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Management Performance     

Managing employee or system performance facilitates      the effective  delivery of strategic and operational goals. There is a clear and immediate correlation between using performance management programs or software and improved business and organizational results. For employee performance management, using integrated software, rather than a spreadsheet based recording system, may deliver a significant return on investment through a range of direct and indirect sales benefits, operational efficiency benefits and by unlocking the latent potential in every employees work day (i.e. the time they spend not actually doing their job).

Provides well documented and communicated process documentation Organizational Development
In organizational development (OD), performance can be thought of as Actual Results vs Desired Results. Any discrepancy, where Actual is less than Desired, could constitute the performance improvement zone. Performance management and improvement can be thought of as a cycle:

Performance planning    where goals and objectives are established

Performance coaching where a manager intervenes to give feedback and adjust performance

Performance appraisal where individual performance is formally documented and feedback delivered
A performance problem is any gap between Desired Results and Actual Results. Performance improvement is any effort targeted at closing the gap between Actual Results and Desired Results.
Other organizational development definitions are slightly different. The  Office of Personnel Management (OPM) indicates that Performance Management consists of a   system or process whereby:Work is planned and expectations are set Performance of work is monitored Staff ability to perform is developed and enhanced Performance is rated or measured and the ratings summarized Top performance is reward.


Detailed Overview

Management under this PM definition is about arranging the conditions of the workplace for individual, group, unit, division, regional, and corporate success. Management requires that systems, processes and structures are arranged carefully according to the laws of behavior to support the necessary direction, skills, resources, and motivation people need to do a job well, whether at the executive level or at the shop floor, in all types of industries and across all kinds of business drivers of success (e.g., merger/acquisitions, managing culture during rapid change, strategic initiatives turned into solid implementations, ensuring safe practices while meeting objectives, reducing waste, and so on). Performance Management is about individual managers truly understanding how to ensure the development of skills and provide sufficient training and coaching resources so that each manager can be fairly measured by the success of his or her direct reports, not by business results only or on kindness factors.How well an organization does in applying the scientific elements of PM is found in the success of its employees in serving customer needs, meeting their targets, producing desired impact and creating a culture of respect and commitment, with a focus on active learning, inclusion, and shaping—a culture where the predominate method of building habits of success involving knowing when and how to “carve mistakes in sand and success in stone” (Benjamin Franklin quote). PM companies that understand the technology create high and steady rates of discretionary effort by all—they model ‘best practices’ and take measures on their work from customers and employees, using the feedback openly to make improvements.

Performance Management (PM) as described here refers to a term coined by Dr. Aubrey C. Daniels in the late 1970s to describe a technology (i.e., science imbedded in applications methods) for managing both behavior and results, the two  critical elements of what is known as performance. Performance is the sum of behavior and results, and cannot be viewed as independent of either component. It is an outcome of effective management.

This PM approach is used most often in the workplace but applies wherever people interact—schools, churches, community meetings, sports teams, health setting, governmental agencies, and even political settings. PM principles are needed wherever in the world people interact with their environments to produce desired effects. Cultures are different but the laws of behavior are the same world-wide.

This management process can involve self-management (e.g., lone workers using the same tools as found in formal management structures or patient learning to manage self care procedures) or the formal chains of management typically found in most organizations where people work in groups or teams.


  • Detailed Overview

    A critical component of successful PM implementation is that performers gain excellence in their own performance—developing habit strength that can be applied across similar or different settings for effective problem solving and work habits.Whether it is learning highly technical skills in a nuclear facility or learning the foundation of good customer service in a restaurant, the goal at the individual level is to do work well, efficiently and effectively, and to find real delight in the mastery and fluency these tools provide.The conditions that surround behavior—what people say and do that are recognized or punished over time (the culture) –also help to support sustained patterns or diminish such patterns of success.

  • The principles that are central to Performance Management (PM) are derived from the science of behavior analysis (also known as the psychology of learning). This term Performance Management is often thought to refer to structures and processes of Human Resources Management (compensation, appraisal, selection, retention, competencies, and so on). Those are important elements of a well-designed workplace, but most often they are systems, processes, and procedures designed without knowledge of behavior. They often suppress or overlook the ways in which motivational factors can be built into the workplace to produce accelerating performance for the right objectives, done the right way, for the right reason.

    Well designed PM processes will do just that—teach managers and supervisors—all leaders—how to bring out the best in people, including themselves, through a set of clear steps that appear easy on the surface, but do require a grounding in the principles of learning. Those steps are 1) pinpoint (again, both results and needed behaviors), measure (frequently), feedback (post so that others can see success steps or track in other ways so that data becomes the core of decision making, not simply ‘gut feeling’), consequate (using systematic processes; whenever possible, using positive reinforcement strategies (R+)) and evaluate (continuous improvement on how to get better at bringing out the best in everyone). There are over 80 years of data [Watson, et al.] and thousands of case studies demonstrating the impact of well designed PM applications .

    OTHER WORK: Performance management has a wide variety of applications such as employee performance, software performance, business or corporate performance and so on.