UNIVERSITI PERTAHANAN NASIONAL MALAYSIA

KEM PERDANA SUNGAI BESI

57000 KUALA LUMPUR
__________________________________________________________________________

SUBJEK

DMR 3393

PERFORMANCE MANAGEMENT AND PERSONNEL DEVELOPMENT

SEMESTER 1 SESI 2022/2023

3ZP45B
INDIVIDUAL ASSIGNMENT

NAMA AHMAD JALALUDDIN BIN JAFRI

NO MATRIK 2200605
KUMPULAN 3 ZP45 B
NAMA PENYELIA Prof Datuk Dr Mohamed Fadzil Che Din

SUBMITED DATE:

25 OCTOBER 2022
1. DISCUSS THE PURPOSES OF PERFORMANCE MANAGEMENT SYSTEM IN AN ORGANISATION.

Performance management system means a system to plan, implement, manage and evaluate the achievement of
member performance and organizational goals in a certain period. In other words, this system is a system that manages
and administers the performance evaluation of each member of its subordinate organization.

there are six (6) purposes of Performance Management System in an organization which is a Strategic, Administrative,
Informational, Developmental, Organitional Maintenance and Documentation.

I. Strategic
A performance management system is a tool that should be aligned with overall organization goals
followed by department goals and individual goals. In other words, the organizational strategic goals
should be linked with each activity performed by every department or employee.
II. Administrative
The performance management system is also set as the deciding factor for employee promotion,
demotion, salary increment, transfer, and terminations. It enables to identify the performers, non-
performers, or underperformer employees in an organization. It merits the competency and skill
level of employees. Hence, it clearly defines the administrative role as well and supports the
management decisions.
III. Informational
Informational purpose can be described as information that has an important purpose in providing
performance-related information to employees through communication. The responsible
management will inform the employees related to their performance that has been evaluated
according to achievements, behavior, etc. and try to give suggestions or information to certain areas
that need to be improved. They will also provide information related to other aspects of the job that
are important for the employee to achieve better. This informational purpose is very important to
communicate to employees because management can give good and appropriate expectations to
employees through their performance evaluation, discuss and explain to them to improve to improve
their performance in a better direction and explain the importance to them if These ideas or
information are suggested and discussed with them.
IV. Developmental
Once the development needs of employees are identified, appraisals can help establish objectives
for training programs. It refers to those areas in which an employee has a deficiency or weakness,
or an area simply could be better through effort to enhance performance for example suppose a
college professor demonstrates extensive knowledge in his or her field and conveys this knowledge
to students in an adequate way. Although this individual’s performance may be satisfactory, his or
her peers may indicate that some improvements could be made. In this case, then, development may
include exposure to different teaching methods, such as bringing into the classroom more
experimental exercises, real world applications, internet applications, case analysis, and so forth.
 V. Organizational Maintenance
The performance management system is the yardstick for measuring employee, department, and
organization achievements and evaluating the performance gaps through various tools and
techniques. Hence, it maintains the health of the organization and its performance standards
VI. Documentation
The performance management reviews, feedback, and forms should be documented and maintained
periodically by every organization. It would enable them to look forward, set new targets, design
developmental needs, design training and learning programs, and career progression of employees
and for the department. Hence, it helps in driving the organizational needs to desirable objectives.

2. EXPLORE AND DESCRIBE THE CHARACTERISTICS OF PERFORMANCE MANAGEMENT

SYSTEM.

there are 15 ideal performance management characteristics which is: -

1. Strategically congruent
- The system should be congruent with the unit’s and organization’s strategy. In other words, individual
goals must be aligned with unit and organizational goals.

2. Contextually congruent
- The system is congruent with norms based on the organization's culture. The system is congruent with
norms based on the culture of the region and country where the organization is located.

3. Thorough
- Do these four tasks to make the system thorough:
 Evaluate all employees (including managers).
 Evaluated all major job responsibilities (including behaviors and results).
 Evaluate performance over the entire review period, not just the few weeks or months before the formal
review meeting.
 Give feedback on positive performance aspects as well as those that need improvement.

4. Practical
- Systems that are too expensive, time-consuming, and convoluted will obviously not be effective. Make
sure good, easy-to-use systems (for example, performance data are entered via user-friendly Web and
mobile apps) are available for managers to help them make decisions. Also, the benefits of using the
system (like increased performance and job satisfaction) must be seen as outweighing the costs (such
as time, effort, expense)

5. Meaningful
 - Make the system must be meaningful in five ways:
 Make sure the standards and evaluations conducted for each job function are important and relevant.
 Assess performance only for functions that are under the control of the employee.
 Conduct evaluations at regular intervals and at appropriate moments.
 Provide continuing skill development of evaluators.
 Use results for important administrative decisions.

6. Specific
- A good system should be specific, meaning that it should provide detailed and concrete guidance to
employees about what is expected of them and how they can meet these expectations.

7. Identifies effective and ineffective performance

- The performance management system should provide information allowing for the identification of
effective and ineffective performance. That is, the system should allow for distinguishing between
effective and ineffective behaviors and results, thereby also allowing for the identification of
employees displaying various levels of performance effectiveness.

8. Reliable
- A good system should include measures of performance that are consistent and free of error. For
example, if two supervisors provided ratings of the same employee and performance dimensions,
ratings would be similar.

9. Valid
- The measures of performance should also be valid. In this context, measures are relevant, include all
critical performance facets, are not deficient, do not leave any important aspects out, and are not
contaminated, do not include factors outside the control of the employee.

10. Acceptable and fair

- A good system is acceptable to and perceived as fair by all participants. Perceptions of fairness are
subjective, and the only way to know whether a system is seen as fair is to ask the participants.

11. Inclusive
- Good systems include input from multiple sources on an ongoing basis. First, the evaluation process
must represent the concerns of all the people who will be affected by the outcome. Consequently,
employees must participate in the process of creating the system by providing input regarding what
behaviors and/or results will be measured and how. Second, employee input about their performance
should be gathered from the employees themselves before the appraisal meeting.

12. Open (No Secrets)

- The system should have no secrets:
 Evaluate performance frequently and give feedback on an ongoing basis. Employees know how well they
are always doing.
 Turn the review meeting into a two-way communication process during which information is exchanged,
not delivered from the supervisor to the employee without his or her input.
 Make standards clear and communicate them on an ongoing basis.
 Make communications factual, open, and honest.

13. Correctable
- The process of assigning ratings should minimize subjective aspects. However, it is virtually impossible
to create a system that is completely objective because human judgment is an important component of
the evaluation process. When employees perceive an error has been made, there should be a mechanism
through which this error can be corrected. Establishing an appeals process, through which employees
can challenge what may be unjust decisions, is an important aspect of a good performance management
system.

14. Standardized
- The system should be standardized, which means that performance is evaluated consistently across
people and time. To achieve this goal, the ongoing training of the individuals in charge of appraisals,
usually managers, is a must.

15. Ethical
- Good systems comply with ethical standards. This means that the supervisor suppresses her personal
self-interest in providing evaluations. In addition, the supervisor evaluates only performance
dimensions for which she has sufficient information, while respecting the privacy of the employee.