Performance Management: Key Elements and Measurement

Job performance can be deemed a purpose of varying issues: what individuals realize and how they conduct their jobs. Some individuals have exhibited various successful and bad traits in their work (Adler, 2018). For instance, a salesperson may have high profits through unacceptable behavior such as badgering their prospects into submission or lying and defaming their competitors. In contrast, accounting professionals could work for long hours, read finance journals, and take extra classes to ensure their skills remain relevant; however, they would have a problem with bookkeeping, eliciting errors in most financial documents. In this instance, they would exhibit correct behavior but bad results. As such, both behavior and results are vital for performance. Getting the job done involves exhibiting proper ethics, resulting in good performance management behavior (Adler, 2018). Individuals should also have competence in their role, further showcasing their capacity to elicit good performance results. They should reflect their workplace expectations and promote good behavior toward team members and the external environment (Adler, 2018). Organizations with good rapport and sound ethics have strong brand loyalty and employee retention rate.

Organizations measure performance behavior using various tools such as profit margin, productivity, scope, and cost (Adler, 2018). These metrics enable a company to determine the efficacy of its processes in terms of revenue generation. Additionally, organizations may use graphic rating scales ranging from 1 to 5 or from 1 to 10 (Adler, 2018). They use these to rate a worker’s relative performance in various areas. These scales determine behavioral elements such as decision-making participation and understanding of job tasks (Adler, 2018). They may also note the frequency a worker conducts a particular behavior or task, such as occasionally, always, or never in terms of attending work on time.

Reference

Adler, R. W. (2018). Strategic performance management: Accounting for organizational control. Taylor and Francis.