Report on The Performance Appraisal of Management
Subject: Management | Topics:


Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources and natural resources.

Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to ‘manage’ oneself, a pre-requisite to attempting to manage others.

Management is often included as a factor of production along with‚ machines, materials, and money.

According to the management guru Peter Drucker (1909-2005), the basic task of management includes both marketing and innovation.

Practice of modern management originates from the 16th century study of low-efficiency and failures of certain enterprises, conducted by the English statesman Sir Thomas More (1478-1535).

Management consists of the interlocking functions of creating corporate policy and organizing, planning, controlling, and directing an organization’s resources in order to achieve the objectives of that policy.

The directors and managers who have the power and responsibility to make decisions and oversee an enterprise.

The size of management can range from one person in a small organization to hundreds or thousands of managers in multinational companies. In large organizations, the board of directors defines the policy which is then carried out by the chief executive officer, or CEO. Some people agree that in order to evaluate a company’s current and future worth, the most important factors are the quality and experience of the managers.

Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization.

Many writers and consultants are using the term “performance management” as a substitution for the traditional appraisal system. We encourage thinking of the term in this broader work system context. A performance management system includes the following actions.

  • Develop clear job descriptions.
  • Select appropriate people with an appropriate selection process.
  • Negotiate requirements and accomplishment-based performance standards, outcomes, and measures.
  • Provide effective orientation, education, and training.
  • Provide on-going coaching and feedback.
  • Conduct quarterly performance development discussions
  • Design effective compensation and recognition systems that reward people for their contributions.
  • Provide promotional/career development opportunities for staff.
  • Assist with exit interviews to understand WHY valued employees leave the organization.

In the real world, we could not won our employer’s goal successfully, except being supervised, developed in any mode. Without any information, monitoring, guidance and control employees would not do their job that our company wants.

In addition, company needs to know what their employees’ ‟performances are. Are they doing well? Are their employees on the right track or the company can make their job perfect way? For maintain all this issue company need some kind of system. Performance management is the one of process for companies to measure their employees’ ability to gain their goal.

In 1980s, “performance appraisal” had replaced by the phrase “Performance Management”. As a number of drawbacks, the business organization focused on performance management. Performance management is, an analyst may view the performance of the whole company and measure the business value. In another intellect Performance management is the process for evaluating the member of staff to attain in the concern objective. The transform is essential things to continue in a competitive market.

For the transform, performance management can help the business what is obligatory to improve by the business. By the performance management, workers and managers can get together for sharing their individual opinion, and then their manager can choose the best opinion to make their aim structure to reach there.

The measurement of employee performance is one of them most important way for any business organisation to toward their business goal. Performance management is a system where the management measures the workers’ performance.

Performance management allows a business to characterize planned goals, assess, and supervise performance along the goal.

Performance management systems involved number of activities; they are more than simply review what an employee has done. Several of years ago, performance evaluation was designed primarily to tell the employee show they had done over the period and let them know what they would be getting. This was mechanism implies. Specifically performance evaluation should also address documentation concern. Performance management must convey to employee show well they perform towards specific goals. It includes:

  • Official recognition: the process of creating a paper trail to record data.
  • Objective or result: report of what an employee is supposed to attain.
  • Ongoing performance communication: no surprises.
  • Performance review: refers to a meeting to review and evaluating performance.
  • Performance appraisal: the yearly system for evaluating the employees’ activities.

Process of Performance Management:

1. Planning.                 2. Monitoring.         3. Developing.

4. Rating.                    5. Rewarding.

1. Planning:

For attaining the goal of any single business, the company or business needs to make a plan for that. There is some specific way for every specific goal. Planning means set ting up the process for gain business goal, involve the employee in the process and help them to understand their job, what they need to do, why they need to do that, and how well they should do that. Employees’ ‟task should be flexible or they can do their job easily.

2. Monitoring:

Any effective company monitored their organizational actively. Monitoring means observing the continuous project. How the project going on? How the employee going towards with their specific job. By monitoring any unacceptable process can be removed, easy to identify the useful contents and can give the proper instruction to the employees.

3. Developing:

Development is an important process for an organisation. All organizations should evaluate and addressed the employed envelopment. In this sense, developing means improvement of their works by giving them training, giving them proper instruction encourage them in their task, help the min their work when they work in their working place.

4. Rating:

For every single period of time, effective organisation measures the employee ‟performance whatever they   have done with in the period. This method can be useful to equating the performance of all employees over a period of time. Rating means measuring the workers’ performance by given the individual task, rate them by applying the companies won appraisal

and record the all data about all of individual workers. Rating should be done with in every time period.

5. Rewarding:

Rewarding means greeting workers separately and as a grouping. A basic principle of effective administration is that all activities are controlled by its consequences. Superior performance is documented without delay for nominations for recognized awards to be solicited.

By using those processes, an effective company can achieve their main target. They can also find out best worker who can do their job in a perfect way in which way want. Management can take decision what type of training their employees need, how they can make them better worker. Overall, by these five processes effective company can manage the effective performance management.

Literature view:

Performance management is a more liberal and meaningful idea then performance measurement. It involves both qualitative and quantitative methods to measure the performance. Performance management is the way of making of a business achieves faith from first to last defining business aim and takes a decision about useful and capable use of organizational resources.

Performance management is the professional person find out the weaknesses in their line of attack and fundamental view point. Workers are not happy with the method of performance management and managers are always in trouble to manage this with their workers. It is possible for the managers to overcome this matter if they give the workers different types of benefits and give them the proper design of their tasks. There are some ways of deciding the performance measurement criteria.

Armstrong and Baronare mentioned two central propositions used to measure the performance assessment:

01. People put their best endeavoring to the stage well if they know and recognize what is expected of them and have had the surrounding sin specifying those expectations.

02. Workers kill meets expectation is based on:

a) Individual levels of ability.

b) Different types of support from management.

c) Availability of schemes, resources and processes from the organizations

Performance management systems:

There are several functions of the performance management method: Strengthening of the organisations worth and norms. Consolidation of character purpose with those of the organisation. Give them a chance to apply their own view. Sharing the belief between management and workers about their expectations. In a most important review in British, 20 percent says that they have a system, 65 percent says they had some performance management processes and 15 percent says they had nosy stem (Bevanand Thompson, 1992)

Performance management should start with the individual employee performance by taking a justification. The performance management process starts from the top level of management in any company and it send is end level of workers. Company has an individual objective for their achievement and aligns the objective to the workers. Management should give the idea about their goal and process to the workers. Then worker can meet their main objective and they can perform better way. Without giving any information or by giving wrong process workers cannot achieve or cannot go so far from their starting point. The main objective is to motivate the workers, because by motivating them company an push them in the right way and then they can catch their main target. (Sowa Jessica, Seiden Sally)

Robert Bacal (1999) defined Performance Management as: “ An in progress statement process, undertaken in partnership, between an worker and his or her immediate manager that involves establishing clear expectations and accepting about the jobs to be done”.

“Performance management is the main way by which company ensures a line of vision ‟ among tactical aims and separate movement and behaviors. It is regarding creating a line-of vision between what the individual does and what the organisation needs” (CIPD, 2009).

Performance management should not be a work concentrated method but should occupy an assured point of conversation among managers and workers at a number of stages of the procedure. These are surroundings the objectives, half year and year end review and right the way through they earas workers need route and progress and managers supply in progress performance response. By exploring there numeration of appraisals form ensuring performance and the views of line management & employees, it will be possible to consider the various weaknesses and arguments of abandonment and alternative contemporary approaches of interpreting performance management.

In business the entire worker gets the chance to prove their performance. Performance management makes a diagram for individual works towards objectives within a set plan. A sequence of review right through the year with the line manager ensure that the individualism monitored, managed, coached and guided in the direction of victorious achievement of those objectives.(Adcock,F.&Birth,I.Trivitt,1988:403-404)

Benefits of Performance Management:

Managing employee or system performance facilitates the effective delivery of strategic and operational goals. There is a clear and immediate correlation between using performance management programs or software and improved business and organizational results.

For employee performance management, using integrated software, rather than a spreadsheet based recording system, may deliver a significant return on investment through a range of direct and indirect sales benefits, operational efficiency benefits and by unlocking the latent potential in every employees work day (i.e. the time they spend not actually doing their job). Benefits may include:

Direct financial gain

  • Grow sales
  • Reduce costs in the organization
  • Stop project overruns
  • Aligns the organization directly behind the CEO’s goals
  • Decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goals

Motivated workforce

  • Optimizes incentive plans to specific goals for over achievement, not just business as usual
  • Improves employee engagement because everyone understands how they are directly contributing to the organizations high level goals
  • Create transparency in achievement of goals
  • High confidence in bonus payment process
  • Professional development programs are better aligned directly to achieving business level goals

Improved management control

  • Flexible, responsive to management needs
  • Displays data relationships
  • Helps audit / comply with legislative requirement
  • Simplifies communication of strategic goals scenario planning
  • Provides well documented and communicated process documentation
Organizational Development

In organizational development (OD), performance can be thought of as Actual Results vs Desired Results. Any discrepancy, where Actual is less than Desired, could constitute the performance improvement zone. Performance management and improvement can be thought of as a cycle:

  1. Performance planning where goals and objectives are established
  2. Performance coaching where a manager intervenes to give feedback and adjust performance
  3. Performance appraisal where individual performance is formally documented and feedback delivered

A performance problem is any gap between Desired Results and Actual Results. Performance improvement is any effort targeted at closing the gap between Actual Results and Desired Results.

Other organizational development definitions are slightly different. The U.S. Office of Personnel Management (OPM) indicates that Performance Management consists of a system or process whereby:

  1. Work is planned and expectations are set
  2. Performance of work is monitored
  3. Staff ability to perform is developed and enhanced
  4. Performance is rated or measured and the ratings summarized
  5. Top performance is reward

Manager’s Guide to Performance Management


Most employees want to be successful contributors to an organization. They want to know what is expected of them and how they can most effectively achieve those expectations. Performance management is the systematic process that a manager applies to involve employees in accomplishing a unit’s mission and goals, improving overall unit effectiveness, and helping employees understand the importance of their contributions. Effective performance management requires that the manager:

  • Identify the job duties that each employee is expected to accomplish.
  • Communicate the competencies (job knowledge and job skills) necessary to be successful in a position.
  • Ensure that employees have the required competencies, or that there is a process and plan by which they can acquire them.
  • Provide timely feedback on how effectively employees are applying job knowledge and skills to achieve the goals established for their position.
  • Reward effective performance.

In the event that performance does not meet established requirements, the manager must understand the corrective processes and methods that can help improve employee performance.

At the UW, a manager may supervise professional staff, classified staff covered by one or more collective bargaining agreements, classified staff covered by civil service rules, and temporary employees. While performance management principles are the same for all employees, the manager needs to be familiar with the performance requirements that apply to the employment programs.


Ensure each employee has an up-to-date job description. Employees should have an opportunity to review their job description and obtain clarification on any elements they may not understand.

Develop a list of competencies for each position. If you find that some employees do not possess all of the competencies their positions require, develop training goals so that the desired level of competency can be achieved.

Decide how you can most effectively assess and provide feedback about performance. Be sure your employees understand the measures and/or methods you use to determine how well they are achieving the goals established for them.

Provide Feedback

It is important that feedback be timely. Acknowledge really good work just as readily as you would address work that needs improvement. It can be easy to take good performance for granted and only point out problems. Employees appreciate balance, honesty, and fairness.

At least annually, comprehensively review your employees’ performance. An annual review is an opportunity to accomplish the following:

  1. Sum up an overall assessment of how work has gone over the previous year.
  2. Identify goals that have been met and those where additional effort may be required.
  3. Determine whether the employee’s job description and competencies accurately reflect the reality of the position, and make updates as necessary.
  4. Identify performance, achievement and/or development goals for the upcoming year.
  5. Make sure that the employee has an opportunity to provide input before the review is finalized.

The annual review should be finalized, then reviewed and signed by the employee. The format of the review and its level of detail depend on the nature of the employee’s position and the employment program.

The following table summarizes and provides links to information about performance management requirements for UW staff.

Performance Management Process Summary
 ProcessEvaluation Time FrameForm
Contract Classified StaffSee performance evaluation in the appropriate contractAt least annually.See performance evaluation in the appropriate contract for requirements.

(optional form – can be used consistent with contract and unit requirements)

Classified Non-Union StaffSee Performance Management Process for Classified Non-Union Staff

See Performance Management Policy for Classified Non-Union StaffAt least annually.Performance and Development Plan

InstructionsProfessional StaffSee the Professional Staff ProgramAt least annually.

A current performance evaluation (completed within the previous 12 months) is required to support recommendations for merit salary adjustments and in-grade or grade change salary increases.Performance Review – Conversational Approach
Performance Evaluation – Structured Approach
Performance Evaluation – Performance Feedback

Unsatisfactory Performance

If an employee’s job performance is not satisfactory and normal coaching, counseling and training have not brought performance to an acceptable level, corrective action may be necessary. Classified non-union staff, contract classified staff, and professional staff employment programs each have their own processes and requirements, with which you should be familiar before initiating corrective action.


The Human Resources Consultant who serves your unit can advise you in your implementation of performance management practices. Contact your Human Resources Consultant if you believe that some form of corrective action may be appropriate.

Performance Appraisal

Performance appraisal is a universal phenomenon in which the organization is making judgment about one is working with and about oneself. It serves as a basic element of effective work performance. Performance appraisal is essential for the effective management and evaluation of staff. It aims to improve the organizational performance as well as individual development.

The history of performance appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor’s pioneering Time and Motion studies. As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War – not more than 60 years ago. Performance appraisals have been increasingly implemented by most modern organization as a tool for employee assessment.

Performance is an employee’s accomplishment of assigned work as specified in the critical elements and as measured against standards of the employee’s position.

The term “Performance Appraisal” is concerned with the process of valuing a person’s worth to an organization with a view to increasing it.

Traditional Appraisal system: Performance appraisal is developed as a simple method of income justification. Appraisal used to decide whether the salary of an individual was justified or not. The decrease or increase in pay depends upon employee’s performance.

Modern Appraisal System: Performance appraisal is defined as a structured formal interaction between a subordinate and a supervisor that usually takes the form of a periodic interview, in which the work performance of the subordinate is examined and discussed with a view to identify weakness, strength  and opportunities for improvement and skills development.

Performance-Based Actions are the reduction in grade or removal of an employee based solely on performance at the unacceptable level.

Performance Plans are the documentation of performance expectations communicated to employees from supervisors. Plans define the critical elements and the performance standards by which an employee’s performance will be evaluated.

Performance Standards are statements of the expectations or requirements established by management for a critical element at a particular rating level. A performance standard may include, but is not limited to, factors such as quality, quantity, timeliness, and manner of performance

Performance Award is a one-time cash payment to recognize the contributions of an employee and is based on the rating of record. A performance award does not increase basic pay.

Performance Improvement Plans (PIP) is developed for employees at any point in the appraisal cycle when performance becomes Level 1 (unacceptable) in one or more critical elements. This plan affords an employee the opportunity to demonstrate acceptable performance and it is developed with specific guidance provided by a servicing human resources office.

Performance Management is the integrated process by which an agency involves its employees in improving organizational effectiveness in the accomplishment of agency mission and strategic goals. Performance Management consists of: performance planning, monitoring employee performance, employee development, evaluating employee performance, and recognition.

Performance appraisal system describes how agency will identify performance standards and core competencies and communicate them to employees. Periodical appraisal helps the company to compare employee’s performance and to take apt decisions for further improvement. A structured business planning depends on the performance of the employee and it will be successful only when the employees are analyzing their work performance individually. The formal performance appraisal in a company is conducted annually for all staff and each staff member is appraised by their line manager. Generally employees are appraised based on the structure of the company

Annual performance appraisals evaluate the role of the employee in the organizational development and also monitoring the standard, expectations, objectives, efficiency in handling task and responsibilities in a period of time. Appraisal also helps to analyze the individual training needs of the employee and planning of future job allocation. It also help to adopt appropriate strategy based on organizational training needs. Performance appraisal analyzes employee’s performance and which utilize to review the grades and modify the annual pay. It generally reviews each individual performance against the objectives and standard of the organization. Performance management creating a work environment and it is enabling the employees to perform best of their abilities. Through performance management companies are hiring efficient people .Then the company building up their skills and talents through employee development programmes. The tools like performance appraisal, performance review, and appraisal forms create the process of nurturing employee developments.

Effective appraisal considering increase in staff productivity, knowledge and contribution. Formal management procedure used the evaluation of work performance. Effective appraisal helps the employer in providing increased productivity, knowledge and contribution from the staff. These resources increase the ability to do performance consulting, measure performance improvement, and provide resultant training using internal staff, which increases self-sufficiency in performance consulting and improvement. Providing feed back about employee’s job performance and the contribution of reward for their work is very essential in the smooth functioning of an organization.

Performance appraisal tries to:

  1. Give feedback to employees to improve subsequent performance.
  2. Identify employee-training needs.
  3. Document criteria used to allocate organizational rewards.
  4. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.
  5. Provide the opportunity for organizational diagnosis and development.
  6. Facilitate communication between employee and administrator.

Purpose of Performance Appraisal

Feed back of Performance provide an opportunity to discuss strength and resolution of performance deficiencies of an employee. Which also encouraged preparing ratings of their supervisors. Performance appraisal allows a person to grow in whatever the direction he wants to move. Employers promote positive attitude, advancement, and motivation to make the employee to understand their own special potential, and find roles that really fit well.  Developing the whole-person is also an important aspect of modern corporate responsibility, and separately whole-person development is a crucial advantage in the employment market; in which all employers compete to attract the best recruits, and to retain the best staff.

The UK Employment Equality (Age) Regulations 2006, (consistent with Europe), effective from 1st October 2006, make it particularly important to avoid any comments, judgments, suggestions, questions or decisions which might be perceived by the appraise to be based on age.

Usually performance appraisal used for developmental purpose which also helps to identify the eligible person for reward. It stimulates the performance and making promotions, transfer and discharge decisions.

Aspects of Job Analysis

Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgments are made about data collected on a job. Information regarding duties and tasks, Environment, tools and equipments, external and internal relationships and the minimum requirements to perform the job are considered under job analysis.

Rating in Performance Evaluation

Rating can be performed by the committee of several superiors, employee’s peers, employees’ subordinates. Apart from these self evaluation also valid. These rating are based on observation, analysis of data and records, discussion with the employee.

Problems during performance Appraisal

There are chances of opposition for valuation due to fear. If the evaluation system is poor, it will not give adequate effect. Rater’s problems like leniency or harshness error, central tendency error, personal bias error, contrast error are also affecting the performance appraisal of an employee.

Each employee should evaluate by his supervisor and to discuss each other to set objectives for upcoming evaluation. This discussion should cover the review of overall progress, problems encountered, performance improvement possibilities, long term career goals, specific action plan about job description and responsibilities, employee development interest and needs, to concentrate specific areas of development, to review performance objectives and performance standard, ongoing feedback and periodic discussions

Performance appraisals are important for staff motivation, attitude and behavior development, communicating organizational aims, and fostering positive relationships between management and staff. Performance appraisals provide a formal, recorded, regular review of an individual’s performance, and a plan for future development. In short, performance and job appraisals are vital for managing the performance of people and organizations.

The organizations that do not have strong performance management systems can have a negative effect both on employees as well as their managers.  However, a well designed and consistently managed performance management process can be rewarding for both the employee as well as the manager. The following is some of the disadvantages or problems of implementing a Performance Management process within a company.

1. Time Consuming:

It is recommended that a manager spend about an hour per employee writing performance appraisals and depending on the number of people being evaluated, it can take hours to write the department’s PA but also hours meeting with staff to review the PA.  I’ve know managers who had 100 plus people to write PAs on and spending weeks doing it.

2. Discouragement:

If the process is not a pleasant experience, it has the potential to discourage staff.  The process needs to be one of encouragement, positive reinforcement and a celebration of a year’s worth of accomplishments. It is critical that managers document not only issues that need to be corrected, but also the positive things an employee does throughout the course of a year, and both should be discussed during a PA.

3. Inconsistent Message:

If a manager does not keep notes and accurate records of employee behavior, they may not be successful in sending a consistent message to the employee. We all struggle with memory with as busy as we all are so it is critical to document issues (both positive and negative) when it is fresh in our minds so we have it to review with the employee at performance appraisal time.

4. Evaluator Bias:

A disadvantage of performance evaluations is that the managers evaluating employees may show bias to certain employees, which may happen intentionally or unintentionally. According to Jonathan A. Segal of Business week, one risk of using performance evaluations is that some managers unconsciously favor employees that possess similar characteristics as the manager. Bias causes managers to focus more on the personality and style of the employee instead of the actual achievements. This can result in good employees feeling slighted, which may cause tension in the workplace. Bias also affects the favorable employee because he may miss much-needed guidance to improve his performance.

5. One-Sided:

Another disadvantage of performance evaluations is that the meeting can result in a one-sided conversation. Although a manager may give an employee a chance to offer feedback, some managers already make up their mind about an employee and are not opened to two-sided dialogue. If the performance review is one-sided, employees may feel as if their opinions do no matter. This may cause an employee to shut down and refuse to communicate with management in the future. Managers should listen to feedback presented by employees, and correct evaluations if employees make valid points.

6.  Lack of Management commitment:

Even though you may spend lots of time and effort in designing and implementing a performance management process for your organization it may have a negative impact on performance due to the level of management commitment. The most important factor to successfully implement this process is the commitment and support of Top Management as well as Line Management. Employees must “feel” that management is committed to the process and it is to their own benefit to improve their performance, as there are some rewards in the pipeline should they improve their performance.

7. Negative Attitudes:

Negative attitudes of managers:

1. Conflicting goals with regard to performance evaluation.

2. Lack of knowledge regarding the setting of objective performance standards.

3. Incompetence to distinguish between responsibilities that the subordinate has control over and responsibilities the subordinate does not have control over.

4. Fear of communicating performance evaluation results to the subordinate.

5. It de-motivates employees.

6. Performance evaluation is used for reprimanding poor performance.

Negative attitudes of subordinates:

1. Lack of understanding why performance is evaluated.

2. Lack of objectivity and fairness.

3. Subjective measuring used for performance evaluation.

4. Personality evaluation and not evaluation of outputs.

5. Managers attitude that the subordinate is in full control of his performance.

6. Nothing is done after the performance evaluation.

7. Performance evaluation is just a tool to discipline the subordinate and has no advantages for the subordinate

8. Risk of Internal Competition:

Under this system, employees compete with each other for job status, position and pay. This could amount to backstabbing, failure among team members to communicate efficiently and strong employee rivalry. It could lead to dysfunction of the department and/or team, resulting in failure to achieve performance standards.

9. Favoritism:

Managers and supervisors tend to trust and depend on one employee more than the others. This employee could be the foreman or the team leader. This employee is entrusted with responsibility of explaining new job roles and duties to other employees. It leads to dissension and distrust among the group members. It causes team fraction and adversely effects employee morale and satisfaction. The attitude is “Why should I even try when the boss will only trust Employee A?”

10. Convoluted and Bureaucratic:

The company ends up hiring and training new personnel. Performance management creates new organizational layers. The employee population increases. Now, instead of one team to do a project, two teams are doing it. This actually affects the financial structure of the organization.

Example and critical analysis:

Performance management is a positive joy ride for any business organisations, By considering the performance management company can achieve their goal also it can fulfill the individual satisfactions. The aim of this objective is to define the company “wants; they an setup their task to do the job. In this task, any business follows some objectives like as what should be their expectation? How they can art their way? How they can give the responsibility to their workers? Who will do the task?

Performance management works also as an individual satisfaction. When companies do the performance management, they consider the all over the performance of an employee. Along the performance workers get the feedback. Company influence them indifferent ways, give them individual response. For inspire the worker different company follow the different way. Individual business has their individual rules and regulation for doing their performance management.

Here some example of different type of business and their process of performance management. Examples:

 1. L Ioyds TSB:

L Ioyds TSB uses a balanced scorecard to evaluate and super vise worker performance. The scorecard takes into account the needs of customers , employees and shareholders and measures individual performance against arrange of factors, including financial success, contribution to the long standing development of the company, client service, risk management and person al growth. L Ioyds TSB balanced core card goals to show workers how their performance blow their work mate sand clients and how this, in rotate, translates in to their in general performance. It ensures that people understand how their personal objectives relate to their policy, and how their performance contributes to the Group’s performance. All workers get official reviews and advice on performance twice per year.

2. ASDA:

As an effective organisation ASDA always want an inspiring, demanding and pleasing workplace. ASDA certifies that their employ conditions and the workplace situation assisted in attracting, guidance and retaining skilled and faithful team.

Agency bonus: agency performance considered aligned with the KPI s and functioning deliverables as being 82.1percent.

Individual bonus: individual performance management structure, is recognized as growth factor, was reviewed and enhanced. Growth factor contains a high level of employee commit mental so importance some improvement.

Peer recognition: peer condition smoothed out ASDA‟s commitment to acknowledging and gratifying excellent performance.

  1. 3.      KFC:

Why KFC does the performance management?

  • For achieving their goal
  • Management can get a clear idea about their employee, that they do their job, which is company expectation.
  •  Employees are able to obtain the information about their work.
  • Employees get Payment raise and promotion by rating their performance.
  •  If employees are not doing well they get that informational so.

The process of performance management: KFC management follows some steps to measure their work performance:

  • Management always observes the employee when they are working on their individual job.
  • They try to push them more than that what they can do.
  •  Management observes that are they on the right track.
  •  Management always communicates with the employees.
  •  Management also gets the information from a senior worker about the others workers.

After getting the performance information ‟ about the employer’s management gives them pay rise, promotion and also some rewards, that depends on the performance. We agree with the KFC performance management process because in our view, if they do this type of performance management, for this reason the workers could be interested to make their job more smooth way also other workers who don’t get good feedback they could try to do the best performance. So company can get more benefit from them.

4. McDonalds:                                          

  • Individual performance plan:
  • Worker is active about their job.
  • Individual development plans: individual development plan McDonalds focuses on the individual task for the present and future position. They do the midyear check in the end of July. Worker and management do their review of business goals based on shifting business priorities.
  • Annual measurement: workers give their own opinion to their managers.
  • Managers make the direct discussion about:

a. what is done by workers.

b. How they have done that.

  • Performance calibration seminar: managers present the success in the seminar as

a) Exceptional performance

b) Significant performance.

c) Improvement required/unacceptable.

After doing all of these task managers make a final agreement for the workers: Ready now for doing individual task, Ready forth future, New to position and current level.

  • International Retailer:

This company plans a three phase performance management scheme.

a) Developed the performance criteria, descriptions and for must to be used for people performance management;

b) The system piloted in one geographic area;

c). A complicated system role out nationwide.

The company follows the first phases by which they can do the activity assessment of their employees and there were four employee levels. The performance management planned in three levels, behavior, activities and results.

6. Dell:

At Dell, the key point of success is the swiftness and stability. Dell chief financial officer Meredith told balance is especially significant in performance management. The CFO looks after the employee how they could influence the cash conversion cycle (CCC) process. Dell uses return on invested capital (ROIC) a san evaluation of worth formation, and linked the ROIC metric the in consistent recompense of all executives.

7. Ford’s:

In Ford ‟ s which one is second largest business organisation. In this organisation, the management measures the performance of the workers and give them the rating about their performance. The management gives the chance that a worker who has a poor rating.

For example, management doesn’t give any bonus or pay rise for one year and demotion with in two years to those workers who seating’s can d give them a chance for recovering themselves.

 8.      Inter Continental Hotel Group (IHG):

IHG management makes their work place friendly to innovate and motivating foe their all workers. Their key point is tried to understand the employee and give them the proper instructions. They always meet with their workers problem in affair way and give them the fair opportunity to do their task.

9.      Marks and Spencer’s:

In view of M & S management, the performance management is a process, which is developed by employee and managers. They make the written report about an employee ‟s performance, what is going on? If there is a problem how they can improve that. They do that every year. They do there-evaluate to check the efficiency of workers

They have performance related bonus and they do that every 3 months. If the store achieves their target, they give the bonus. They also do the individual bonus like as gift card, 20% discount format.

10. Unilever:

Individual and line manager in round table chat fixes goals. Companies do review of performance one time per year about the productivity and efficiency. They check that which jobs are done properly and which one are not done in a given way. From the mistake they make their next plan about employees’ career.

By considering all of example we can see that companies need is achieve the target if worker can do that then they can get the benefit from the company. Simply if you want to get something at first give something then you can get whatever you want.

11. Motorola:

Motorola management and workers believe in these key points of the performance management plan:

a)      Workers must do their given task.

b)      Task must do by proper way.

c)      Workers must know about there a son of task.

d)      What is the proper time to do the individual task?

Management gives the workers proper tools, extra money, like as a bonus, apparatus or as giving them some others opportunity to solve their task of project. Company gives the workers timely feedbacks o they can understand at which stage they are standing and how they cover their all steps.

The performance management cycle

There is much more to performance management than the annual performance review meeting. As mentioned in the introduction, performance management is a continuous process of planning, monitoring and reviewing employee performance.

Phase 1 — Plan

The planning phase is a collaborative effort involving both managers and employees during which they will:

  • Review the employee’s job description to determine if it reflects the work that the employee is currently doing. If the employee has taken on new responsibilities or the job has changed significantly, the job description should be updated.
  • Identify and review the links between the employee’s job description, his or her work plan and the organization’s goals, objectives and strategic plan.
  • Develop a work plan that outlines the tasks or deliverables to be completed, expected results and measures or standards that will be used to evaluate performance.
  • Identify three to five areas that will be key performance objectives for the year. The choice of areas may be determined by the organization’s strategic plan, by the employee’s desire to improve outcomes in a certain part of their job, or by a need to emphasize a particular aspect of the job at this time. These are objectives that are critical to the overall success of the position. If the employee does not meet his/her critical objectives then overall performance will be evaluated as unsatisfactory.
  • Identify training objectives that will help the employee grow his or her skills, knowledge, and competencies related to their work.
  • Identify career development objectives that can be part of longer-term career planning.

Both the employee and manager need to sign off on the proposed work assessment plan. A copy of the plan should be given to the employee and another should be kept in his or her confidential personnel folder.

Setting objectives and measurements

Often the most difficult part of the planning phase is finding appropriate and clear language to describe the performance objectives and measures or indicators of success. Managers need to ensure that the objectives are a good representation of the full range of duties carried out by the employee, especially those everyday tasks that can take time but are often overlooked as significant accomplishments.

What is a valid measure of good client service?

If the measure used only considers the number of clients served (i.e. what was done), then the quality of service or how well it was done is not captured. Assessing both “what” and “how” would be a more valid measure for good customer service. For example, in addition to the number of clients served, the quality of the information provided and a complaint rate of 1% or less could represent good client service.

To assess quality of information provided, the supervisor could do spot checks to listen to or look at the information that the employee provides to clients. The supervisor would then assess accuracy and completeness of the information.
Specify clearly what is to be done, when it is to be done, who is to accomplish it and how much is to be accomplished.

Ask questions such as: How much? How many? How will I know when it is accomplished? Multiple measures should be used if possible, for example, quantity, quality, time frame and cost.

Assure there is reasonable path to achievement and feasible odds that you will get there.

The objective needs should match the level of complexity with the employee’s experience and capability and no insurmountable forces outside the control of the employee should hinder its accomplishment.

Be clear about the time frame in which performance objectives are to be achieved. In most cases, objectives are to be completed by the end of the performance review period.

Good Practice

Writing SMART objectives:

Action verb + Object of the action verb + Measures

Example: For an employee who is responsible for supervising volunteers at a drop-in centre for youth.

SMART Objective 1: Conduct monitoring visits to the drop-in centre on a monthly basis to assess the performance of the five volunteers against the plans and objectives that were developed with them.

SMART Objective 2: Provide written updates on the work of the volunteers to the Program Manager on a quarterly basis.

Not SMART: Visit the drop-in centre and see how the volunteers are doing.

Phase 2 — Monitor

For a performance management system to be effective, employee progress and performance must be continuously monitored. Monitoring day-to-day performance does not mean watching over every aspect of how employees carry out assigned activities and tasks. Managers should not micro-manage employees, but rather focus their attention on results achieved, as well as individual behaviors and team dynamics affecting the work environment. During this phase, the employee and manager should meet regularly to:

  • Assess progress towards meeting performance objectives
  • Identify any barriers that may prevent the employee from accomplishing performance objectives and what needs to be done to overcome them
  • Share feedback on progress relative to the goals
  • Identify any changes that may be required to the work plan as a result of a shift in organization priorities or if the employee is required to take on new responsibilities
  • Determine if any extra support is required from the manager or others to assist the employee in achieving his or her objectives

Continuous coaching

Performance management includes coaching employees to address concerns and issues related to performance so that there is a positive contribution to the organization. Coaching means providing direction, guidance, and support as required on assigned activities and tasks. As a coach, managers need to recognize strengths and weaknesses of employees and work with employees to identify opportunities and methods to maximize strengths and improve weak areas. The role of the coach is to demonstrate skills and to give the employee feed back, and reassurance while he or she practices new skills. Good listening skills on the part of the coach, together with the ability to deliver honest feedback, are crucial. In a coaching role, you are not expected to have all the answers. The strategic power of any coaching dialogue lies primarily in the coach’s ability to ask the right questions.

Providing feedback

Positive feedback involves telling someone about good performance. Make this feedback timely, specific and frequent. Recognition for effective performance is a powerful motivator.

Constructive feedback alerts an individual to an area in which performance could improve. It is descriptive and should always be directed to the action, not the person. The main purpose of constructive feedback is to help people understand where they stand in relation to expected and/or productive job and workplace behavior.

Often, it is the positive and supportive feedback that is most readily and easily shared, while finding the right way to provide constructive feedback to address a particular performance issue can be more daunting. If an employee is not meeting performance expectations, managers need to provide constructive and honest feedback. It’s important to do this when an issue first arises – before it escalates into a significant problem. Here are a few points to consider when giving constructive feedback.


  • Think through what you want to address in the meeting, confirm the facts of the performance issue and make sure you know and can describe what happened or is happening
  • Be clear about what the issue is and about the consequences if the employee’s performance does not improve
  • Plan to meet in a location where there will be privacy and minimal interruptions (note that in a unionized environment, you may have to invite a union representative to be with the employee during the discussion)
  • Be calm, so that you can approach the discussion objectively and with clarity

State the facts

  • Using a non-threatening tone, describe the performance issue in an objective, factual, nonjudgmental way, providing specific examples
  • Identify the negative impact on people in the workplace or on the organization

“You are always late.”

This statement is general and judgmental. It does not address the performance issue effectively.

“You were late 3 times last week. When you arrived late for the staff meeting, you missed an important discussion about our new fundraising campaign.”

This statement is factual and specifically addresses the performance issue and the impact of being late


  • Have the employee describe the situation from their perspective and provide an explanation. Be open to any new insights that may arise.
  • Respond to denial, blaming of others, etc. by restating factual information and reviewing the negative impacts of the performance issue.

Although we may sympathize with an employee’s unique personal circumstances and their reasons for why they are not performing, it is important to remain focused on the performance issue. If you alter what is required of one employee (i.e. “bend the rules”) you will have to be prepared to do so for all employees. As a performance manager, try to avoid putting yourself in the position to have to judge which circumstances warrant “special treatment” and those that do not.

Agree on an action plan

  • Ask the employee for their suggestions for addressing the issue and offer your suggestions if necessary
  • Agree on a specific plan of action: including what the employee will do, how they plan to do it and within what time period
  • Document the action plan and attach to employees performance management file
  • Specify the consequences for the employee if the performance issue is not resolved

Follow up

  • Monitor results and meet periodically to discuss progress
  • Provide positive reinforcement for improvement and continue to offer support
  • If the issue has not improved or been resolved over the specified time period, enact the consequences as discussed in the action plan

Phase 3 — Review

The performance assessment or appraisal meeting is an opportunity to review, summarize and highlight the employee’s performance over the course of the review period.

Self-assessment is a standard part of most performance appraisals. By using the performance plan and assessment form as a guide, employees can assess their performance in preparation for the appraisal meeting. This process can identify gaps between the employees self-perceptions and the views of the manager and can allow for more in depth discussion of these performance points during the meeting.

Managers should review their performance management notes and documentation generated throughout the year in order to more effectively assess the employee’s performance. Only issues that have already been discussed with the employee should be part of the assessment documentation and meeting. This will ensure that managers deal with performance problems when they arise and that there are no surprises during the performance assessment meeting.

In the performance assessment meeting, employees and managers will:

  • Summarize the work accomplished during the previous year relative to the goals that were set at the beginning of the performance period. This includes capturing the key results, accomplishments and shortfalls for each of the objectives
  • Document challenges encountered during the year and identify areas for training and/or development
  • Identify and discuss any unforeseen barriers to the achievement of the objectives

The employee and the supervisor should sign off on the form. This acknowledges involvement in the process, but not necessarily agreement by employee with the content of the evaluation. If an employee disagrees with any part of the performance assessment, provide them with the opportunity to attach their comments and file with their performance assessment form.

Managers must ensure that the employee receives a copy of the assessment form and the signed document is put in the employee’s file

Important: An appeals process

Even with a well-designed and implemented performance management process, there may be situations when an employee has a serious difference of opinion with the manager about his or her performance assessment. A procedure for the employee to discuss disagreement with the process should be established.

Some options for dealing with disagreements about performance appraisals are:

Step review system

The disagreement is heard by higher levels of management such as the supervisor’s manager, followed by the Executive Director as necessary. In small nonprofit organizations, there may not be higher levels of management to appeal to.

Peer review system

A small group made up of equal numbers of employees and management staff review disagreements. (Note that this system may not be sanctioned in a unionized workplace)

Employees can seek assistance from an individual within the organization who is designated as an impartial ombudsman.

Avoiding rater bias or assessment errors

Our judgments’ about many things are affected by our perception. When a person evaluates someone else, his or her evaluation reflects both the person being assessed and the evaluator’s built in biases. Managers should be aware of their possible evaluation biases, so they can try to eliminate them from the assessment process.

Some common biases include:

A tendency to form a generalized positive impression of an employee, meaning rating the employee highly on all rating criteria rather than independently for each item.

The opposite of the halo effect bias, with a general negative impression of an employee resulting results in artificially low ratings. This bias may come up if the manager generally dislikes, or has little confidence in an employee.

Central tendency
A tendency to evaluate most employees as “average” when applying a rating scale. For example, given a scale that run from 1 (poor) to 7 (excellent), with 4 being the average, some managers refuse to use the points at either of the ends. The tendency is for almost all ratings to fall within the 3-5 range. Shorter rating scales (e.g. those with only three points, rather than seven) tend to cause less central tendency bias, but they also become less exact.

Leniency bias / Strictness bias
A tendency to be more lenient or more strict than his or her peers, when rating employees, OR, is more lenient or strict with one employee as compared to another.

A tendency to rate employees who are perceived to be similar to the rater more favorably than employees who are dissimilar.

IMPORTANT: If this tendency is based on grounds for discrimination under human rights legislation (for example race, gender, nationality), it is a violation of human rights and is illegal.

Developing a performance assessment form

A performance assessment form is a tool that helps guide and document a discussion between a manager and an employee about the employee’s performance over the past year. A poorly designed assessment form can undermine a good performance management system. Below are some guidelines on what to include on a performance assessment form.

General information

Typically the first section of a performance assessment form includes standard information about the employee, the manager and the organization. This includes the:

  • Employee’s full name and job title
  • Manager’s full name and job title
  • Assessment period
  • Date that the assessment meeting took place

Assessment form instructions

Include some brief instructions on how to complete the assessment form, the type of information to include on the form and the reason that the information should be included.

“The performance assessment form is designed to guide the manager and employee in documenting the employee’s results in comparison to the agreed upon objectives. Please follow the instructions for each section…”

Performance objectives and measures

Document the performance objectives identified in the employee’s work plan and the measures to be used to assess achievement. List the objectives in their order of importance, with the most important listed first.

Examples :


Key ObjectivePerformance Measures
Provide updates on the work of volunteers to the program managerWritten report submitted quarterly


Competency profile

If your organization has a performance assessment process that is based on a competency framework, be sure to include the list of relevant competencies on the assessment form. Examples of competencies include teamwork, effective communication and problem solving.

Clear rating scales

Performance assessment forms often include rating scales to help guide and simplify the assessment process. Poorly constructed rating scales can be a source of confusion, subjectivity, ambiguity and conflict – all of which undermine the performance assessment process. A reliable assessment has consistent ratings given for the same performance over time and with different raters.

To increase the reliability of rating scales:

  • Avoid language that may be inflammatory and, when possible, use words that are not open to interpretation
  • For words that are open to interpretation, provide definitions and examples to clarify what is meant
  • Use simple rating scales
  • The reliability of frequency scales can be improved by defining the percentage of time for each point on the scale. For example: “Almost always” could mean 95% – 100% of the time.

Employee training and development plan

As part of the performance assessment process, the manager and employee may have identified areas for further training and/or development, as well as the types of activities that the employee could undertake. Document the expectations for training and development in the performance assessment form. At the end of the year, document the results of the learning activities.

Example: For a Volunteer Coordinator:

Training objectives
  • Improve group/meeting facilitation skills
  • Become more comfortable & effective in facilitating group process
  • Understand how to plan a meeting and build a better agenda
Relationship to responsibilities
  • Responsible for recruiting new volunteers, facilitating information and orientation sessions as well as various othew small group meetings
  • Attend workshops at local volunteer bureau
  • Will work with ED to plan and facilitate staff meetings once per month
Resources required
  • Fees for two day workshop
  • Minimal time to coordinate with ED each month prior to staff meeting
Time line
  • By end of year



Example: For an Office Manager:

Development objectives
  • To improve networking skills
  • Gain a better understanding of the HR profession
  • Increase knowledge of HR management
Relationship to organizational goals and career plan
  • Currently responsible for some HR management (payroll, personnel files, etc.)
  • No one on staff has formal HR training or background
  • Interested in exploring field and possibly pursuing continuing education
  • Join provincial HR profession association
  • Attend meetings, networking events and workshops
Resources required
  • Annual membership fee
Time line
  • By end of year


Sign-off section

End your form with an area for the manager and employees signatures. The signatures should come after a statement that indicates that ‘by signing, both parties are acknowledging that they have read and discussed the contents of the performance assessment form.’ This allows the performance management cycle for one year to come to a close and the cycle for the next year to begin.

Make sure the employee understands that, by signing, he or she does not have to agree with all the comments made in the assessment. If an employee disagrees with any part of the performance assessment, provide them with the opportunity to attach their comments.

Performance management for executive directors

In many organizations, it is the executive director who is responsible for implementing the performance management system, but the executive director also needs feedback on his or her performance and to demonstrate how they are meeting work objectives – so it is integral that board members are involved in performance management.

The board of directors is responsible for hiring an executive director to ensure there is a skilled manager at the helm to lead the organization’s work. Once hired, the board also has a responsibility to monitor the executive director’s performance because the effectiveness of the organization is closely tied to the executive director’s performance.

A sound executive director performance management process ensures that:

  • The board meets its duty to effectively lead the organization
  • The organization’s mission and vision are implemented
  • The professional development goals and needs of the executive director are met
  • The job satisfaction and work-life balance of the executive director are monitored
  • The executive director feels supported
  • There is an ongoing written record of the executive director’s performance

An Executive Committee, HR Committee, or a specifically created ad hoc board committee will generally oversee the design and implementation of the performance management process for the executive director. If the organization only has a small number of board members, the board as a whole may be involved in the performance management process – rather than leaving the responsibility to a single board member.

Performance assessments shouldn’t occur because there is a performance issue. Every organization should have a clear performance management process in place and communicate the plan to the executive director when they are hired. An executive director’s performance needs to be measured in relation to his or her job description, annual work plans and organizational strategic plans.

Consider who will provide input. As board members often do not have the opportunity to be in the workplace on a regular basis, it is sometimes appropriate to seek assessment input from other sources than board members including as employees, partners, stakeholders, clients, etc.

Ensure that the executive director knows if people outside of the board will be asked to participate in the performance assessment process. Often, the executive director can suggest who can provide useful input into the assessment process. Determine how the information generated through the performance management process will be reported back to the executive director and to the full board of directors. If a sub-committee of the board (instead of the full board) is responsible for the performance management process, decide if they have authority to offer salary or benefit increases or if the whole board must be involved.

Fully document and keep information in the executive director’s personnel file. Have the executive director sign any reports along with the board members involved in the performance management process. Review the performance management plan periodically and ask the executive director for input so that the process is supportive and useful for the board and the executive director.

Hiring and Performance Appraisal of the Executive Director (PDF 285KB)

A workbook developed by the Muttart Foundation as a guide for boards of directors who are in the process of hiring a new executive director and/or providing the executive director with a performance appraisal.

360-degree (multi-rater) assessment process

360-degree feedback, also known as ‘multi-rater feedback’, is employee development feedback that comes from colleagues, peers and managers in the organization, as well as self-assessment, and sometimes sources such as clients, volunteers or other stakeholders.

Senior managers (including executive directors) are responsible for assessing the performance of other employees but often do not receive adequate feedback themselves. 360-degree feedback allows the individual to understand how his or her effectiveness as an employee, manager, or coworker is viewed by others.

Designing a good assessment tool and implementation process takes time. Some organizations may choose to hire external professionals to design, implement and analyze a 360-degree assessment. If assessments are administered without adequate training of participants, raters and facilitators, serious confidentiality issues can be raised, and relationships and individuals can be negatively impacted. Please consider the following information carefully before undertaking this type of assessment process.

What an effective 360-degree feedback process can achieve:

  • Individuals get a broad perspective of how they are perceived by others and how they impact others — both positively and negatively
  • Encourages open feedback and this feedback is often perceived as more valid and objective, leading to acceptance of results and actions required
  • Clarifies critical performance aspects, reinforces desired competencies and identifies strengths that can be used to the best advantage of the organization
  • Supports a climate of continuous improvement and focuses agenda for development, identifying key development areas for the individual, a team or the organization as a whole
  • Gaps are identified between employee’s self-perception versus the perception of manager, peers or direct reports
  • When feedback comes from a number of individuals in various job functions, discrimination because of race, age, gender, and so on, is reduced. Similarly, the “horns and halo” effect, in which a supervisor rates performance based on his or her most recent interactions with the employee is also reduced

Why organizations may choose not to adopt the 360-degree approach:

  • Feedback from multiple assessors increases the number of people participating in the process and the organizational time invested
  • Employees are not ready to give or receive honest and open feedback. The process can be intimidating as few people enjoy being evaluated, especially by a circle of colleagues and peers. Some cultures rigidly avoid passing constructive feedback, or information, to superiors or managers
  • If a performance management system is tied to pay increase and reward systems, people may be hesitant to participate. There is a big difference between providing feedback that will contribute to professional development or providing feedback that determines pay, rewards, and promotion
  • Since feedback is most often provided in written form, not in person to ensure anonymity, people receiving feedback can’t ask directly for clarification of comments or more information about ratings and their basis

The 360-degree feedback process overview

360-degree feedback or other multi-rater process should follow effective change management guidelines. A cross-section of the people who will have to live with and utilize the process should explore and develop the process for your organization.

If you are planning to implement a 360-degree feedback process, there are several important questions to ask and answer regarding the process such as:

  • Will your organization use an anonymously filled out instrument or promote face-to-face, or known rater feedback, or a combination of these?
  • Who will select the raters?
  • How much training will raters receive about completing the assessment and how to provide meaningful feedback?
  • What guidelines regarding feedback given will the organization promote?

Participants may have concerns about confidentiality of reviews, how the completed reviews will be used in the organization and what sort of follow up they can expect. All participants in a 360-degree process need to be trained in the goals of the process, methods used in administering the process, what the organization will do with the data collected, and expectations of the employees involved in the process.

Many organizations choose to employ an anonymously filled out 360 degree feedback document, comprised of questions based on the organization’s competency framework. Assessment forms that allow for examples and comments about each question are preferable, as they will allow the person who is the subject of the feedback to better understand the ratings.

The employee who is receiving feedback and their manager should always fill out the 360-degree assessment as well. The individual’s rating of her/his own performance is important for comparison with the rater group’s feedback. And, the manager’s feedback is important, since, in most assessments, the feedback of the direct supervisor is not averaged with the rest of the feedback from other raters.

The collected data is analyzed in a confidential manner and results are shared with the person who is being assessed. Those administering the process and facilitating the debrief / feedback meeting need to assist people to understand their feedback and to support action planning and development based on the feedback. It is critical that those involved in debriefing participants fully understand what the assessment tool and analysis means and its potential impact on the emotions and career of the participant. The debriefing process is critical because it helps the participant facilitate change by:

  • Presenting data from the assessment that describe the participant’s personal and management style in concrete behavioral terms
  • Giving the participant the opportunity to react, ask questions, and formulate strategies with the ‘debriefed’
  • Creating a developmental plan with the participant that will form a foundation for future development

Final checklist for your performance management system

As stated previously, performance management has a variety of purposes, one of which is documentation should there be a legal challenge related to performance. To ensure that your performance management process is defensible:

  • Base the process on well written job descriptions and job-related activities
  • Have the manager and employee collaborate on setting performance objectives
  • Establish results (objectives) and behaviors for which you can develop observable measures; avoid traits such as ‘initiative’ which require subjective assessments
  • Ensure that the employee keeps a copy of the performance plan (work plan) and expectations set at the beginning of the performance management cycle
  • Provide ongoing monitoring and feedback on performance to the employee
  • When problems are identified with performance, provide support (training, coaching, etc.) and adequate time for the performance to improve
  • Train managers on all aspects of the process and on how to reduce bias and error in assessments
  • Ensure that the performance assessment form accurately documents performance – if overall performance is poor say so
  • Do not make any notes that you would not want the employee to see because the documentation may be admissible in court (or at arbitration in a unionized workplace)
  • Periodically review the performance management process to ensure that it is being applied consistently and fairly
  • Establish an appeals process

What makes an effective performance management process?

Performance management isn’t just about rating employee performance in an annual performance appraisal. An effective performance management process focuses on aligning your workforce, improving employee performance, supporting employee development and driving better business results — all year round.

It helps to align goals

Effective performance management ensures employees clearly know what they are expected to accomplish and how their work contributes to the achievement of organizational goals.

It builds competencies

Effective performance management also helps cultivate the organizational and job-specific competencies each employee and the organization need for high performance and success.

It’s focused on employee development

Ultimately, your performance management process should help your employees develop and improve, so they can be successful, continually improve their performance, and increase their knowledge, skills, experience and capabilities.

It engages and empowers employees

Including employee self-assessments as part of your performance management process helps engage employees in both the process and their performance. It also helps empower them. You can also include 360 degree feedback to get employees more involved and to make feedback and ratings broader and fairer.

Make it easy for managers and employees

Getting managers and employees to fully participate in your performance management process is critical to effectiveness. So make it easy for them. Your performance management process, forms, training and tools all need to:

  • Help employees achieve their goals and develop the competencies they and the organization need for continued success.
  • Help managers guide their employees, develop them and foster high performance.

Performance management should be ongoing

Good performance management is an ongoing practice, not a once a year task. It ensures employees get the continual direction, feedback and development they need to improve and succeed. It helps align your workforce and drive business results.


Performance management is an effective way for a company to achieve their goal also a good way to get better performance from the employee’s. In any business PM consider some common objectives such as assign the goal, make a plan, train the workers for the specific goal, give them feedback about their job what they have done. PM is the only one process to manage the business in the right way. Business target should be in range, that’s should be achievable, also it should be in touch of workers. Another thing is management should give the workers proper payment for their work, they should get more than that what they expect from the company. If companies can come to this decision then they can easily achieve their target.

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