Answers:
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Term
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Definition
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Performance Management System
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The process to assist and improve the employees effectiveness where leaders and employees continuously work together to plan, control and observe an employee’s goals or objectives and his or her total contribution to the workplace objectives.
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Performance Appraisal
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A yearly review of an employee’s total contribution to an organization, which is documented or evaluated by his or her manager. It the evaluation tool to judge an employee’s skill, growth and achievement.
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Critical success factor
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This factor is required for an organization to attain its goals.
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Key result Area
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It refers to the general areas of outcomes in which a team or department’s activity is responsible.
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Performance Indicators (or Key Performance Indicators)
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It is a measurable tool to evaluate the company’s success for achieving the key business objectives.
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Performance Standards
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It is a standard set by a company. The employees are bound to achieve this standard to meet the appraisals at a specific level of performance (Cizek, 2012).
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Excellence in performance
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It refers to a coherent approach to the organizational performance management that helps in improving the overall organizational capabilities and effectiveness.
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Code of Conduct
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It is a set of rules or guiding principles laid out by an organization for appropriate workplace behaviour. It considers organizational values, the client’s values and ethics and the service an employee provides.
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MBO (Management by Objectives)
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This aims at improving the performance of an organization by clarifying the objectives, which is set after agreeing both employees and management.
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Coaching
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This helps the employees to improve in their performance within an organization.
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Mentoring
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The mentor provides guidance for improving the performance of the less-experienced employees.
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Informal feedback
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It is a feedback from manager to an employee apart from the formal reviews (Rijt, Bossche and Segers, 2013).
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Formal feedback
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It consists of formal reviews that are communicated officially and it is planned systematically and beforehand.
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Employee Assistance Programs (EAP)
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This program is designed for identifying and assisting employees ; personal problems by resolving it, which is affecting on the performance (Richard, 2014).
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Performance management relates with of the process of assisting and improving the an employee performance while performance appraisal relates to annual evaluation report to understand an employee growth, development and skills.
The differences of these terms are important for a manager, as he should develop both the strategies for guiding and evaluating the performance of an employee.
The management by objectives aims at improving the performance of an organization by clarifying the objectives, which is set after agreeing both employees and management. It is a measure tool to analyze the real performance and the achievements against the set of objectives (Campbell, 2013).
Advantages:
Suggestions are in hand outcomes that could be obtained from the management.
Managers and staffs have the clear working ideas, which are required to meet the standards.
Disadvantages:
It takes time to be effective.
Companies, which have tendency raising the goals, the employees are getting frustrated if the goals are too high.
S.M.A.R.T goal-setting technique is the popular technique that applied for setting goals maintaining the following criteria. Here, the S stands for specific, M stands for measurable, A stands for attainable, R stands for realistic and T stands for time-based. Well-defined goals should achieve the SMART technique (Cothran and Wysocki, 2012).
If I were James, I would like to go to the HR department of the Yarra Bank about the proper performance appraisal procedure.
As Henry is not doing a mutual meeting with the staffs about the performance appraisal, this incident would affect negatively on the job satisfaction, motivation and performance improvement. The well and average performers might not be satisfied with the random process of performance appraisal.
If I were the HR manager of the Yarra bank, I would like to rectify this situation by undertaking a proper performance appraisal framework, which is mutually concerned from both the employees and management.
The performance management framework of Charter Public Service is discussed. The framework specifies the role of a particular position with the performance indicators. According to me, the best practice is related to the employers and its performance indicator as this involves with corporate governance, employment policy, learning program that includes benefits in diversity and complaints mechanism (Dss.gov.au, 2017). This framework would provide a strict guidelines to the managers and staffs on which they would work on. It would help them to define the goals and work on fulfilling the goals. It would also provide the relationship of performance evaluation and an employee’s development in an organization. It works as an indicator to work effective on behalf of the company.
Overview of the Performance Management Framework of Charter, Australia
The procedural fairness is a legislative principle that helps in fair decision-making in the process of evaluation of an employee performance. The fairness principle should be based on free of any kind of biasness by the decision-maker. It should be based on the evidences that are logical, rational and supportive with the facts. On the other hand, the natural justice provides fair procedures in legislative method (Greenberg and Colquitt, 2013). However, when an employee’s issues or other issues in the workplace should be just and fair to both the parties, employees and management. The principle of the natural justice would be based on equal right to be heard and judged by both the parties without biasness and all issues should b investigated justly and thoroughly.
The effective feedback should be specific to an employee and it should not be general.
- The effective feedback should be focused on some specific behaviors. It should be about a person or his or her intention.
- The feedback should be delivered honestly and sincerely with the intention of development. Always ask permission to provide feedback as the other party should be careful in getting it (Pereira, 2017).
- Always provide feedback in time and it should be closely tied to the event.
- Effective feedback always counts with how and what happened.
- Never, ask the reasons while delivering feedback. However, the employees could be defensive if reasons are asked and the effect of feedback would not be worked properly
References
Campbell, D.J., 2013. Management By Objectives. Wiley Encyclopedia of Management.
Cizek, G.J. ed., 2012. Setting performance standards: foundations, methods, and innovations. Routledge.
Cothran, H.M. and Wysocki, A.F., 2012. Developing SMART goals for your organization. Retrieved March, 25, p.2013.
Dss.gov.au 2017. [online] Available at: https://www.dss.gov.au/sites/default/files/files/settle/multicultural_australia/access00_sect1.pdf [Accessed 21 Oct. 2017].
Greenberg, J. and Colquitt, J.A. eds., 2013. Handbook of organizational justice. Psychology Press.
Pereira, L., 2017. Effective feedback strategies. TLN Journal, 24(1), p.4.
Richard, M.A., 2014. Employee assistance programs: Wellness/enhancement programming. Charles C Thomas Publisher.
van der Rijt, J., Van den Bossche, P. and SR Segers, M., 2013. Understanding informal feedback seeking in the workplace: The impact of the position in the organizational hierarchy. European Journal of Training and Development, 37(1), pp.72-85.
