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Performance management: an art and a science?

By Steve Shellabear (January 2005 Issue)
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The primary purpose of performance management is to develop skills and competencies at individual and group level so that the organisation benefits. It is a continuous proactive process focusing on planning, acting, measuring and reviewing performance. Used effectively it will enable an organisation to forward plan and develop its staff. Used ineffectively it is often reduced to an appraisal ‘system’ comprising a series of forms completed once a year by over-worked managers in a rush to get it done so they can get on with their normal tasks.

An ideal performance management system is likely to have the following elements within it.
* The vision, objectives and targets of the organisation are aligned with individual performance measures for all levels of staff.
* Objectives and targets include qualitative, quantitative and learning goals.
* Performance targets are specific, measurable, achievable and challenging.
* Real-time coaching is factored in to uplift performance and maintain quality standards.
* Regular and meaningful assessment of performance takes place for the organisation, teams and individuals.
* Managers have access to real-time monitoring systems to facilitate self-management.
* Regular briefing sessions and procedures enable managers and staff to keep up to date and respond to changes.
* Feedback loops and troubleshooting procedures are designed and used.
* Adequate quality control procedures and mechanisms are utilised.

Classical management theorists have long argued that having an efficient organisation is primarily a technical, rational process. While there may be some recognition of a human being’s need, essentially the goal is to produce a machine-like operation that achieves targets. People are seen as cogs in a wheel. Frederick Taylor, the pioneer of what is now known as scientific management, is probably the most well known and much maligned author of such a system. He was extremely influential in the first half of the 20th century and the application of his methods increased productivity enormously in shop floor environments. Unfortunately, Taylor’s methods had the effect of reducing workers to unthinking automatons.

 

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