Paper on Driving Results through Performance Management

Contemporary firms adopt best practices in managing employees for high revenue generation. Modern organizations relate management performance with business success. Some firms ensure that individuals operating in managerial positions are transparent and accountable. Managing an organization requires supervisors and managers to bring out positive results from employees. It is through employee management that organizational performance can either improve or decline. Performance management is an important practice which achieves positive results with regards to revenue generation in organizations.

The main idea of the article entails driving results using performance management. Results in an organization are determined by revenue generated from sales. Finished products end up in the market and provide consumers with an alternative to existing products. The level of competition a firm experiences is determined by the number of similar products in the market (Kalman, 2016). Production processes play a key role in establishing the quality of commodity. The article notes that performance management is required in most organizations to oversee production activities among employees. Competent managers identify effective performance management strategies and implementation processes that use teams of employees. However, not all managers are competent enough to modify standardized practices that reap high benefits to an organization.

The main points of the article are related to how performance management can be improved in an organization. For instance, the article states that performance management requires effective strategies for overseeing production activities. Production operations in a firm follow certain procedures that are directed from the management (Kalman, 2016). Relevant production processes result in high revenue generation from sales of commodities. The article establishes that quality production processes are key in achieving objectives of performance management. It is through production processes, for instance, that a manager measures performance in an organization. The article identifies important stakeholders who are responsible for performance management in an organization. They include employee, management officials and third party stakeholders such as industrial union representatives.

It is common to find organizations adopting standardized rating practices as a means of improving performance management. Such organizations do not modify recommendations of standardized ratings to suit their production activities. As a result, managers fail to achieve the main objectives of performance management with respect to the firm’s capacity. Expectations of standardized ratings set high prospects that exceed the expectations of many organizations. The design of standardized procedures are wide in scope and may fail to meet the objectives of a firm. Standardized ratings should be eliminated as they produce irrelevant information that does not improve performance management in an organization.

Standardized rating practices provide a general framework that describes the dynamics of performance management. The article notes that professional ethics, in production activities, describe recommendations of standardized rating on performance management. Performance management encourages employees to improve professionalism in an organization (Kalman, 2016). It is through professionalism that standardized rating notes an improvement in performance management. However, professionalism can also result in negative consequences if implemented without progressive objectives. Some employees use professional practices, in production activities, to pursue self-interests in a process. The interests are determined by financial benefits associated with a production process such as procurement. Standardized rating does not represent minor details that determine specific success factors in a firm.

Standardized rating practices should be eliminated as they bar organizations from developing. These practices provide a strict framework or procedure for implementing strategies for performance management. Organizations that try to implement performance strategies, without including standardized rating practices, encounter significant challenges. For instance, business continuity plans become uncertain among organizations (Kalman, 2016). If the standardized rating practices were flexible, then organizations would identify success factors that promote performance management in their firms. Standardized rating practices are rigid and cannot be implemented without sufficient modifications. The irrelevance of standardized rating practices can result in financial losses in an organization. Production activities are unique among organizations hence require specific rating strategies.

Standardized rating practices relate management performance with employee contribution to the production process. Rating of employees depends on their daily efforts on assigned roles and responsibilities. The article states that employees play an important role in the performance management of an organization. Management officials are mandated to oversee production activities among operational employees. Production efforts among employees vary in competence and professionalism (Kalman, 2016). For instance, some employees ensure that production processes are executed with optimum professionalism. Similarly, there are employees who only focus on accomplishing a task regardless of the strategies used in the process. Employee motivation is an important standardized rating practice that promotes performance management in an organization.

The article notes that performance management is a collective responsibility among key stakeholders in an organization. Executive directors, production managers, supervisors, and employees should all work towards performance management that produces positive results. Strategies of implementing objectives of performance management determine success in an organization. According to the article, performance management should adopt liberal approaches that motivate employees to engage in quality production activities in a firm. Standardized ratings should be eliminated in performance management strategies. Organizations have different production processes and hence should adopt modified approaches of rating performance management.


Kalman, L. (2016). Driving results through performance management. Workforce Solutions           Review7(2), 22-26.