The rationale and the implementation of Performance Management are simple in theory, but complex in execution. Heathfield (2010) suggests:
Define the purpose of the job, job duties, and responsibilities.
Define performance goals with measurable outcomes.
Define the priority of each job responsibility and goal.
Define performance standards for key components of the job.
Hold interim discussions and provide feedback about employee performance, preferably daily, summarized and discussed, at least, quarterly. (Provide positive and constructive feedback.)
Maintain a record of performance through critical incident reports. (Jot notes about contributions or problems throughout the quarter, in an employee file.)
Provide the opportunity for broader feedback. Use a 360-degree performance feedback system that incorporates feedback from the employee's peers, customers, and people who may report to him.
Develop and administer a coaching and improvement plan if the employee is not meeting expectations.
The advantages to using the aforementioned...
Human Resources Management If what is learned in an important college or university course is not put to use in some pragmatic way -- or understood in the larger social context -- then that learning may be viewed as meaningless time spent. No doubt there is a percentage of students that are simply going through the process of education, working for a degree that will open doors and lead, hopefully, to
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