Performance Management for Coaching and Developing - myassignmenthelp

Question: Discuss about thePerformance Management for Coaching and Developing. Answer: Introduction Performance management is of utmost importance for every organization. It helps in different aspects like goal setting and revising, management and coaching, developing and planning rewards and recognition. All these factors are of utmost importance for the overall performance of all the employees. Moreover, it has to be noted that all these factors can only be dealt with properly if the performance of the employees can be fairly promoted and evaluated. In order to do this, he eight fatal flaws if the performance management has to be identified and removed so that the performance of the employees can be boosted up (Chandler 2016). There are eight main flaws or errors existing within an organization that are responsible for the poor performance of the employees. However it must be noted that often the business organizations ate unable to recognize these flaws that already exist within the organization for a long period of time. As a result of this ignorance, the companies often put forward several efforts that go in vain and are often responsible for misleading the efforts that are put forward by the companies for improving the performance of the employees (Pulakos et al 2015). Hence efforts are to be made by the companies to locate these errors or the eight fatal flaws that are existing within their working environment and find out several methods of dealing with these eight fatal flaws. Research There are eight fatal flaws that have been identified by performance management consultant Chandler. These eight fatal flaws are the result of the age old traditional performance management process that is existing within the company. The traditional procedure of the performance management style has developed since the 1950s and has been incorporated within the company since then. This has created a major gap because the working pattern of the employees has undergone several changes over all these years and this was never reflected in the age old traditional performance ideas. So, there was a gap that was created between the age old traditional performance idea and the modern framework of the performance management ideas. It is due to this disconnection or the gap that there were many flaws created in the performance management ideas. These eight fatal flaws have had serious effects on the overall performance of the employees. Discussions The eight fatal flaws of performance management are A theory without evidence is a bad theory It is just a commonly believed theory that the traditional performance ideas will improve the performance of the employees but this however is not backed by any strong evidence. Hence, it is a vague theory (Pulakos et al 2015). There are companies who are every orthodox in nature and are never ready to accept any new changes (Seuring and Gold 2013). However sticking to these old theories only destroy the performance management as a whole rather than developing it. Eye poking The employees will never be able to render their honest feedbacks and their opinions if the managers constantly keep on interfering. Managers are mostly of the belief that they must always judge their employees in order to improve them (Van et al 2015). However, this constant judging often has a very harmful impact on the performance management. This will never allow the employees to open up easily. They will always be under the fear of being judged. No remembrance of the good work The traditional performance management ideas mainly talk about and criticize the weaknesses or the failure of the employees rather than appreciating the strength. Managers usually find it difficult to remember the good work of the employees but they never fail to remember the bad performances. This is common human instinct (Chandler 2016). However the Employees often feel very de motivated if they get good ratings and are appreciated in the beginning of the year but are resent at the end due to slight errors. If the managers focus only on the past and o on the future development scope of the employees, the performance management will definitely be at stake. No man or woman is an island The performance management mainly focuses on the individual performance of the employees and not the working environment which actually has a major influence on the performance of the employees (Chandler 2016). The traditional performance idea mainly emphasizes on the individual efforts including the improvement and specially the weaknesses rather than emphasizing on the influence of the work ambience as a whole. This must be remembered that the work environment is largely in influential on the way the employees perform. No one is a machine The managers often have a habit of imposing too much pressure on the employees. The employees are constantly asked on improve and attain accuracy. However it must be known to the company that the employees are not machines they are human beings and as a result of this, it is very natural for them to have several biasness or inaccuracy. Hence, the managing committee must address to this (Chandler 2016). The employees are not machines This must be remembered that since the employees are not machines, so they must not depend on any non scientific performance appraisals like succession planning, development goal. Often the important business decisions are made based on the biased employee performance data. Competition It is often seen that the company makes a rule of com paring the employees with one another, because they believe that this will improve the potential of the employees and they will work with their full potential. However, this naturally creates several risks among the employees. This will make it impossible for them to work together as a team (Dumay 2014). Pavlovs Dog The traditional performance management ideas believe that the employees will be motivated to work hard only if there are extrinsic motivators (Chandler 2016). However the modern research method says that rather than following the method of rewarding and punishing the employees, the company must focus on several other aspects like cultural aspects of the employees, shared mission and several other such things. Only paying high salary as a performance reward will not be helpful in every way. Conclusion Thereby it can be concluded that in order to develop the performance management of the employees, the company must be able to give up the old performance management ides and must also be very much open towards the adoption of the new ideas. The company must give up its orthodox attitude and must be able to see that if they are to work as per the conditions of the present day scenario, then they are to adopt the new methods that will motivate the employees to work over themselves and increase their performance. The companies must work upon the eight fatal flaws of performance management and must be able to work over that. The company must identify the new methods of improving the overall performance management of the company. Recommendations Theory without evidence is a bad theory In order to fix this fatal flaw, the company must become open towards the modern and new methods by getting rid of the traditional ones. The company must make sure to identify which is working for them and which is not. The company must very carefully design the solution so that the overall performance of the employees will be improved. Nobody remembers the good work The best way to deal with this problem is to develop several areas of conversation between the manager and the employees. The real time feedback will be very much helpful in preventing the biasness which always develops between the employees and the managers. The managers must also be very much open in welcoming several new employees in the conversation so that the employees also feel very much wanted within the organization. This will also give enough space for peer feedbacks. Competition The managers must make sure that there are no comparisons made between the employees. The managers must give bonuses to the group. This will enable the employees to work together and exchange several ideas with one another. This will also help the employees to grow and develop the team spirit. References Chandler, M.T., 2016.How Performance Management Is Killing Performanceand What to Do About It: Rethink, Redesign, Reboot. Berrett-Koehler Publishers. Dumay, J., 2014. Reflections on interdisciplinary accounting research: the state of the art of intellectual capital.Accounting, Auditing Accountability Journal,27(8), pp.1257-1264. Pulakos, E.D., Hanson, R.M., Arad, S. and Moye, N., 2015. Performance management can be fixed: An on-the-job experiential learning approach for complex behavior change.Industrial and Organizational Psychology,8(1), pp.51-76. Reason, J., 2016.Managing the risks of organizational accidents. Routledge. Seuring, S. and Gold, S., 2013. Sustainability management beyond corporate boundaries: from stakeholders to performance.Journal of Cleaner Production,56, pp.1-6. Van Dooren, W., Bouckaert, G. and Halligan, J., 2015.Performance management in the public sector. Routledge.