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OL 211 Human Resource Management OL 211 Milestone Three - Southern New Hampshire University
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OL 211 Human Resource Management OL 211 Milestone Three - Southern New Hampshire University
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Running Head: OL 211 MILESTONETHREE
Name
OL211 Milestone
Three
Southern New Hampshire University
, OL211 MILESTONE
TWO
Performance management is the practice of establishing a work setting in which people
can execute their job descriptions best of their abilities (Baker, 2017). Performance management
determines an interaction with an workers during major life cycle occurrences (Baker, 2017).
Performance management makes every opportunity with a worker into a training moment
(Baker, 2017).
“The definition of performance management is the systematic process by which an
agency involves its employees, as individuals and members of a group, in improving
organizational effectiveness in the accomplishment of agency mission and goals” (Bohlander,
Morris & Snell, 2016) (Baker, 2017).
To be effective within an organization, the performance management process must be
firmly linked into the core strategy and business goals (Baker,2017). Strategy involves the
organization’s mission, goals, objectives and action plans for achievement (Baker, 2017). Each
worker should be involved in working towards goals and objectives that will promote the
successful execution of the organization’s strategy (Bohlander, Morris & Snell, 2016) (Baker,
2017). Each worker should see the reflection of this achievement within their performance plans
(Baker, 2017).
The appraisal systems for employees assist supervisors to evaluate employee job
performance, deliver promotions, and monetary increases in pay (Bohlander, Morris & Snell,
2016) (Baker, 2017). Appraisal systems usually incorporate the goals to improve the employer
as well as the employee, through feedback and training (Bohlander, Morris & Snell, 2016)
(Baker, 2017). Let us take a closer look at the appraisal systems and differentiate between the
trait, behavioral, and results-based performance appraisal systems.
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