People’s performance management refers to processes and techniques that make sure personnel are working to the best of their capability and practicing all the values of an organization. It is the role of managers to ensure that their team members are performing well. In my previous job as an assistant human resource manager, my performance was managed and evaluated in various ways. First, my manager set clear expectations of what I was supposed to achieve. The expectations set aligned with the company culture and what I could achieve. The performance expectations were able to pass the SMART test because they were realistic, provided me with ownership, and encouraged me to achieve them. Additionally, there was open communication, employee involvement, and cooperation when setting these expectations and goals. Another technique that the line manager used employee development, where I underwent various training programs to enhance our skills and acquire new knowledge. The training ensured that I acquired the tools needed to excel. Lastly, I would receive frequent and timely feedback about my performance. The feedback allowed me to work on my weaknesses as well as understand the expectations of my job.
The concept of SMART goal is used to guide in goal setting. The concept was introduced in 1981 by George T. Doran. S.M.A.R.T is an acronym of Specific, Measurable, Achievable, Relevant, and Time-bound. In the previous job, the most important job duties included:
- Providing customer services to the employees of the organization
- Setting appointments and organizing meetings.
- Creation and distribution of documents
The three objectives include:
- Creation of a skilled team
- Partnering with management in making decisions’
- Developing employees to reduce costs
The S.M.A.R.T concept can be applied to the above objectives:
S-Specific
To achieve the objectives, I realized that creating a skilled team was the first step. Therefore, I assembled a team, and in a time frame of three months, I assigned them tasks and trained them accordingly. I was specific on the budget to be used in the entire process.
M-Measurable
To achieve success in meeting the above objectives, I evaluated the performance of every member of the team, assigned them duties based on skills, and included the top management in my decision-making to ensure that recommendations are approved.
A-Achievable
The most achievable objective was the reduction of costs. Thus, I need to establish strategies that I will use to achieve this goal by ensuring that the required tools and skills are available.
R-Relevant
The outlined objectives are relevant to the organization’s goals and objectives, and therefore, achieving them would be a plus to the organization.
T-Timing
The time frame to achieve the objectives was imperative; therefore, I needed to acquire the deliverables within three months.
While the SMART goals are considered as the performance management best-practice, my experience in writing them was challenging. It took some practice to ensure the objectives are achievable and relevant to the organization. However, I was able to write them after I researched the organization’s high-level goals. Additionally, understanding my goals as an employee of the organization was essential in using the SMART method.
Part 2
Frederick Herzberg developed Herzberg’s Two-Factor theory, where he indicated that some job factors lead to satisfaction while other job elements hinder dissatisfaction. Herzberg went ahead to state there are two elements that an organization can adjust to influence motivation. These factors are motivators, and hygiene factors Motivators encourage employees to work hard while hygiene factors do not encourage employees to work productively but make them demotivated if they are present. Hygiene factors are extrinsic to work, and therefore, thy are maintenance factors that prevent dissatisfaction. Some of these factors include the pay, fringe benefits such as medical cover, organizational policies and administrative policies, physical working conditions, and job security. Hygiene factors cannot be considered as motivators. Motivational factors are inherent to work, and they motivate personnel for superior performance. Some of these factors include recognition, responsibility, sense of achievement, growth and promotional opportunities, and meaningfulness of work.
Four features describe the ideal personal management style. The first characteristic is planning, where the manager sets proper and achievable goals for employees to increase productivity. At the beginning of the year, the line manager should meet with employees and set clear goals and objectives using the smart method. The second component is the implementation where the manager aligns the goals of employees with organizational goals to motivate them. Throughout the working period, they will focus on meeting goals set as well as contribute to the goals of the organization. The third feature is the assessment that will be characterized by frequent communication and timely feedback. The manager should create a culture of continuous communication about the team’s goals and training. The provision of timely feedback not only motivates employees but also allow them to improve. Lastly, the review process will ensure that employees are aligned with the organization’s mission and vision. A manager should review their performance and report and provide suggestions on where to improve.
The two-factor theory of motivation is relevant to the characteristics of the effective performance management system. The theory focuses on hygiene factors and motivational factors that are essential for motivation and motivators, respectively, in the workplace. First, setting clear goals and objectives is a characteristic of an effective performance system that ensures that employees are responsible for their work. Responsibility is one of the motivational factors of the two-factor theory, where managers give employees ownership of the work by setting clear expectations and goals. Second, assessment is a feature of an effective performance management system that provides employees with an opportunity to improve. This feature can be related to Herzberg’s two-factor’s growth and promotional opportunities. An organization must ensure that there are growth and opportunities in the organization to motivate employees. Lastly, motivational factors such as the sense of achievement and recognition can be related to planning where open communication, employee involvement, and cooperation when setting these expectations and goals occurs.
My management styles can be described as coaching, where I strive to improve the long-term professional development of an employee. This style of management motivates employees with development opportunities such as promotion and more responsibilities. Coaching can be related to an effective performance management system because both of them establish clear performance expectations after the manager and employee have used the smart method to set goals. Finally, the essential characteristics of an effective coach include communication and knowledge. Communication is an important characteristic that allows a coach to pass the message across. Excellent listening skills are also part of effective communication. Secondly, management knowledge enables a coach to get the best out of employees as well as improve them.
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