Performance management (PM) is the process that ensure a format of activities and outputs that leads to accomplishment of an organization's goals in an effective manner. Performance management can lead to focus on the improvement of performance of an organisation overall.. It has been identified based on performance management cycle that an employee or manager with just 25 per cent of capability cannot achieve the desired level of performance and growth but an employee with 75 per cent capability and 100 per cent motivation can easily achieve the high performance and business objectives. Therefore, this report covers the three areas of handling performance of High-Performance Team, Stages of the Performance Management Cycle & low performance teams results
High-Performance Team: A team with an objective of common goal and business perspective which aims at achieving high value and performance by a group of motivated and talented professionals. These teams are called high-performance teams. They serve and provide the best quality and productive results by proper and optimum utilisation of resources. This team enjoys various benefits such as freedom to exchange or share various types of business information. High-performance teams are very helpful in suggesting and giving effective feedback to the teams which are performing low or average. This helps in improving the performance of group and teams. (“Ten Important Characteristics of High-Performance Work Teams,” n.d.)
Although there are right dimensions of innovation and productiveness which are measurable such as Increase in output, cost reduction and control, time savings, quality improvement, adherence with the safety regulations, meeting the deadlines, streamlining of the existing systems/processes and enhancing interpersonal skills. It is very important for the high-performance teams to meet all the eight dimensions of the business. (“Managing Poor Performance in the Workplace • SpriggHR,” 2020)
Planning: The initial stage of the performance management starts with the planning process. This stage is very important for both managers and employees of the organisation, Both the internal stakeholders need to work together and forecast the planning process to achieve the business targets and objectives.
Monitoring: Monitoring the progress and performance of the employees is required in the business. It helps in tracking the capabilities and business objectives which are met.
Reviewing: This stage involves a deep review of the employee’s work cycle and identify the positive and negative impacts of the business. Reviewing stage allows the business to protect the organisation from the contingent liabilities.
Improvement: This is the fourth stage which is necessary for the internal and external stakeholders to retain the performance in the business. Several steps such as training and development, enhancement of skills among employees and elimination of negative impacts are taken by the top management to improve the performance management cycle of the managers and employees. (“Dealing With Poor PerformanceIs it Lack of Ability or Low Motivation?,” 2009)
Measurement: This is the last stage of the performance management cycle which measures the results of the performance of the employees, It helps the organisation to segment the high-performance team and low-performance team.
impact of poor performance: it is very important for the employees of the organisation to increase their morale towards work so that it increases its efficiency and performance. Sometimes low morale can contribute to the low performance of an individual and employees, therefore the low performance should be resolved with one to one ,direct communication and suggestions.
The main objective of the research is to identify the reward and recognition system which is beneficial for the employee motivation. When an employee’s effort and efficiency towards the business is appreciated due to effective dedication towards work and best results is called recognition. Recognition helps an employee to be motivated during the entire course of the business cycle whereas motivation is the process which encourages employees to work more and give their best for some incentive and better compensation plans. (Goodman, 1986)
Bonuses are paid to the employees and workers to increase loyalty and morale towards the organisation. They are paid to employees which ranges from small to large. Small bonuses are called spot bonuses which creates the value. (Thorpe, 2015)
This day is celebrated to increase the positivity and creation of happiness among employees. Events such as Office Parties, Fun Fridays and barbecues are perfect examples of Employee Appreciation Day. (“A Study on the Impact of Rewards and Recognition on Employee Motivation,” 2015)
Performance management leads to Clarity of Roles as High-performance teams and groups are keen towards their roles and responsibility. They have a clear and specific vision of roles. Members of this group are adaptive to the latest technology and innovation which results in increased efficiency of the business. However, as a result rewards and recognition are the prime contributor for high-performance.
A Study on the Impact of Rewards and Recognition on Employee Motivation. (2015). International Journal of Science and Research (IJSR), 4(11), 1644–1648. https://doi.org/10.21275/v4i11.nov151549
Dealing With Poor PerformanceIs it Lack of Ability or Low Motivation? (2009). Retrieved from Mindtools.com website: https://www.mindtools.com/pages/article/newTMM_80.htm
Goodman, P. S. (1986). Designing effective work groups. San Francisco: Jossey-Bass.
Managing Poor Performance in the Workplace • SpriggHR. (2020, January 15). Retrieved September 1, 2020, from SpriggHR website: http://sprigghr.com/blog/management-tips/managing-poor-performance-in-the-workplace/
Ten Important Characteristics of High-Performance Work Teams. (n.d.). Retrieved September 1, 2020, from www.managementstudyguide.com website: https://www.managementstudyguide.com/characteristics-of-high-performance-work-teams.htm
Thorpe, R. (2015). Performance Management. Palgrave Macmillan.
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