Page 81 - DMGT517_PERFORMANCE_MANAGEMENT_SYSTEM

Performance Management System

Notes to judge the success or otherwise of specific strategies. Improvement in performance can only be

realistically achieved when management is properly informed about current performance. To this
end it is important to identify key performance indicators (KPIs) that will enable management to
monitor progress.
As stated by the American Compensation Association (1996), it is important to develop
performance management on the basis of ‘open, honest, positive, two-way communication
between supervisors and employees throughout the period’. From the viewpoint of performance,
this means instant feedback to individuals and teams on the things they have done well or not so
well. If people can be provided with the information they need to monitor their own performance,
so much the better. It is not available readily, they can be encouraged to seek it. The aim is to
provide intrinsic motivation by giving people autonomy and the means to control their work.
Interim informal reviews can be held as required – monthly, quarterly etc. They can be used to
provide more structure feedback and, importantly, to revise objectives and plans in response toss
changing circumstances.
Progress in implementing the personal development plan can also be monitored during the
year.

The given below are the key characteristics of performance monitoring:
1. A performance monitoring plan is a critical tool for planning, managing, and documenting
data collection.

2. Performance monitoring is an important part of performance management system.
3. Performance monitoring helps in maintaining the employees’ performance as per the goals
and objectives of the organisation.
4. Performance monitoring helps in building the strong relationships between the management
and employees.
5. It facilitates career development of employees.
6. Performance monitoring provides the training and development opportunity to
employees.

Note Some Monitoring and Mentoring Behaviours of the Manager
1. Praising good performance.
2. Faulting a behaviour without rejecting the person.
3. Sharing feelings rather than pronouncing value judgments.
4. Demonstrating and demanding integrity in behaviour and intent.

5. Being easily accessible to fulfill legitimate needs of her managees.

6. Nurturing effective managees through continual reaffirmation of their worth to the
organization.
7.2 Objectives of Performance Monitoring

PfM explicitly promotes the value that a manager and her manage accept joint responsibility for
monitoring progress on the tasks and goals agreed upon during the initial performance planning

76 LOVELY PROFESSIONAL UNIVERSITY