At the forefront of issues and challenges that many if not all great companies of the 21st century are confronted all pertain to its workforce particularly the areas of discipline and efficiency. Much has been undertaken and usually at great expense to effectively manage discipline and employee productivity. The fundamental principle in managing companies big or small is to manage a company’s performance you have to manage the performance of its employees, officials, supervisors and managers.
This leads to the question what is managing performance? Most if not all views and general opinion regarding this idea all refer to the handling as to how a company’s ability to meet its goals. This is usually forwarded by looking into the nature as well as objectives of its employees to better motivate them as well to make the company’s part of their long term goals. To an extent “performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner” (McNamara, n.d.). It must be noted that the underlying fact is to be able to attain this by improving as well effectively managing the human element in a corporate setup. To arrive at a better characterization of managing performance it needs to put into context the said term in relation to the main focus of this paper. Moreover due to the complexity, multi – dimensional and multi level nature of managing performance it is necessary to narrow down any and all succeeding expositions. This in no way set to underscore the fact that all that the term managing performance encompasses as well as all the attached disciplines as well as topic areas are equally important. The point is to have focus as well as a refined discussion of managing performance in the context of this paper.
Due to the explanative necessities of this paper the fundamental questions will also serve as the main objectives of the paper’s discussion. Moreover main discussion