| A primary managerial responsibility that managers | | | | Most employees want to do a good job; however |
| have is to plan, direct and monitor the work of others | | | | when they don't know what is expected of them they |
| to achieve the results that they have been tasked to | | | | can't perform at a satisfactory level. Therefore an |
| achieve. This involves informing staff about work | | | | agreement between a manager and each of their |
| responsibilities, setting and interpreting work | | | | staff on what is to be done, what results are to be |
| performance standards and giving appropriate | | | | achieved and the priorities on the use of time is |
| feedback by providing examples of work | | | | essential to successfully performance manage. |
| performance and behaviour. | | | | Performance management is an ongoing, continuous |
| One of the biggest causes of workplace unrest and | | | | process where praise for work well done is given as |
| low job satisfaction is poor performance management, | | | | well as feedback on work performed incorrectly or |
| especially with staff who are not performing to the | | | | not to standard. A manager who has the skills required |
| required standards. | | | | to consistently performance manage is gifted in the |
| Research shows that poor performance management | | | | understanding of human behaviour. A manager who |
| is one of the main contributing factors to staff | | | | practices performance punishment can learn new skills |
| absenteeism and turnover. A manager's inability to | | | | to make the necessary changes to their management |
| provide timely and appropriate performance feedback | | | | style and in turn reap the rewards of a high performing |
| often results in the staff member becoming distressed, | | | | team. |
| behavioural changes become apparent, affecting the | | | | It is true that we operate at the 'speed of life' today; |
| staff member's performance. | | | | we are constantly under pressure to meet deadlines, |
| Managing performance involves managing the | | | | produce more in less time and with fewer staff. A |
| effective work performance of staff as well as | | | | manager can easily feel pressured rather than well |
| managing those challenging behaviours that affect | | | | paced. A skilled manager with excellent performance |
| individuals, teams and the overall performance of task | | | | management skills is aware of the talents, strengths |
| achievement in the workplace. | | | | and weaknesses of their staff and is able to allocate |
| The introduction of performance appraisals to | | | | tasks and activities accordingly. A smoothly running |
| organisations some years ago appeared to be the | | | | team is a well performance managed team. |
| answer to addressing and meeting benchmarks for | | | | Performance management includes activities to ensure |
| continuous improvement. Performance appraisals help | | | | that goals are consistently being met in an effective |
| to identify skill gaps and training needs; provide areas | | | | and efficient manner. It focuses on the performance of |
| for praise, promotion and in some instances, a pay | | | | the organisation, a department, processes to build a |
| increase. However they are sometimes viewed as | | | | product or service, how teams function or individuals |
| huge 'time wasters' and cause anxiety for the | | | | employees operate. |
| manager and staff member. A performance appraisal | | | | Performance management focuses on tasks rather |
| is a tool that can identify what knowledge is needed, | | | | than behaviour. Although behaviour impacts upon |
| available, missing, applied or contained. | | | | tasks, the focus should be on the task, the impact |
| Poor performance managers 'performance punish' | | | | upon the team or the overall affect of goal objectives. |
| their staff and create situations such as overlooking | | | | The easiest way to bring about change in behaviour is |
| achievements; focus is on what staff are doing wrong; | | | | to focus on the positive rather than trying to change a |
| take credit for another's work and instil 'fear' in staff | | | | negative. |
| members. At times it can be simply the 'language of | | | | Provide employees with opportunities to receive and |
| the message' that a manager uses, rather than 'the | | | | give feedback regarding their performance in a |
| message' that is delivered that causes a staff | | | | positive safe environment, such as team meetings, and |
| member to act out poorly. | | | | support those behaviours you do want. This leads to |
| To performance manage effectively a manager | | | | less error and waste, increased productivity, improved |
| needs to be in tune with the team, its members and | | | | quality and service for customers, as well as |
| the tasks. A manager needs a good understanding of | | | | enhanced employee motivation, commitment and a |
| themselves as well as others, with an awareness of | | | | sense of ownership. |
| their shortcomings as well as their strengths. | | | | |