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| Photo Credit: Google Image, 2017 |
Its an important process
of strategic human resource management undoubtedly much talked about, every
organization as some form of performance management system in place. Jaldeen (2016)
industry captain suggest and support the view that HRM professional are having
harsh views of Performance Management some consider that it should be
“Jettisoned” or “Worst- kept Secret” in companies, “absurdities of corporate
life”. Despite the negativity they all agree that it’s a strategic HRM function
and the benefits are many-fold if appraisals are executed effectively. They include motivated staff, enhancement of
productivity, job satisfaction, high performance, building relationship between
employers and employee (Armstrong, 2017).
On the other side of the
coin HRM professional are of the view that performance appraisals and
management issues are perennial and have to change in keeping with times and if
HRM and industry professionals are looking at effective motivation,
compensation plans, rewards and awards of high performance employees. Fortune
five hundred firms likes that of General Electric, Microsoft, Netflix and Google
have abolished appraisal systems after decades in 2015 (Jaldeen, 2015: McKinsey, (2016) calls for innovations,
development and changes to enhance performance management. The best in the
industry are of the view that PMS should be taken to the next level of making
it continuous or abolish the process.
Numerous organizations
are of the view that the PMS is not working effective employees feel bitter,
demotivated and mistrustful of the process. Hence HRM professionals are
readdressing the issue in their company. One of the reasons for this is that
PMS is strategic and could influence the company’s competitiveness. Thus,
leading to high performance, satisfaction and motivation of its people that can
lead to better performance measurement and high performance and satisfaction
leading to competitiveness.
The new trend in
performance management include more frequent appraisals, Continuous Reviews processes
and feedback to enable employees achieving goals and better organizational
performance. Literature suggest that problems with performance appraisals has
led some commentators to call for abolition of the process or a renewed focus
on important elements of performance appraisals are not new they are decade old
(Chubb, Reilly, and Brown, 2011).
Reference
Armstrong,
M., and Taylor, S., (2017) A hand book of human resource management practice.
Fourteenth Edition. Published by Kogan Page UK.
Chubb, C., Reilly, P., and Brown, D., (2011) Performance Management Literature Review.
Institute for Employment Studies, UK.
Jaldeen, R.M, (2016) Megatrends; Human Resources Management 2020,
Published by The Training Partnership. Series 1, Volume 1, 2016. Available as
download on http://seniormanagersforum.blogspot.com
Mckinsey
(2016) Ahead of the curve: The future of performance management. Mckinsey
Quarterly, May 2016. McKinsey & Company. All rights reserved.
