History and background of Performance Management

\The concept of employee performance management isn't new. In many aspects, performance
management has progressed in the twentieth and twenty-first centuries, but some businesses
continue to use outmoded approaches to assess employee performance. In this article, we'll go
over a brief history of performance management to help you understand the primary drivers of
change throughout history, as well as some of the main factors driving modern firms to improve
their performance management systems. During the 1920s, when business and industry were
expanding, performance management became increasingly important. Operational efficiency
became a focus point as corporations sought to maximize mass output. Employee development
and engagement, as one might imagine, were deemed less significant at this moment.

Personality-based performance rating methods were popular in the 1950s. Employees would be
evaluated on characteristics such as job expertise, sincerity, and loyalty; nevertheless, it was
quickly discovered that evaluating workers' performance based on hereditary characteristics had
no bearing on their productivity in the workplace. As a result, businesses began looking for more
effective ways to evaluate their staff. Annual formal appraisals began to focus on what an
individual could achieve in the future in the 1960s. In addition, there was a greater emphasis on
goals and objectives, leading to the popularization of the term "management by objectives."
The subjectivity and biases in performance evaluations prompted the introduction of
psychometrics and rating scales in performance management in the 1970s, which led to the
introduction of psychometrics and rating scales in performance management. The multi-rater
feedback system (also known as 360-degree feedback) gained popularity in the 1980s and 1990s,
though it's worth noting that multi-rater feedback had been used by a few companies prior to the
1980s, including Esso Research and Engineering Company, which was one of the first to use it in
1950s.
Employee motivation and engagement became more of a focus in the 1990s and early 2000s.
Many businesses have abandoned annual performance evaluations in favors of more continual
feedback-driven approaches. While the importance of continuous feedback cannot be
emphasized (see our blog post on the importance of feedback), many critics in today's world
argue that continuous feedback is no longer sufficient for improving employee productivity and
retention.
Developments in the last decade of performance management
When Engage for Success (EFS) was formed a decade ago in 2011, most HR practitioners
assumed that the design of performance management was fairly well established and understood.
Setting SMART objectives at the start of the year, a mid-year review, and an end-of-year
evaluation of performance versus objectives were all common performance management
policies. This would then be linked to a system of ratings and rankings that would be calibrated
across the company and linked to merit pay, incentives, and possibly promotions. This was a
popular method of managing individual performance, and it was supposed to help organizations
achieve high performance. What began as a method to increase performance through engaging
and motivating employees had become systemized in an attempt to deliver this across
organizations in a uniform manner.

There was little consideration given to the potential drawbacks of this strategy. However, many
managers, employees, and HR professionals began to have reservations about this strategy.
The management of performance began to be questioned. The dreaded once-a-year chat
regarding employee performance was viewed as the improper approach to manage employees
because it resulted in a slew of issues.
From 2014 forward, publications began to appear in which this approach to performance
management was questioned, as it became clear that it had a slew of unforeseen consequences.
As an example:
 The time and resources required to carry out the requirements of a standard HR
performance management strategy appeared to be far too onerous, and the approach was
not deemed to be cost-effective.
 Both managers and employees voiced dissatisfaction with the policy and the
talks it compelled them to have.
 Most managers lacked the necessary skills to have unpleasant conversations.
 Managers waited until the once-a-year meeting to bring up all of the
problems and frustrations that had accumulated over the year, rather than
dealing with them earlier.
 There was a lot of disagreement about ratings, especially when they were
tied to pay scales and incentive payouts. This was because it was assumed
that rating and ranking systems would demotivate the vast majority of
 employees while motivating and engaging the small elite with the highest
ratings.
 Setting meaningful goals was not as simple as it appeared at first. The
complexity and changing nature of many positions in organizations were not
well captured by a small number of objectives and measures.
 Traditional performance management policies did not appear to be linked to
the increased interest in employee engagement as a means of boosting
organizational performance. Traditional performance evaluations, on the
other hand, looked to be disengaging staff.

There was a slew of articles published in journals like Harvard Business Review, management
consultancies like CEB, and McKinsey and Booz who prepared articles on why performance
management needed to change, while other companies like Adobe, Microsoft, Deloitte, GE,
Accenture, and many others claimed to have done away with performance management /
appraisals entirely, despite the fact that it is still done in a different way. According to a Deloitte
survey, by 2017, 70% of organizations were well on their way to reinventing their performance
management method
All of these companies realized that their previous strategy to using the performance
management tool was flawed. The processes and rules in place did not keep up with changing
work and environmental conditions. There had been major changes in the way work was done
that traditional performance management systems didn't account for. The following are some
examples of these modifications. In jobs, there is a rising demand for more judgment and
creative input. This may mean that duties are not as clearly defined, resulting in unexpected
effects from the old / traditional approach. If only a few job objectives are being measured, this
nuanced position, where many tasks require individuals to exercise considerable judgment and
apply specific knowledge and abilities, is difficult to convey.
 Emotional and social labor is in higher demand to manage complicated interactions with
consumers and clients that are difficult to condense into a few goals.
 Other occupations are becoming increasingly transactional and unstable. Customer
contact centers, logistics warehouses, and app-based businesses like Uber, Delivered, and
others all have performance controls incorporated into their operational and service
delivery mechanisms. These types of roles and processes may not be acceptable for an
HR performance management policy.
 The rise of freelancers, talent leasing, and the gig economy has resulted in more people
having a possibly short-term relationship with the organization or their function, making
the traditional / previous approach ineffective.
 Because there are fewer roles where individual performance can be easily compared,
those in charge of performance management and appraisals must adopt a new way to
gauging success.
  Work is becoming more agile as a result of the need to adapt and change quickly. To
adapt to changing workplace requirements, more regular discussion of progress versus
targets is required. These discussions should also allow for more input from the employee
in terms of how the changes can be implemented.
 A rise in matrix working, in which individuals are assigned to multiple teams, resulting in
a rise in the usage of 360-degree feedback.
 A better understanding of the total 'employee experience,' as well as the social and
environmental impact of B-Corps, and how this affects levels of engagement and, as a
result, productivity.
 A stronger interest in the mission of the organization, with a focus on values and
behaviors rather than just duties.

There have also been changes in the environment that have impacted perceptions of work,
necessitating the need to adapt the traditional/previous model performance management method,
such as the number of social media channels and users grows, so does the
expectation and frequency of input. People are no longer willing to wait months
for feedback on their work because they can receive 'likes' on posts in minutes. A
wider choice of technologies is now accessible to enable the delivery of PM tools,
and it is no longer necessary to complete them on word or excel documents. The
development of software and apps has made it easier to access information on a
variety of devices. More recently, the pandemic has made it impossible to hold
frequent performance chats in person. They are either held virtually, which may
affect the quality of the dialogues, or they do not take place at all . There are
various tensions that have surfaced that need to be understood fully in order to
help determine the optimal strategy to performance management for those
organizations trying to enhance their performance management process and
outcomes, such as:

 Should performance management be viewed as a tool that looks forward or backward?

 Those who use the performance management process to agree on annual pay awards are
more likely to look backwards, as those being rated will want to attain the best financial
outcomes possible.
 Managing performance is a forward-looking activity in which you hope to impact the
outcomes of a task in the near future. As a result, the conversation should ideally focus on
what enables future accomplishments and what can be learned from previous attempts to
finish the task that can influence future accomplishments.
 Is the employee in charge of setting their own goals, or are they set for them by finance
teams for teams and individuals to achieve?
  Is the performance management tool viewed as an administrative tool for gauging overall
performance and compliance, or as a development tool for assisting individual
development?
 Frequent feedback is regarded as critical to effective performance management. Some
performance management processes may not include frequent 1-2-1's or check-ins, but
could they be utilized to supplement a yearly review?

When developing a new performance management process, considering how the EFS four
enablers are reflected in the process could prove beneficial, especially when reflecting proven
practices in organizations with high engagement levels.  These would include: Consider how the
EFS four enablers are mirrored in a new performance management process when building a new
process, especially when reflecting proven methods in organizations with high levels of
engagement. These would include the following:

 Strategy Story
Can the employee see a clear connection between the task they're doing and the organization's
strategic narrative or purpose? Are the objectives broader than just duties, and do they include
goals that encourage the person to deliver the strategic vision in their role?

 Employee Voice
Can employees be involved in the joint development of goals and targets, or the constructive
nature of forward-looking conversations that see performance as more than just individual
efforts, but as part of a collective assemblage of processes, skill, knowledge, tools, and resources
to create and deliver a product or service?

 Integrity
Can data be utilized to inform actions and decisions in the context of developing organizational
justice and fairness in order for the process to be open and transparent?

 Getting the Right Process

Getting the Right Process could be only half of the battle. Even with what they think to be the
optimum procedure, organizations have discovered that their preferred strategy can result in
varying levels of involvement and the benefits that come with it. The EFS Performance
Management TAG has been working to better understand what managers of highly engaged
employees are looking for. Compared to managers of weakly engaged teams, teams are doing
better with these performance management techniques. One of the important results of the TAG's
original research was that managers of highly engaged teams only utilize performance
management tools in ways that are appropriate for their team or alter them to match customized
operational demands.
They don't just slap it on top of, and maybe in addition to, current operational processes; instead,
they pick and choose the aspects that will bring value to their team and adapt the delivery to their
needs. While this contradicts the approach necessary to assess overall organizational success,
preliminary research indicates that it results in higher levels of involvement and benefit

These additions would also contribute to addressing the critiques of traditional performance
management methods and building on improved performance management methodologies. Other
factors that would help in this regard are:
 Making rating and rankings equitable and fit-for-purpose, if and when used
 Moving to regular check-ins
 Using peer and customer feedback
 Discussing development and skills

While organizations have been able to adapt to changes over the last ten years, the pandemic has
forced an accelerated level of change in how businesses work, as well as the new hybrid world of
work that is still evolving. As a result, organizations will need to continue to adapt their
performance management methods in order to be supported in achieving objectives that propel
their organizations forward.
The importance of performance management

Keeping
employees
engaged

Retaining
talent

Developing
leaders from
within

 Keeping employees engaged

Any management team's focus should be on employee engagement. Goals would be set at the
start of the year and revisited 12 months later to determine if they had been met in a yearly
appraisal system. This extended period of time without feedback or check-in is almost certain to
kill engagement.
According to the Growth Divide Study, 94 percent of employees would prefer real-time feedback
and development opportunities from their boss, and 81 percent would prefer at least quarterly
check-ins with their boss.
Employees respond best to feedback given on a monthly or quarterly basis, according to studies,
with regular check-ins serving as a zone to fix problems, change goals as needed, and refocus on
the aim. In fact, firms that meet quarterly or more frequently to discuss goals are over 50% more
likely to achieve above-average financial success.

 Retaining talent
Employees who meet with management on a regular basis to discuss performance, resolve
issues, and obtain training are more likely to stay with the organization.
Employees are more motivated to stay with the company and work harder if they see their
management team working hard to develop them professionally, assist them in achieving their
goals, and consistently recognize performance.

 Developing leaders from within

The development of leaders from inside the organization is enabled by this continual
development and partnership between managers and employees. Recruiting costs, as well as the
costs of onboarding and training new staff, can be exceedingly costly. To be able to create
leaders from within the organization means that this person already has a demonstrated fit with
the company's culture and that the training expenditures and resources spent turning this person
into an asset will not be wasted.
Employees will be motivated by this leadership path because they will see that their hard work
will be rewarded with promotions and other benefits.
Performance management also forces management to have a constant focus on the company's
objectives and goals, as well as how to effectively achieve them. This constant re-visitation of
goals ensures that they remain relevant throughout the year, as goals will be changed in light of
new technologies, market developments, and other considerations.

Why Performance Management Systems Often Fail

• THE PROCESS IS NOT STRUCTURED

The lack of structure in the process is one of the reasons why performance management
fails. It is not a one-time procedure that must be conducted on a regular basis. If you don't
have a well-designed performance management structure, you won't be able to do it.
Because the primary goal of having a performance management procedure in place in an
organization is to improve the overall performance of its personnel.
As a result, a well-structured performance management system aids employee in better
understanding organizational strategy and working toward their objectives with greater
motivation.

• LACK OF COMMUNICATION
Managers aren't always able to express their expectations to their personnel. It is critical
that they correctly communicate the benefits of performance management to their staff.
Employees should be given the resources they need to consistently develop themselves,
and they should understand the value of continuous learning and a performance
management system.

• OVEREMPHASIZING RECENT PERFORMANCES

This is one of the most typical blunders made by managers and HR professionals. In
general, performance management procedures suffer from a variety of biases. One of
these is recency bias. This is an unconscious bias, because memory and the way the mind
generates associations play a role in the problem. Nonetheless, it is a harmful bias.
Simply said, recency bias can make or break a performance evaluation. As a result,
prioritizing current performance too much can lead to the performance management
system failing.
 • ANNUAL PERFORMANCE EVALUATION
Only when done on a regular basis is performance review useful. Any organization's
annual performance assessment is insufficient. Some executives report that it takes up a
significant percentage of their time. Employees must wait a year to give or receive
feedback if performance evaluations are done annually. It is detrimental to the
productivity of the company.
As a result, one of the reasons your performance management system could fail is annual
performance evaluation.

Introduction of company
TurboAnchor® (Pvt) Ltd. is an advisory company which combines A.I based analytics and
research, backed by a decade of experience in developing and implementing online business
strategies. We have been developing future products in A.I and IoT since 2010.
We help companies, ranging from startups to large enterprises all over the world reach their full
potential by providing consulting services, A.I assisted productivity management tools,
marketing services and ERP systems.

How they work

An orchestrated workflow.

TurboAnchor helps companies all over the world reach their full potential by providing consulting services for
businesses encompassing multiple industries.

We help businesses in understanding their customers and in developing production processes that are both
cost-effective and practical. Consistent growth strategy, risk management, in-depth analytics, management
tools and more - TurboAnchor® has it all covered.

Services TurboAnchor provide

We provide end-to-end solutions to businesses of all sizes .

 Micro Enterprises

 Small Enterprises

 Medium Enterprises

 Large Enterprises
What they do

 A.I
State-of-the-art analytical tools

 IoT
Tracking automation with beacons

 Digital marketing
Activate your brand with AI
  ERP
Dynamic resource allocation

Main Functions of a Human Resource Department

The human resources department handles a range of different functions within an

organization. The department is responsible for hiring and firing employees, training workers,
maintaining interoffice relationships and interpreting employment laws. The department
works diligently behind the scenes to ensure an organization runs efficiently. The HR
department's duties will vary between companies.

Hiring and Recruiting

One of the primary functions of the human resources department is to oversee hiring and
recruiting within an organization. The department actively recruits, screens, interviews and
hires qualified candidates for open positions. The department administers skills assessment and
personality tests to match candidates with the right job within the company. The human
resources department also develops employee handbooks that explain company policies and
procedures to new hires.

Training and Development

The human resources department handles the training and development of staff within an
organization. It creates training programs and conducts training for new hires and existing
employees. The human resources department also works in conjunction with department
managers and supervisors to determine the training needs of employees. They are also
responsible for contracts with training providers and monitoring training budgets.

Handling Compensation

The human resources department is responsible for various aspects of employee compensation.
The department typically handles employee payroll and ensures employees are paid accurately
and on time, with the correct deductions made. Human resources departments also manage
compensation programs that include pensions and other fringe benefits offered by the
employer.

Employee Benefits

The human resources department manages all aspects of employee benefits, including health
and dental insurance, long-term care or disability programs as well as employee assistance and
wellness programs. The department keeps track of employee absences and job-protected leave,
such as family medical leave. Human resources department representatives ensure employees
receive the proper disclosures regarding benefit eligibility or if benefits are no longer available
because of a layoff or termination.

Employee Relations

The human resources department handles employee relations matters within an organization.
Employee relations involves employee participation in different aspects of organizational
activities. The department maintains the relationship between employees and management by
promoting communication and fairness within the company. The department also handles
disputes between employees and management, as well as disputes between the company and
labor unions or employee rights organizations.

Legal Responsibilities

The human resources department is responsible for interpreting and enforcing employment and
labor laws such as equal employment opportunity, fair labor standards, benefits and wages, and
work hour requirements. The department also investigates harassment and discrimination
complaints and ensures company officials remain compliant with United States Department of
Labor regulations.

Activities performed by the HR department

Core Functions of HR

Human resources (HR) professionals conduct a wide variety of tasks within an organizational
structure. A brief review of the core functions of human resource departments will be useful in
framing the more common activities a human resource professional will conduct. The core
functions can be summarized as:
Staffing

This includes the activities of hiring new full-time or part-time employees, hiring contractors,
and terminating employee contracts

Staffing activities include:

 Identifying and fulfilling talent needs (through recruitment, primarily)

 Utilizing various recruitment technologies to acquire a high volume of applicants (and to
filter based on experience)
 Terminating contracts when necessary
 Maintaining ethical hiring practices and aligning with the regulatory environment
 Writing employee contracts and negotiating salary and benefits
Development

On-boarding new employees and providing resources for continued development is a key
investment for organizations, and HR is charged with maintaining a developmental approach to
existing human resources.

Development activities include:

 Training and preparing new employees for their role

 Providing training opportunities (internal training, educational programs, conferences, etc.)
to keep employees up to date in their respective fields
 Preparing management prospects and providing feedback to employees and managers
Compensation

Salary and benefits are also within the scope of human resource management. This includes
identifying appropriate compensation based on role, performance, and legal requirements.

Compensation activities include:

 Setting compensation levels to match the market, using benchmarks such as industry
standards for a given job function
 Negotiating group health insurance rates, retirement plans, and other benefits with third
party providers
 Discussing raises and other compensation increases and/or decreases with employees in
the organization
  Ensuring compliance with legal and cultural expectations when it comes to employee
compensation
Safety and Health

Achieving best practices in various industries include careful considering of safety and health
concerns for employees.

Safety and health activities include:

 Ensuring compliance with legal requirements based on job function for safety measures
(i.e. hard hats in construction, available counseling for law enforcement, appropriate safety
equipment for chemists, etc.)
 Implementing new safety measures when laws change in a given industry
 Discussing safety and compliance with relevant government departments
 Discussing safety and compliance with unions
Employee and Labor Relations

Defending employee rights, coordinating with unions, and mediating disagreements between the
organization and its human resources is also a core HR function.

Employee and labor relations activities include:

 Mediating disagreements between employees and employers

 Mediating disagreements between employees and other employees
 Considering claims of harassment and other workplace abuses
 Discussing employee rights with unions, management, and stakeholders
 Acting as the voice of the organization and/or the voice of the employees during any
broader organizational issues pertaining to employee welfare.
 Human resource management tools
Company uses balance scorecard keeping everything aligned specially for operation and sport
department back in head office. Before using a scorecard, they were using traditional planning
and then evaluate to scorecard and they evaluate on quarterly. He said that scorecard is best tool
for the company because it is first tool which was done practically in market.
Job Analysis
Job analysis is gathering and analyzing job specification. When you are hiring someone, you
should tell about the consideration of the company payoff. If you are not doing job analysis
perfectly you are not making the job description perfectly and you cannot make key result areas
and if you cannot make key result areas you cannot make key performance indicator and if you
are failed at making key performance indicator you are failed at making scorecards.
It is base if you cannot make job analysis perfect you cannot move forward, and you cannot have
proper result.
Method of collecting job analysis
Online help for job analysis cannot give you that result which you want. For job analysis he said
that some strategies are made like structure and open-ended questions employees coordination
matters, conducting interview couple of practice help out for making job analysis.
When you are doing strategic planning at the start of year if you have changed something at the
start of year then definitely job analysis will change and if you are working on same strategies
then there will be no change in job analysis. There is 99 percent chance of change because every
year strategic planning is being done and if the business is developing you must have to make
changes.
Hiring Method

While telling about hiring method he says that they use both process for hiring internal and
external. He tells us that they use internal hiring for universities fresh graduates and in sport
department they mainly use external hiring. They make ads on job portal for candidates and for
crew members he said that the most effective way is to convey from newspaper.
Personal forecast
For personal forecast they do trend and ratio analysis the most. If you spend decade in company
then you changing process become accurate and he said they have more focus on trend analysis.
They have less employee turnover because every employee is cleared about everything they are
doing in the company.
 Employee testing
For employees testing they use psychometric test, motivational driver test and technical test.
While engaging any charter for the company the test is according to accounting field and for
hiring HR the test is according to their practice different positions have different testing.
Reliability and validity
Whenever they do recruitment testing the head of HR review that test itself as he tells us in the
interview that what type of questions are being asked when he go ahead all the question then the
further process start.
While checking the background of employee he said that the best feedback is social contact and
for checking background their always experience resource from the social circle of HR group
there is always accurate reference confirmed.

Interview
For interview of employees they ask questions in combination such as open ended, structured
etc. They do 2 types of interview initial interview and panel interview.
If the panel miss judge the employee in this situation the head of HR according to the situation
he asks the questions from that candidate so he clarify if either the judgment of HR is verified or
not so then HR clarifies in front of panel that if panel is not being miss judged.
Orientation
It is the whole process when they hire someone for the company. So, orientation is being
conducted such as company introduction, vision, mission, structure, job description is handover.
He said that the main thing is that if the candidates first day become best it means that you buy
their loyalty it is good for company as well as the employee.
Training
They prefer on job training such as lectures, on job and performance simulation they prefer the
most. They do 3 months training programs for their employees who are in operations department.
He said that they teach each and everything’s to their candidate about their company.
Pay roles in company
They always go for the point method they do salary surveys by themselves if any changes occur
in other fast companies they are conveyed as they are on differentiation strategies so they have to
do better pay off. They do swift changes in them. They check it every year.
 Performance Management Process

Prerequisites

 Result
 Behaviors
Performance
Planning

At the performance execution stage,

the following factors must be present:
 Commitment to goal achievement.
 Ongoing performance feedback Performance
and coaching. Execution

 Communication with the supervisor

 Collecting and sharing performance
data.
 Preparing for performance reviews.

 In the assessment phase, both the Performance

Assessment
employee and the manager are
responsible for evaluating the extent to
which the desired behaviors have been
displayed, and whether the desired
results have been achieved.
Performance
Review
 The performance review stage involves
the meeting between the employee and
the manager to review their assessments.
This meeting is usually called the
appraisal meeting or discussion.
Performance
Renewal &
Recontracting
 The final stage in the performance process
is renewal and contracting. Essentially, this
is identical to the performance planning
component. The main difference is that the
renewal and contracting stage uses the
insights and information gained from the
other phases.
 Performance Management Process of TurboAnchor
TurboAnchor® (Pvt) Ltd. is an advisory company that combines A. I based analytics and
research, backed by a decade of experience in developing and implementing online business
strategies. We have been developing future products in A.I and IoT since 2010.
Success in sales for TurboAnchor. The fact that the function of the sales representative was
unclear and that no formal sales procedures were in place prior to lately only serves to muddle
matters further. The expertise and understanding of sales agents varied widely; most made little
effort beyond receiving orders and enhancing businesses' performance in a cutthroat market via
various internet platforms. Finally, franchises' management techniques for following up with
TurboAnchor vary widely.
TurboAnchor recently agreed to partially fund and support a training program for sales
representatives, recognizing the need to improve their performance. In turn, the network of
franchise owners agreed to collaborate on the implementation of a performance management
system. The franchise owners conducted a job analysis of the role of the sales representatives as
a first step in developing the performance management system, wrote a job description, and
distributed it to all sales representatives. The franchise owners also adopted a franchise-wide
mission statement that emphasized the importance of providing high-quality customer service.
This mission statement was posted in all franchise offices, and each franchise owner spoke with
his employees about the importance of individual sales in helping the company achieve its goals.
The managers then set performance goals (i.e., sales quotas) for each employee. Then, all sales
representatives went through extensive training. Employees were given feedback based on their
performance in the training course and then reminded of their sales quotas once more. Back on
the job, managers provided their employees with information about where they stood in relation
to their sales quotas. Because employees had no way of tracking their own progress towards
quotas, performance feedback was little more than a reiteration of monthly sales targets.
Because there was no performance appraisal form in place, no discussions were recorded.
Although sales quotas were met for the first few months, franchise owners received complaints
from customers about the poor quality of customer service they were receiving. As a result, sales
began to fall. Furthermore, many advertisements were frequently inaccurate. While the new
performance management process was an improvement over no performance management (at
least initially), the franchise owners were still a long way from having a system that included a
smooth transition between each of the performance management process's components.
What they need to improve
a. prerequisites:
Performance planning the franchise must develop a clear, accurate and informative
job descriptions and appraisal form in which listed all of the accountabilities of each
employees. This should also explain how their performances are evaluated and how it
 can help the company. Also, providing high quality customer service should be
communicated properly through the goals which were set.
b. performance planning:

Performance execution for the link of performance planning to performance execution to

improve, the employees must have a better understanding as to what is expected of them
and how they can meet these expectations.
c. Performance execution:
Performance assessment the employees should be informed on the comparison of the
number of sales they’ve achieved and what is the expected quotas from them. In
addition to this, any information regarding customer feedback and their managers’
feedback must be properly communicated to them.
d. performance assessment:
Performance review the standardization of the appraisal form will result in the
improvement of the performance review phase and will improve its link with the
performance assessment procedure.
e. performance review:
Performance renewal and re-contracting Setting of formal meetings between the top
management and the employees in which written goals and objectives, and a standardized
appraisal form will be discussed and implemented for the purpose of performance review.
The meeting should also be utilized in assessing goals that are set to ensure that the
organizational needs are met and also for possible improvement and the like.
f. performance renewal and Re-contracting:
Prerequisites will depend on every circumstance. For instance, if organizational needs are
met, there is no need for the organizational goals to change and the process to
prerequisites will still proceed. On the other hand, if organizational needs are not met,
then there will be a need to improve, change and amend the organizational goal. Also,
individual employee job descriptions should be changed in accordance with the desired
outcome of both the organization and its employees.