By Kholwaphi Mdziniso | 2018-02-20
Performance management is one of the key responsibilities of each and every leader.
Leaders are given resources to manipulate and optimise for value creation of the shareholders. One of those resources is the Human Resource. Human resource (HR) is one of the trickiest double sided coin that a leader has to play well in order to extract value from it. When human resource is manipulated well, the results are very good for that organisation. Usually you find that the organisation experience;employee ownership, innovation and creativity is always at its highest level. The opposite is true for leaders that fail to play the human resource well. When leaders choose to undermine the human resource, people get to be negative and they tend to produce enough to get the leader out of their face.
The attitude of a leader
The attitude of the leader towards the people sets the tone and the culture of the organisation. When the leader assumes that people are dumb, people will play along yet also when the leader chooses to realise the potential that people have, the people also play along; they get to be productive and do all that is in their power to create value for the organisation. The attitude of the leader in an organisation will set the culture that will either be negative or positive. A positive culture promotes productivity and a negative culture discourage productivity. Attitude is a settled way of thinking or feeling about someone or something, typically one that is reflected in a person's behaviour. The right attitude of the leader sets the tone for the organisation and becomes the radar that will determine productivity.
Human Resource is the only resource that has a mind
People have the mind, people think and naturally people want to be engaged, they want to know what it is they are doing and why. When a leader decides to assume the people are dumb, they will behave dumb but also when a leader chooses to perceive the people as a resource that has value, the people will play along and give value to the organisation
I have observed over time that people will always play along the leader’s perception of them. When the leader presume that people are dumb, they will play dumb. Also when the leader chose to recognise the talents and value they possess, people will use their talents and skills to create value for the organisation.
Productivity and performance management
All organisations exist to create value and managing performance is vital because the future and sustainability of any organisation is determined by productivity. Performance management is one of the key responsibility of all leaders. Though leaders manage the overall performance of the organisation the point of departure is individual performance. Performance management as a system is a process by which managers and employees work together to plan, monitor and review an employee’s work objectives and overall contribution to the organisation. More than just an annual performance review, performance management is the continuous process of setting objectives, assessing progress and providing on-going coaching and feedback to ensure that employees are meeting their objectives and career goals.
The fundamental goal of performance management is to promote and improve employee effectiveness. It is a continuous process where managers and employees work together to plan, monitor and review an employee's work objectives or goals and his or her overall contribution to the organisation.
Coaching
The first step in any effort to improve employee performance is counseling or coaching. Counseling or coaching is part of the day-to-day interaction between a supervisor and an employee who reports to an HR professional and line managers.
Coaching often provides positive feedback about employee contributions. Employees need to know when they are effective contributors to productivity. By providing this positive feedback, you are also letting the employee know the actions and contributions that you would like to reinforce so that you see more of them Heathfield. S (2018).
Feedback
Feedback is information about reactions to a product, a person's performance of a task which is used as a basis for improvement. Feedback is a process in which the effect or output of an action is returned to modify the next action.
Feedback is essential to the working and survival of all regulatory mechanisms found throughout living and non-living nature, and in man-made systems such as education system and economy. As a two-way flow, feedback is inherent to all interactions, whether human-to-human, human-to-machine, or machine-to-machine.
In an organisational context, feedback is the information sent to an entity (individual or a group) about its prior behaviour so that the entity may adjust its current and future behaviour to achieve the desired result. The total output of an organisation comes from individual performance and individual performance is determined by the culture of the organisation. The culture and tone of the organisation is determined by the attitude of the leader; hence it is important that leaders have the right attitudes towards the people they are leading.
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