Developmental and Evaluative
Performance Management Systems
Performance management system is a
process designed to involve all employees and other relevant stakeholders to
improve organizational effectiveness. Both developmental and evaluative
performance management systems have similar purposes. This is because they are
derived at attaining a common goal. Among the chief purpose is enabling
employees achieve superior standards to be used at the work place. The
standards are attained by use of several tools in this realization. Both also
serve the purpose of identifying skills and knowledge required for a certain
job. These skills and knowledge would help in performing efficiently since it
gives the drive in focusing towards performance in the right task and manner
(Aguinis, 2013). Employee performance is also boosted by encouraging
motivation, empowerment and implementation of favorable reward systems. At this
point, the barriers of effective performance are identified, and real time
solutions derived. Both strategies are designed to improve the communication
system between supervisors and employees. This is by clarification of roles and
accountabilities and communicating it to all the departments involved.
However, the tools used are
different in each strategy. Evaluative performance management systems use
review forms as one of its tools. These review forms entail information of all
employees and their respective positions in the organization. They have various
standards that have been set and are used to assess the performance of these
employees. The evaluative strategy also makes use of the recognition technique
to fulfill its desired objective. Employees that have attained a particular set
threshold are rewarded on different basis (Solomon, 2009). It works as a
motivation to other employees to perform so as to get recognition next time.
Developmental strategy on the other hand, uses training programs. Employees are
trained based on the standards of the relevant organization. The training
process helps them fit into the system and perform as it is expected of them.
There is also the use of performance planning as a tool. All the relevant
stakeholders brain storm and generate the best plan to help propel the
organization to a higher level.
Strengths of the Systems
Both systems have their own
strengths. Strengths in the developmental system include the ability of the
system integrating all employees into a common unit. This is through the
training programs that are offered. The employees are equipped with similar
abilities since they have undergone through the same training program. As a
result, it becomes easy to work in partnership hence achieve success along the
way. Performance planning on its part brings essence of the job
description. Through the planning
process, all employees are aware of what is expected of them, hence work
towards delivering (Aguinis, 2013). It also helps in laying down the output
goals. This is achieved by maximization of economic resources.
Evaluative system on its part
ensures that employee performance is analyzed through the performance review
forms. This comes as strength since it gives the supervisors an idea of how to
deal with the employees. It also helps in identifying whether employees still
have the qualities and abilities that earned them jobs in the first place. It
helps in assessing whether there is a need for any replacements in certain areas
of the organization. Recognition on it part brings motivation to all employees.
To them it acts as a morale booster.
Weaknesses of the Systems
Both systems have their weaknesses,
which are not very domineering. In developmental systems, the training programs
might not favor everyone at the workplace. Most of these programs are aimed at
bringing uniformity. For this reason, similar techniques are used on every
employee. This might not be effective since it does not consider the aspect of
diversity which is prevalent in every organization. Performance might also
bring rigidity on the side of employee and deter them from adjusting to changes
in the future
(Baron, 2011).
In evaluative system, the
recognition process might be bias. This might depend on how a certain employee
is perceived by the management. It would work as a discouragement to other
employees and fail to deliver the intended objective.
Benchmark of Critique
Acceptability can be used as a
benchmark, to critique performance management systems. The tools used in every
system should be used to all employees in the organization. Some management
bodies tend to impose systems that do not go well with the employees. They use
their influence to force employees to go through the systems despite their
attitudes towards these systems. Employees might not accept some rationales
based on their beliefs, motivation drives and abilities. Some might think that
they are not fair and suitable for the desired objectives. As a result, there
will be reluctance in embracing these systems. Using the systems might not be
effective in improving the performance in the workplace. This is because the
employees will be opposed to many changes in the organization due to the fear
of the unknown (Solomon, 2009). The
aspect might paralyze most activities and delay developmental programs as a
whole. Employees are an integral part of any organization. Their needs and
concerns must be given paramount consideration before operations are executed.
Any performance management system that is not embraced by employees should be
reviewed. Spearheading operations with a performance management system that is
not acceptable might lead to total failure.
Good Practice of Performance
Management
Several practices can be used in
enhancing performance management in any organization. Among the practices is
embracing diversity in the organization. Diversity is an aspect that surfaces
in many organizations with this error of operation. It comes in many forms
ranging from age, race, abilities and beliefs among others. It is upon the organization
to devise a plan of managing diversity. This will help in accommodating all the
employees in the system irrespective of their differences (Solomon, 2009). It
would even be easier to understand how certain individuals behave in certain
ways. This way, the strategies devised
in improving performance would be effective due to their inclusive nature. When
the organization is establishing systems performance management, all the
differences among the employees would be considered. At the end, the system chosen
will tend to favor all employees irrespective of diversity at the workplace.
This would help in evading the stumble of system acceptability by employees.
Everyone would be willing embrace it.
Working in partnership is another
practice that needs to be embraced in performance management. All m employees
irrespective of their status in the organization need to work together. Junior
employees should be involved in some decision making processes involving
organizational affairs. This helps in creating a sense of belonging. There is
no segregation between the senior and junior staff. A good understanding
everyone’s ability and weaknesses is attained. As a result, junior employees
would be willing to embrace performance management systems being used in the organization
since they were part of the body that coined them. This aspect helps in
improving the general performance in the workplace.
Comparison of the Systems
Developmental and evaluative
performance management systems have some elements in common. Among the
similarities is that both are focused on employees. These systems aim at
improving the general performances of all the employees in the organization.
Aim at directing employees towards achieving desired standards in the
organization. This is because both systems encourage motivation and empowerment
of employees. These are key components for success to be realized in any
working environment. Another similarity is that in both systems, there is an
implication that employees cannot achieve better performances by themselves.
There are supervisors in both cases. For developmental system, the supervisors
are the key designers of the actual plans to be followed. They are also
involved in deciding what elements need to be included in the training
programs. Employees have to abide with whatever that is brought forward. A
similar case is observed with the evaluative system. Employees are not given
the chance of evaluating each other based on their own observations. There is
also no pre-requisite for them to point out on individuals that they think
deserve recognition in a particular period of operation (Aguinis, 2013). All
these are done by the management and relevant supervisors.
Contrast
The major contrast is that the
evaluative system is aimed at assessing the current performance of employees
while developmental tries to focus more on future. Evaluative systems just check the suitability
of employees based current prevailing conditions. This means that it does not
take into account the conditions that might have resulted to certain levels of
performance. Developmental systems on the other hand concentrate with the
future operations based on the tools used. Initiating plans and training
programs are aimed at improving employee performance in future endeavors
(Baron, 2011).
Summary
Performance management systems are
brought forward to enhance the performance of all stakeholders in the
organization. Among the major systems used in most organizations are evaluative
and developmental systems of performance management. These systems serve
similar purposes once they are integrated in the organization. They both aim at
helping employees attain higher standards in execution of their duties.
However, the tools used for these systems are different. The evaluative systems
make use of performance review forms and recognition. Developmental system on
the other hand, makes use of training programs and performance plans. The
strength of the training programs and performance plans is that they enable
employees to work as a unit due to the interactions. However, the performance
plans might bring rigidity since the employees’ mind set is already fixed.
Performance review forms on their part can give supervisors ideas on the
changes that their employees need to embrace for effectiveness. It checks on
laxity that might have crept along the way.
Acceptability can be used as a
benchmark for critiquing a performance management system. This is because
employees’ corporation is vital for a performance management system to work
effectively. Managers need to embrace diversity and adopt strategies that would
in managing it. This would help in understanding what employees want based on
their status hence develop a system that will be accepted by all. Working in
partnership would also play a significant role in convincing employees to accept
various performance management systems.
References
Aguinis, H. (2013).
Performance management (3rd ed.). Boston: Pearson.
Baron, A. (2011). Taking
Steps to Enhence Organizational and Individual Effectiveness. Overview of Performance
Management, 12(5), 23.
Solomon, C. (2009).
Select a performance management system. Alexandria, Va.: ASTD Press.
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