Performance Evaluation and Training & Development

Performance management is a continuous process of identifying, measuring and developing performance in organizations by linking each individual’s performance and objectives to the organization's overall mission and goals (Rodriguez & Walters, 2017).

Continuous process: Performance management is ongoing. It involves a never-ending process of setting goals and objectives, observing performance, and giving and receiving ongoing coaching and feedback (Rodriguez & Walters, 2017).

Link to mission and goals: Performance management requires that managers ensure that employees’ activities and outputs are corresponding with the organization's goals and ensure performance management therefore creates a direct link between employee performance and organizational goals, and makes the employees’ contribution to the organization explicit (Rodriguez & Walters, 2017).

Aims of Performance Management System

Figure 1: Aims of performance Management System

Source: (Aguinis, 2005)

Developmental Purpose of Performance Management

Feedback is an important component of a well implemented performance management system and feedback can be used in a developmental way(Aguinis, 2005).

Managers can use feedback to coach employees and improve performance on an ongoing basis and feedback allows for the identification both of strengths and weaknesses and of the causes of performance deficiencies (Pulakos, 2004).

 Another aspect of the developmental purpose is that employees receive information about themselves that can help them modify their career paths. Thus, the developmental purpose refers to both short-term and long-term development aspects (Aguinis, 2005).

When a task is not properly performed and the end results are not perceived as expected, the individual may not feel motivated to keep performing (Armstrong, 2014).

Individuals who are not able to perform at the expected level of performance may even decide to leave based on the feeling of less productivity and dissatisfied with their job(Pulakos, 2004).

Employee training and development is a vital component of Human Resources planning activities, because it not only maximizes the returns of individuals, but it may also attract better talent to the organization (Aguinis, 2005).

According to Mel Kleiman (as cited by Jehanzeb and Bashir, 2013), employee training and development should be utilized to orient individuals and to enhance their managerial and operational skills.

By providing core skills and structure throughout the employee training and development process, it increases the probability for individuals to effectively deliver the mission, while supporting others in creating a learning culture as part of the organization’s strategic goals. (Rodriguez & Walters, 2017)When organizations provide the resources necessary to perform a job, individuals become satisfied with their jobs and more productive, while the organization becomes more successful (Jehanzeb & Bashir, 2013). 

Conclusion

Employees are the most valuable asset of the organization as they take responsibility for enhanced customer satisfaction and quality of products and services (Rodriguez & Walters, 2017).

Without proper training and development opportunities, employees would not be able to accomplish their tasks at their full potential and training and development is a vital tool used to not only maximize the performance of employees, but also to help them in becoming more efficient, productive, satisfied, motivated, and innovative in the workplace (Elnaga & Imran, 2013).

Identifying the right learning opportunities for employees will help the organization in achieving its competitive posture in today’s global market (Rodriguez & Walters, 2017).

 

References

Aguinis, D. H., 2005. Performance Management. In: Edinburgh Business School course. Great Britain: s.n.

Armsrtrong, M., 2014. Armstrong's Handbook of Human Resourse Management Practice. 13th ed. UK: Ashford Color press Ltd .

Armstrong, M., 2009. Armstrong's Handbook of Performance Management. 4th ed. London and Philadelphia: Replika press Pvt Ltd .

Briscoe, D. B. & Calus, L. M., 2008. Employee Performance Management: policies and practices in Multinational Enterprices, in performance Management System: A global perspective. Routledge, Abingdon: s.n.

Mohran, A. M. & Mohrman, S. A., 1995. Performance Management is 'running the business Compensation & Benefits Review. In: s.l.:s.n., pp. 69-75.

Neill, G., 2008. Managing Employee performance and Reward. Asia pacific Journal of Human Resources , Volume 46.

Palukos, E. D., 2004. Performance Management, A roadmap for developing, implementing and evaluating performance management systems. United States of America: SHRM Foundation .

Rodriguez, J. & Walters, K., 2017. The Importance of Training and Development in Employee Performance and Evaluation. World Wide Journal of Multidisciplinary Research and Development , iii(10), pp. 206-212.