Individual and group performance is a function of several different components. Performance should first be oriented towards a strategy -- if the activities of the individuals or teams in your organization are not contributing to the organization achieving its strategic objectives this is a problem. Workplace technology and employee involvement are also important because they set the constraints on performance. Three direct factors in employee performance are reward systems, goal setting and performance appraisals, all of which serve to orient the behavior of employees towards their goals. The goals should of course be challenging and clear.
The performance appraisal is one of the key elements in performance management, and consists of a number of individual components. These include purpose, identification and training of the appraiser, role of the appraisee, measures, and timing. How each of these is structured will affect the ability of the organization to measure performance and therefore to appraise it. In general, a good performance appraisal system will be timely, accurate, understood, feasible and it should focus on critical control points in order to orient the activities of the appraisee at the most critical moments of their work.
In addition to performance appraisals, rewards systems are a valuable tool in performance management. There are different underlying philosophies regarding rewards systems, for example whether the system should apply to an individual or be applied on a team basis. There are a number of factors that will impact the effectiveness of a given rewards system, including the rewards mix, the internal and external equity of the system and how the system is administered. Ultimately, the company benefits when the employees understand the system, when they understand the link between themselves and the rewards, and when the rewards system conveys a sense of equity and justice to the employees. If the rewards are insufficient, untimely, or simply not forthcoming, then the rewards system is more likely to fail.
In addition to performance appraisal, a company can improve its performance by developing talent. At its heart, talent development is about improving the internal capabilities of the organization -- turning good people into great people will have a significant benefit on the...
The internal processes become more efficient because barriers in personal communication are broken down once the group is working towards the common purpose. Increasing cohesiveness in the group requires leadership that orients the objectives of group members more strongly towards the common purpose. This can be done a number of ways, including through individual and group task structure, the fostering of a common culture, the establishment of smooth communication
The other major advantage of the use of a pilot group for conducting evaluations and 360 degree feedback survey is it enables pilot participants to act as champions who promote the process in the rest of the organization. Using Rater Groups: When conducting evaluations and 360 degree feedback assessments, using small but relevant rater groups is one of the best methods. The consideration of the number of people to participate in
Leadership In considering leadership, Curtis (1995) suggests a number of optimal characteristics that are desirable in any group setup, whether formal or informal. An effective leader has certain responsibilities and concomitant traits that are important in performing his or her duties. Responsibilities for example include honesty, establishing trust, being a role model, adaptability, decision-making, motivation, and being sensitive to the needs of other group members. In leading a group, meeting these
Performance Appraisals This analysis will provide an overview of the 360-degree performance appraisal. A 360-degree feedback system is also known by a number of other names such as a multi-rater feedback, multisource feedback, or multisource assessment. This model of a performance appraisal involves gathering performance feedback form a number of different sources including supervisors, employees, customers, and peers to name a few. However, this model is flexible and virtually anyone who
Adding conflict and competition to that precarious situation can be difficult, but is an important part of workplace group dynamics. However, conflict and competition can be both positive and negative components within a group dynamic situation. Jehn and Mannix (2001) discuss intragroup conflict and performance in their Academy of Management article, finding consistent results that implied the important nature of some conflict within workplace groups. The researchers found that
People function in work groups together much as they do in unified departments within an organization. How does a group differ from a team? On a true team the human parts of the group still retain their integrity as individuals, but become a part of a whole that is larger than their individual selves -- teams bring specialized skills or knowledge that are vital to larger organizational goals, like a baseball
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