employee must be a line with their job description and professional qualification. This will eliminate undue pressure on the employees that affects the determination and willingness to focus on their roles. High expectations from employees do not guarantee the performance especially if it leads to assigning roles that do not reflect their abilities or job descriptions (Ubeda-Garcia, Marco-Lajara, Sabater-Sempere & Garcia-Lillo, 2013). A motivated employee understands the expectations placed on him and works towards the realization of the dreams and goals of the business. The performance of an employee is highly influenced by their levels of motivation, making it essential for the management to work towards improving the employee affairs in the organization. There are a number of approaches that can be adopted by an organization to improve the motivation levels of its employees. Financial incentives and employee development is one approach adopted by organization to uplift the motivation of employees (Pereira & Gomes, 2012). The development of an effectively motivated workforce creates devotion, commitment and an environment for the maximization of output and performance. Through the provision of career development opportunities for the employees, their commitment improves and this enables them to perform at their full potential. The provision of competitive pay and benefit packages to the employees also increases their commitment to the organization. In return to the commitment, employees release their full potential and abilities (Ubeda-Garcia, Marco-Lajara, Sabater-Sempere & Garcia-Lillo, 2013). Employee performance cannot be consistent without proper evaluation processes that are aimed at identifying the weak and strong areas within the organization. During the evaluation process, the management of the organization provides a scorecard of each employee. Each employee is also provided with an opportunity to defend their levels of output and reasons for below average performance. Through this process, the organization adopts positive alternatives to mitigate the challenges that may affect the optimal performance of each employee based on the working environment (Pereira & Gomes, 2012). Overview of literature on performance management Ubeda-Garcia, Marco-Lajara, Sabater-Sempere and Garcia-Lillo (2013) highlights the importance of training in increasing exposure of employees to new ways of production emerging technological approaches available to the organization and practices that can enhance the competitive advantage of business. Every organization that is exposed to a dynamic business environment must embrace training as a way of improving the efficiency of the employees and assist in the process of improving the overall performance. Effective training improves the knowledge, skills and attitude of employees, and this is transferred to the work that improves the output and results. Good organizations are believed to value their people, not just in terms of output but personal development and skills. This is critical in improving the ability of the employee to deliver as it creates a feeling of self-importance and appreciation by the management itself (Ubeda-Garcia, Marco-Lajara, Sabater-Sempere & Garcia-Lillo, 2013). Through training, employee capabilities are improved, and this involves the breadth and depth of their knowledge and ability to fulfill their different roles. Employee training is considered part of the high performance workplace practices that have been developed by human resource management literatures. According to Pereira & Gomes (2012), training is meant to improve the innovativeness and independent thinking abilities of an employee, a process that increases the risk tolerance and enables employees to focus on their different responsibilities. In Decramer, Smolders and Vanderstraeten (2013), proper performance management improves the overall ccompetitive advantage, a feature that is today gained through the development of market specific strategies, all of which require employees with strong strategic growth orientation. Decramer, Smolders & Vanderstraeten (2013) stresses that this can be adequately gained through training employees to empower to become strategic thinkers who have the ability to embrace challenges and turn them into opportunities for the business. For example, marketing manager and the sales team must be able independently to develop strategies that can solve the challenges that they encounter in the market. Such prompt moves will improve the performance of the business in the market and increase the overall competitive growth (Ubeda-Garcia, Marco-Lajara, Sabater-Sempere & Garcia-Lillo, 2013). In Dartey-Baah (2010), investing organizational resources in the development of the employee’s skills and qualifications enables a business to demonstrate the commitment to its people. This does not just improve the motivation of the employees, but their desire to reciprocate the better environment through improved performance and service provision to the customers.According to Dartey-Baah (2010), the need for proper conflict resolution in the process of performance management in every organization is connected to market performance and competitive advantage. This is enhanced through training employees, which enable them to develop approaches of managing conflicts, and situations that may affect their ability to deliver. In most instances, research has established that lack of training is a potential source of conflict between employees and employers, which affects the likelihood of improving the performance (Dartey-Baah, 2010). The inability to handle internal conflicts and lack of understanding can become a potential source of conflict between the organization and its people. This is a fertile ground for legal battles that only affects the performance but also the image of the organization. Training also improves the attitude of the employees, and this increases the likelihood of performing within the needed confines of the organization (Kennett, 2013). Job design and organizational performance Job design is the process of arranging tasks, responsibilities and duties within an organization based on the number of employees and their professional qualification. The process of job designing is done to improve the chances of the organization to achieve its primary goals and objectives within the framework. Different theories have been developed on job design with independent benefits to the organization. Through employee training, development, and job designing, an organization increases the chances of improving its performance relative to the challenges and opportunities available. The process of job design handles issues such as work scheduling, the management styles adopted and the scope of work to be accomplished within a specific period (Dartey-Baah, 2010). Redesigning of jobs changes the work approach in a number of ways as it introduces new challenges and opportunities for the employees. Psychological research has associated the introduction of new job approach to changes in the moods and attitudes of the employees. By presenting new opportunities and challenges, employees are motivated and energized to face the tasks with optimism. This increases the chances of achieving the goals laid down by the organization and improvement in the overall performance (Kennett, 2013). Challenges and new opportunities create a way of increasing the benefits and pays to the employees as the roles and responsibilities previously assigned to individuals is changed, and new ones developed. As a result, employees always look forward to changes in their job environment through redesigning. Apart from motivation, job redesigning also creates a high sense of commitment among employees, a process that is highly related to motivation. Motivation creates a desire to work harder and achieve the goals set and these results into an increase in the overall commitment (Pereira & Gomes, 2012). The environment that businesses operate is highly dynamic and is affected by different internal and external factors that can only be addressed through introducing changes to the operational approach. One way of changing the approach of the organization is job redesigning due to the new work environment that it creates to the employees. Through this move, changes are introduced that are aimed at addressing the challenges that the old system has created. This provides a new impetus and improves the ability of the system to deliver under the same management and resources (George & Jones, 2011). An environment that is static in the face of the changing environment can also affect the relationship between the employees and the employer. This is because the work environment that is self-sustaining and efficient eliminates the grievances and concerns that can affect the working relationship of the two. With better working relationship, the supervision of the employees becomes easier, and the former feels comfortable working with the employer (Dartey-Baah, 2010). The quality of life of the employees is affected by a number of factors intrinsic in the organization including the demands and pressures created by their jobs. As a result, psychological stress and disturbances increase on the employees that affect their concentration and work output. By redesigning the job and their work, the employees are provided with a new lease of life that is devoid of the tension and pressures. This improves their life standards and quality, which is reflected on their motivation and commitment on the job (Kennett, 2013). Impacts of performance management on organizational behavior Performance management has massive impacts to an organization and the employees alike, a situation that improves efficiency. For the organization, the development of proper framework for the management of employee performance will improve the profit base, as the productivity of the employees will increase. The quality of work output also raises due to the development of proper performance management approaches. This contributes to the overall increase in overall profitability of the organization (Cokins, 2009). Managing performance enables the management team to evaluate the input of every employee, the personal skills and abilities and thus improve their responsibilities. Performance management enhances communication among the employees and members of the management team, a situation that provides room for identifying employees with high levels of tardiness, commitment, commitment or even lack of the same. This information is essential in influencing the decision of the management and improving the overall roles assigned to the employees (George & Jones, 2011). On the side of employees, performance management introduces room for equitable treatment, which enhances their morale thus making it possible to identify with the organization. The development of proper standardization procedure applied to all employees irrespective of position or influence enhances cohesion within the organization. A strong feeling of belonging among the employees improves overall commitment to the organization and productivity. Meaningful measures introduced through performance management improve the work environment and enhance the comfort of the employees (Decramer, Smolders & Vanderstraeten, 2013). Conclusion Employee performance is an essential component of human resource management as it affects the position of the company in the market. As a result, the development of approaches that are aimed at improving the job performance of employees is a positive step towards progress in organizations. In this paper, three approaches have been discussed that affects the ability of the employees to deliver on their responsibilities and roles (Decramer, Smolders & Vanderstraeten, 2013). These include the provision of training opportunities, employee development and job redesigning (Cokins, 2009). References Dartey-Baah, K. (2010). Job Satisfaction and Motivation: Understanding its impact on employee commitment and organisational performance. Academic Leadership (15337812), 8(4), 11. Kennett, G. (2013). The Impact of Training Practices on Individual, Organisation, and Industry Skill Development. Australian Bulletin of labour, 39(1), 112-135. Pereira, C. M., & Gomes, J. S. (2012). The strength of human resource practices and transformational leadership: impact on organisational performance. International Journal of Human Resource Management, 23(20), 4301-4318. doi:10.1080/09585192.2012.667434 Ubeda-Garcia, M., Marco-Lajara, B., Sabater-Sempere, V., & Garcia-Lillo, F. (2013). Does Training Influence Organisational Performance? Analysis of the Spanish Hotel Sector. European Journal of Training and Development, 37(4), 380-413. Homburg, C., Artz, M., & Wieseke, J. (2012). Marketing Performance Measurement Systems: Does Comprehensiveness Really Improve Performance? Journal of Marketing, 76(3), 56-77. doi:10.1509/jm.09.0487 Decramer, A., Smolders, C., & Vanderstraeten, A. (2013). Employee performance management culture and system features in higher education: relationship with employee performance management satisfaction. International Journal of Human Resource Management, 24(2), 352-371. doi:10.1080/09585192.2012.680602 Cokins, G. (2009). Performance management: integrating strategy execution, methodologies, risk, and analytics / Gary Cokins. Hoboken, N.J.: John Wiley & Sons. George, J. M., & Jones, G. R. (2011). Understanding and managing organizational behaviour: Student value edition. Boston: Prentice Hall. Read More