Performance Management

Performance Management


To plan means setting performance goals and expectations for organization members so they can channel efforts towards accomplishment of these (Bhattacharyya 2011). It is crucial to the reward system of the organization as it enables employers to hold their employees individually accountable for progress they make towards attainment of organizational goals. A good plan established proper appraisal methodology where the employee is properly awarded according to their efforts.

So as to understand if I am making progress towards attaining my target and whether my efforts are relevant to my end goal, I must have a proper plan. To establish whether I am supposed to reward myself, I will compare the planned output of a given event with actual output. I will also measure my success by using the number of days I take to complete a task; the fewer the days I use on a given event, the better my performance. As such, I will set a strict timetable that will guide me on when I am supposed to undertake a given task and when to finish it. Therefore, I will measure my performance based on whether I am eligible for a reward based on the number of events I complete within a stipulated time frame.


In each organization, the monitoring of events and projects is carried out on a continuous basis. Monitoring ensures performance of projects is measured continuously and ongoing feedback is also given regarding employee performance towards attainment of their set goals (Armstrong & Baron 2005). Monitoring of events also allows an organization to establish whether everything is on course and moving according to the plan that was initially set. Monitoring ensures there are no delays in any organizational activities since any sign of a problem is identified early and addressed before it becomes major problem.

On a personal level, I am going to monitor my activities and check whether they are in line with goals I have set. I am going to regularly assess myself in order to establish whether I am slacking behind on the timetable or not. In order to monitor myself, I will undertake reviews progress that will establish my actual performance as compared to initial set standards. In the event I note inconsistency in my performance, I will remedy the situation without further ado before it affects my long term performance. Monitoring is also going to make it possible to make goals that are realistic. This will permit me to monitor events that cannot be achieved within a pre-determined time.


To remain productive and competitive in the industry, an organization is supposed to develop employee skills. Developing involves determining areas that are lacking in the employees or the ones that need development. Once these areas that need development are established, employees are trained so as to increase their performance capacity (Sahu 2007). Other forms of developing the capacity of an individual exists and includes undertaking new assignments that need one to learn new skills as well as improve their work process.

Since some of the goals I have set need skills I lack, I will go through different trainings. My training, to a large extent will be from the Internet and different: how to do” books. The first area I need to develop my skills in is typing. To complete my assignments and research in a timely fashion, I must increasing my typing speed. Therefore, I am going to start by surfing the Internet and using different interactive software to develop my typing skills. In the event I note deficiencies while monitoring my activities, I am going to address the issue and develop different skills that can improve my performance.


Tis involves evaluating the performance of an individual based on standards stipulated in the performance plan and assigns a rating summary record to that individual (Johnson 2006). Organizations often find it useful to summarize performance of employees on various occasions. Rating employees as well as keeping data is useful when an organization wants to assess performance over time or compare the performance of different workers. Carrying out such evaluation is also useful as it helps an organization establish the best performance.

I will also rate myself so as to determine whether I am performing in accordance to standards I have stipulated in my performance plan. I am going to rate myself on the basis of the entire performance plan period and not a single event. This will help give me a better view of my performance and whether it is in line with my predetermined goals. Rating as well will give me knowledge of whether I need to reward or punish myself for performance during certain period. As such, a reward will be based on the rating of the entire projects I have undertaken.


This means recognising employees on individual basis and in groups based on performance (Evans, Lindsay & Evans 2008). Reward involves making the acknowledgement that the contribution of employees to achievement of the overall objectives and goals of the company. Reward can either be formal or informal and at times negative or positive. This means that it based on outcome of an event, the performance of an employee should be rewarded according to outcome. As such, a positive outcome warrants positive reward while a negative one warrants a bad reward.

In my case, I am going to involve both aspects of negative and positive rewards. In addition, I will incorporate both tangible and intangible forms of reward. Tangible involves buying myself presents while intangible includes acknowledging I have carried out a wonderful job. I am also going to save small amounts that will act as the source of income for rewards I consider necessary upon completion of a task. This will motivate me into improving my skills and undertaking every event in performance plan with due diligence and completing it within the timeframe set. I will also feel a sense of accomplishment by giving myself a reward and this will boost my morale to stick to my performance plan.

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Armstrong, M & Baron, A 2005, Managing performance: Performance management in action, London: Chartered Institute of Personnel and Development.

Bhattacharyya, D K 2011, Performance management systems and strategies, Dehli: Pearson.

Evans, J R, Lindsay, W M & Evans, J R 2008, Managing for quality and performance excellence, Mason, OH: Thomson/South-Western.

Johnson, R S 2006, Effective performance management, Victoria, B.C: Trafford.

Sahu, S 2007, Training and management development, New Delhi: Shree Publishers & Distributors.