Definition of Organisations and Performance Management

Facilitating Organisations

Dear learners, we have seen the importance of the employee’s performance in many dimensions. We have stressed all the way that, the behaviour of the employee has to change to perform. And, we have also seen that the organisation has to pave a way, clear the path and assist him to do so. How to do that? The organisation should be facilitating to improve the levels. Let us see, what are the key points, an organization should do to make this possible.

Key Result Areas

Also called as key performance index, Key result area is the primary responsibility of an individual employee. It is the core area of his job, for which he is answerable and accountable. If the KRA is clearly outlined without any ambiguity, the employees focus will be sharp and smooth.

Goals

The individual contributions are collectively the big result. But, the goals set are often top-down process, and a little share in deciding the goals of the organisation, or his division, or his individual job goal, is even a question mark for the low level employees, who are the real players in the field. Hence, the morale and motivation can be triggered positively if the employees are given a say while deciding goals for their divisions or departments. As, they too are responsible for the goals set, they take it as their task to accomplish it.

Holistic Approach

Key result areas, individual goals, organisation goals, department goals – may be all these are diverse, but it is the responsibility of the Top management and the performance manager to have a holistic approach and see to that they don’t collide with each other, but sail smoothly side by side.

Being Specific

The organisation should ensure that the promises and platforms created for development are for real. For example, an announcement of incentives to innovations and a following appraisal report condemning the time spent on research wing rather than the work floor will not yield good result. If the organisation needs innovative ideas from the employees, then the time budget and flexibility should follow, so that the employees without ambiguity can do their work.

Leadership and Ownership

The most important facilitation the organisation should do is – taking the ownership and responsibility of the performance management process. The Governance as well as the top management should have the time and courage to ask questions like

“is the vision and mission are real, and for to be achieved?”,

“do we really respect and empathize our employees?”,

“are the benefits for employees really helping?”,

“do we really reward employees who demonstrates organisational values?”,

 “do we really reach till the last level of employee, are the communication channels working without clogs?”.

“can we reward best efforts also equally to best performance?”,

“do we really reach till the last level of employee, are the communication channels working without clogs?”.

Questions may look silly, but the answers will give a clear picture of the leadership and ownership responsibility and commitment of the top management.

Commitment

When we talk for centuries that the employees should be committed and loyal to the organizations, it is now time to go vice versa. The employee’s performance and the organisation’s commitment towards the employees are directly related. When the companies can show genuinely their commitment to their employees by continuously improving their standards of overall Organisational performance and management, the employees feels that the company really cares for them, and they do matter to the organization. More than anything else, this facilitates performance.

Job Analysis

Dear learners, before concluding this unit, we have to go through a brief refreshment of our previous semester topic – Job analysis – for a better understanding and an appreciative view of the course performance management.

Job analysis is the systematic study of jobs to identify the work activities and responsibilities related to a particular job. Job analysis process collects information on the needs of job, the work behaviour necessary to complete the job and identifies the qualities and qualification a person should have to perform that job.

When job analysis is done, the Manager may have two outcomes now:

Job Description

It is an organisational statement of the job contents as duties and responsibilities. The preparation of job description is very important, because any misleading facts or ambiguous description may lead to poor performance and also appraisal. The description usually contains,

Title/ Designation of job

The nature of duties and operations to be performed in that job.

The nature of authority- responsibility relationships.

Necessary qualifications those are required for job.

Relationship of that job with other jobs

The provision of physical and working condition or the work environment required in performance of that job.

Job Specification

Job Specification is the statement of eligibility conditions for an employee to fit into that job. Job specification is the translation of job description into Human qualifications to perform that job. It usually contains

Job title and designation

Educational qualifications for that title

Physical and other related attributes

Physique and mental health

Special attributes and abilities

Maturity and dependability

Role of Job Analysis in Performance Management

A job well started, is half done and also ends well. Placing a person in an organisation is like planting a sapling. If wrongly placed the tree may not grow well and bear fruits. Hence, it becomes vital to identify the right place for a person.

This will be successful only if the employer knows about the place as well as the person. The job, however important or unimportant it may be, it certainly has its impact in the overall performance of the organisation. If the job is well understood beforehand, it becomes easier to place the right person and bring in the desired output.

Summary