Changing Trends in Performance Management

 

Adopted from digital HR tech

 

What Is Performance Management?

Performance management is a tool for organizational management that lets managers track the work of employees and assess them. The aim of performance management is to create an atmosphere where people can perform most effectively and efficiently to the best of their ability to achieve the highest quality work (Armstrong, 2010).

Use of Performance Management

A formal performance management program enables managers and workers to see eye-to-eye about priorities, goals, and career development, including how the work of individuals aligns with the overall vision of the organization. Generally speaking, in the sense of the wider workplace system, performance management considers people (Bowen & Ostroff, 2004).

New trends in performance Management

As we enter a new decade, mental wellbeing and well-being treatment for workers will be one of the main developments in performance management to come, with employers putting in place initiatives related to financial security, mental health well-being, mindfulness and stress management (Lawrie, 1990).

Software as a service (SaaS) is one of the newest integrations in the performance management wing of companies that take care of up to 70% of mundane day-to-day activities, allowing HR to concentrate more on important tasks such as employee engagement, satisfaction index and productivity issues(McConnell, 2004).

The software market for performance management is rising rapidly, particularly in the HR spectrum. The key factor behind this is the dramatic change in the methods of performance management. Next-gen technology incorporated with conventional platforms such as Outlook, Excel, etc are allowed by organizations (Bowen & Ostroff, 2004).

Cell phones, whether at home or in the workplace, have changed the way we spend our everyday lives. On average, either to check notifications or just to scroll something a person picks up his/her phone twice every hour. With smartphones in the hands of almost every employee, it is very advantageous to make performance management accessible through mobiles to increase productivity (Lawrie, 1990).

 

Conclusion

Organizations would need to remain adept at the latest developments with the rapid speed of changing work climate and culture to ensure that the best quality talent comes to them. In addition to these above developments, other ideas such as the remote employee are also in the making and in the coming years may see a great increase. The best way to comply with these trends is to work with an up-to-date and competent talent acquisition and management.

References

Armstrong, M., 2010. A Handbook of Performance Management. New Delhi: Kogan Page Limited.owen, D. E. & Ostroff, C., 2004. Understanding HRM firm performance linkages: The role of the "strength" of the HRM system.. Academy of Management Review: s.n.

Kapuge, A. M. & Smith, M., 2007. Management practices and performance reporting in the Sri Lankan apparel sector. Managerial Auditing Journal, pp. 303-318.

Kotter, J., 1992. Corporate Culture and Performance. s.l.:Free Press.

Lawrie, J., 1990. Prepare for a performance appraisal. Personnel Journal.

McConnell, R. C., 2004. Managing employee performance. Journal of Health Care Manager, pp. 273-283.