Page 100 - DMGT517_PERFORMANCE_MANAGEMENT_SYSTEM

Unit 9: Performance Counselling

9.1 Concept of Performance Counselling Notes

Performance counselling is normally done in regular course of performance when there are no
problems. When there are problems, executives should resort to appropriate methods of solving
them rather than to counselling because exclusive focus on a particular problem or issue may
prevent performance counselling. Performance counselling focuses on the entire performance

(tasks and behaviours) during a particular period rather than on a specific problem. However,

specific problems may be discussed during counselling as a part of analysing and understanding
performance patterns.
Any organization interested in using a good performance appraisal and review system that aims
at developing employees has to practice and pay enough attention to performance counselling.
Performance appraisal does not serve the purpose of developing employees unless an effective
system of performance counselling is introduced and practiced in the organization. Performance

counselling can be defined as the help provided by a manager to his subordinates in analysing their
performance and other job behaviours in order to increase their job effectiveness. Performance
counselling essentially focuses on the analysis of performance on the job and identifi cation of
training needs for further improvement.
Counselling is a dyadic process. It is based on the relation between two persons, a manager
who is providing help or how is counselling and an employee to whom such help is given or
who is a counselee. It differs from training mainly in its intensity of dyadic relationship and its
focus on establishing mutuality and confidentiality. Managers provide such help or counselling

at various stages. For example, an employee may be provided such personal help soon after his
selection or when he is facing diffi culties or problems. The focus of performance counselling is
the employee’s performance on the task assigned to him.
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Did u know? Performance counselling sometimes is also called “coaching” mainly because
the purpose, the word” counselling” is a much wider and appropriate term for such a
process.

9.2 Principles of Performance Counselling

Counselling is a means and not an end in itself. Development does not occur just because there is
counselling. Counselling could be an effective instrument in helping people integrate with their
organization and have a sense of involvement and satisfaction. The following conditions are
necessary for counselling to be effective.
1. General Climate of Openness and Mutuality: If the organization or department in which
the employee is working is full of tension, and people do not trust each other, counselling
cannot be effective. A climate of minimum trust and openness is essential for effective
counselling.
2. General Helpful and Empathic Attitude of Management: Counselling involves effective
helping which is not possible unless the counselor has general helping attitude and has
empathy for the counselee.
3. Sense of Uninhibited Participation by the Subordinates in the Performance Review Process:
Unless the subordinates in a department or organization feel free enough to participate
without inhibition in the process of review and feedback, counselling cannot be effective.
Counselling is not a one-way process of communicating to the employee what he should or
should not do. It is a process of developing dialogue which eventually contributes to better
understanding on the part of counselee.

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